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CS460 CMM

The document describes the Capability Maturity Model (CMM) which defines five levels of process maturity for software development organizations. Level 1 is the initial level where processes are ad hoc and disorganized. Higher levels introduce more rigor, measurement, and defined processes until level 5 where processes are optimized through continuous improvement. Each level is defined by key process areas that software organizations should address to improve their maturity. The CMM provides guidance but does not prescribe specific processes, allowing flexibility in implementation.

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0% found this document useful (0 votes)
36 views8 pages

CS460 CMM

The document describes the Capability Maturity Model (CMM) which defines five levels of process maturity for software development organizations. Level 1 is the initial level where processes are ad hoc and disorganized. Higher levels introduce more rigor, measurement, and defined processes until level 5 where processes are optimized through continuous improvement. Each level is defined by key process areas that software organizations should address to improve their maturity. The CMM provides guidance but does not prescribe specific processes, allowing flexibility in implementation.

Uploaded by

ramesh kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Capability Maturity Model

Immature Organisations
• Software processes are often rigorously followed.
• Organisation is reactionary.
– firefighting.
– schedules and budgets routinely exceeded.
– product functionality and quality compromised to meet
deadlines.
– no objective way to judge product quality or software product
and process problems.

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1
Mature Organisation
• Organisation-wide ability to manage development and
maintenance.
• Managers communicate process to employees, and process is
followed.
• Mandated process is useable and consistent with the way work
actually gets done.
• Process updated when necessary.
• Objective, qualitative basis for judging product quality and
analysing problems.
• Schedules and budgets usually met.
• Expected results for cost, schedule, functionality and quality
usually achieved.

CS460 - Senior Design Project I (AY2004) 3

Process Maturity Levels


Optimizing
continuously
improving process

Managed
predictable
process

Defined
standard,
consistent practice

Repeatable
disciplined
process

Initial

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2
Process Maturity Levels
Process Maturity Level Key Process Areas
5 – Optimized Defect prevention
Technology change management
Process change management
4 – Managed Quantitative process management
Software quality management
3 – Defined Organization process focus
Organization process definition
Training program
Integrated software management
Software product engineering
Intergroup coordination
Peer reviews

CS460 - Senior Design Project I (AY2004) 5

Process Maturity Levels


Process Maturity Level Key Process Areas
2 – Repeatable Requirements management
Software project management
Software project tracking
and oversight
Software subcontract management
Software quality assurance
Software configuration
management
1 – Initial

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3
Goals for Level 2 KPAs
• Requirements analysis
– System software requirements are controlled to establish a
baseline for software engineering and management use.
– Software plans, products, and activities are kept consistent
with the system requirements..
• Software Project Planning
– Software estimates are documented for use in planning and
tracking.
– Software project activities and commitments are planned
and documented,
– Affected groups and individuals agree to their commitments
related to the software project.

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Goals for Level 2 KPAs (cont)


• Software project tracking and oversight
– Actual results and performance are tracked against the
software plans.
– Corrective actions are taken and managed when results and
performance deviate significantly from the software plans.
– Changes to software commitments are agreed to by the
affected groups and individuals.
• Software subcontract management
– The prime contractor selects qualified software
subcontractors.
– The prime contractor and the software subcontractor
• agree on their commitments to each other.
• maintain ongoing communications.
– The prime contractor tracks the software subcontractor's
actual results and performance against commitments.

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4
Goals for Level 2 KPAs (cont)
• Software quality assurance (SQA)
– SQA activities are planned.
– Adherence to standards, procedures, and requirements.
– Affected groups and individuals are informed of SQA
activities and results.
– Noncompliance issues that cannot be resolved are
addressed by senior management.
• Software configuration management (CM)
– CM activities are planned.
– Selected software work products are identified and
controlled.
– Changes to identified software work products are controlled.

CS460 - Senior Design Project I (AY2004) 9

Goals for Level 3 KPAs


• Organization process focus.
– Software process development and improvement activities
are coordinated and planned across the whole organization.
– The strengths and weaknesses of the software processes
used are identified.
• Organization process definition
– A standard software process for the organization is
developed and maintained.
– Information related to the use of the organization's standard
software process by the software projects is collected,
reviewed, and made available.

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5
Goals for Level 3 KPAs (cont)
• Training program
– Training activities are planned.
– Training for skills and knowledge needed for management
and technical roles is provided.
– Individuals receive the training necessary to perform their
roles.
• Integrated software management
– A project's defined software process is a tailored version of
the organization's standard software process.
– The project is planned and managed according to the
project's defined software process.
• Integrated product engineering
– SE tasks are defined, integrated, and consistently performed
to produce the software.
– Software work products are kept self-consistent.

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Goals for Level 3 KPAs (cont)


• Intergroup coordination
– The customer's requirements are agreed to by all affected
groups.
– The SE groups identify, track, and resolve intergroup issues.
• Peer reviews
– Peer review activities are planned.
– Defects in the software work products are identified and
removed.

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6
Goals for Level 4 KPAs
• Quantitative process management
– Quantitative process management activities are planned.
– The performance of the project's defined software process is
controlled quantitatively.
– The process capability of the organization's standard
software process is known in quantitative terms.
• Software quality management (SQM)
– The project's SQM activities are planned.
– Measurable goals for quality and their priorities are defined.
– Actual progress toward achieving the set quality goals is
quantified and managed,

CS460 - Senior Design Project I (AY2004) 13

Goals for Level 5 KPAs


• Defect prevention
– Defect prevention activities are planned.
– Common causes of defects are sought out and identified.
– Common causes of defects are prioritized and systematically
eliminated.
• Technology change management
– Incorporation of technology changes are planned.
– Evaluation of new technologies.
– Appropriate new technologies are transferred into normal practice
across the corporation.
• Process change management
– Continuous process improvement is planned.
– Organization-wide participation in the software process
improvement activities.
– Continuous improvement of software process (organizational
standard and tailored project version).

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7
Conclusions
• The KPAs describe what to do, but they do not mandate how to
do it.
• Achieving higher levels of software maturity is incremental and
requires long term commitment to continuous process
improvement.
• Software organizations may take 10 years or more to build a
foundation for, and a culture oriented toward, continuous
process improvement. This level of effort is required to produce
mature software organizations.
• The CMM is not a silver bullet and does not address all of the
issues important for successful projects. It does not:
– address expertise in specific application domains.
– advocate specific application technologies.
– suggest how to select, hire, motivate and retain competent
staff.

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Conclusions
• The CMM represents a common sense approach to software
process improvement.
• The maturity levels and KPAs have been extensively discussed
in the software engineering community.
• While the CMM is not prefect, it is a useful tool for guiding
software process improvement efforts.
• The CMM does not guarantee the software products will be
successfully built, but it can help improve cost, quality and
productivity goals.

CS460 - Senior Design Project I (AY2004) 16

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