capability maturity model

• Capability Maturity Model

https://store.theartofservice.com/the-capability-maturity-model-toolkit.html

Capability Maturity Model Integration

1 Capability Maturity Model

Integration


Capability Maturity Model Integration

1 Capability Maturity Model Integration (CMMI) is a process improvement

training and appraisal program and service administered and marketed by Carnegie Mellon University and

required by many DOD and U.S


Capability Maturity Model Integration Overview

1 CMMI currently addresses three areas of

interest:



1 Product and service development —

CMMI for Development (CMMI-DEV),



1 Product and service acquisition — CMMI for Acquisition (CMMI-

ACQ).



1 CMMI was developed by a group of experts from industry, government,

and the Software Engineering Institute (SEI) at Carnegie Mellon

University



1 CMMI originated in software engineering but has been highly generalized over the years to

embrace other areas of interest, such as the development of hardware products, the delivery

of all kinds of services, and the acquisition of products and services. The word "software" does not appear in definitions of CMMI. This

generalization of improvement concepts makes CMMI extremely abstract. It is not as specific to

software engineering as its predecessor, the Software CMM (CMM, see below).


Capability Maturity Model Integration History

1 CMMI was developed by the CMMI project, which aimed to improve the usability of maturity models by integrating many

different models into one framework. The project consisted of members of industry,

government and the Carnegie Mellon Software Engineering Institute (SEI). The main sponsors included the Office of the

Secretary of Defense (OSD) and the National Defense Industrial Association.



1 CMMI is the successor of the capability maturity model (CMM) or Software CMM. The CMM was developed from 1987 until

1997. In 2002, CMMI Version 1.1 was released, Version 1.2 followed in August

2006, and CMMI Version 1.3 in November 2010. Some of the major changes in CMMI

V1.3 are the support of Agile Software Development, improvements to high

maturity practices and alignment of the representation (staged and continuous).



1 According to the Software Engineering Institute (SEI, 2008),

CMMI helps "integrate traditionally separate organizational functions, set

process improvement goals and priorities, provide guidance for

quality processes, and provide a point of reference for appraising

current processes."


Capability Maturity Model Integration CMMI representation

1 CMMI exists in two representations: continuous and

staged


Capability Maturity Model Integration CMMI model framework

1 Depending on the CMMI areas of interest (acquisition, services,

development) used, the process areas it contains will vary. Process

areas are the areas that will be covered by the organization's

processes. The table below lists the collection of sixteen CMMI core

process areas that are present for all CMMI areas of interest in CMMI

Version 1.3.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html


1 Abbreviation NameArea Maturity Level



1 CAR Causal Analysis and Resolution Support 5



1 CM Configuration ManagementSupport 2



1 DAR Decision Analysis and Resolution Support 3



1 MA Measurement and AnalysisSupport 2



1 OPF Organizational Process Focus Process Management 3



1 PPQA Process and Product Quality

Assurance Support2



1 QPM Quantitative Project Management Project

Management 4



1 REQMRequirements Management Project

Management 2


Capability Maturity Model Integration Maturity levels in CMMI for development

1 There are five maturity levels. Maturity level ratings are awarded for levels 2 through 5. The process

areas below and their maturity levels are listed for the CMMI for

Development model:



1 CM - Configuration Management



1 PPQA - Process and Product Quality Assurance



1 DAR - Decision Analysis and Resolution



1 OPF - Organizational Process Focus



1 PI - Product Integration



1 TS - Technical Solution



1 QPM - Quantitative Project Management



1 CAR - Causal Analysis and Resolution


Capability Maturity Model Integration Maturity levels in CMMI for services

1 IRP - Incident Resolution and Prevention


Capability Maturity Model Integration Maturity levels in CMMI for services

1 QWM - Quantitative Work Management


Capability Maturity Model Integration Maturity levels in CMMI for acquisition

1 ARD - Acquisition Requirements Development



1 SSAD - Solicitation and Supplier Agreement Development



1 ATM - Acquisition Technical Management



1 AVER - Acquisition Verification


Capability Maturity Model Integration CMMI models

1 CMMI best practices are published in documents called models, each of which addresses a different area of interest. The current release, CMMI

Version 1.3, provides models for three areas of interest: development,

acquisition, and services.



1 CMMI for Development (CMMI-DEV), v1.3 was released in November 2010. It addresses product and service development processes.



1 CMMI for Acquisition (CMMI-ACQ), v1.3 was released in November 2010. It addresses supply chain management, acquisition, and

outsourcing processes in government and industry.



1 CMMI for Services (CMMI-SVC), v1.3 was released in November 2010. It addresses guidance for delivering

services within an organization and to external customers.


Capability Maturity Model Integration Appraisal

1 An organization cannot be certified in CMMI; instead, an organization is

appraised. Depending on the type of appraisal, the organization can be

awarded a maturity level rating (1-5) or a capability level achievement

profile.



1 Many organizations find value in measuring their progress by

conducting an appraisal. Appraisals are typically conducted for one or

more of the following reasons:



1 To inform external customers and suppliers of how well the

organization’s processes compare to CMMI best practices



1 To meet the contractual requirements of one or

more customers



1 Appraisals of organizations using a CMMI model must conform to the

requirements defined in the Appraisal Requirements for CMMI

(ARC) document



1 The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is an appraisal method that meets all of the ARC requirements. Results of an SCAMPI appraisal may be published

(if the appraised organization approves) on the CMMI Web site of the SEI: Published SCAMPI Appraisal Results. SCAMPI also supports the

conduct of ISO/IEC 15504, also known as SPICE (Software Process

Improvement and Capability Determination), assessments etc.


Capability Maturity Model Integration Achieving CMMI compliance

1 The traditional approach that organizations often adopt to achieve

compliance with CMMI models involves the establishment of an

Engineering Process Group (EPG) and Process Action Teams (PATs) This

approach promotes that members of the EPG and PATs be trained in the CMMI, that an informal (SCAMPI C) appraisal be performed, and that process areas be prioritized for

improvement


Capability Maturity Model Integration Achieving CMMI compliance

1 The Software Engineering Institute’s (SEI) Team Software Process

methodology and the use of CMMI models can be used to raise the

maturity level. A new product called Accelerated Improvement Method

(AIM) combines the use of CMMI and the TSP.


Capability Maturity Model Integration Applications

1 The SEI published that 60 organizations measured increases of

performance in the categories of cost, schedule, productivity, quality

and customer satisfaction



1 Interestingly, Turner & Jain (2002) argue that although it is obvious

there are large differences between CMMI and agile methods, both

approaches have much in common



1 CMMI Roadmaps, which are a goal-driven approach to selecting and deploying relevant process areas from the CMMI-DEV model, can provide guidance and focus for

effective CMMI adoption



1 The combination of the project management technique earned value

management (EVM) with CMMI has been described (Solomon, 2002). To conclude with a similar use of CMMI,

Extreme Programming (XP), a software engineering method, has been evaluated with CMM/CMMI

(Nawrocki et al., 2002). For example, the XP requirements management

approach, which relies on oral communication, was evaluated as

not compliant with CMMI.



1 CMMI can be appraised using two different approaches: staged and continuous. The staged approach

yields appraisal results as one of five maturity levels. The continuous

approach yields one of four capability levels. The differences in these approaches are felt only in the

appraisal; the best practices are equivalent and result in equivalent

process improvement results.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html

Capability Maturity Model Integration Official sources

1 "CMMI for Development, Version 1.3" (PDF). CMMI-DEV (Version 1.3,

November 2010). Carnegie Mellon University Software Engineering

Institute. 2010. Retrieved 16 February 2011.



1 "CMMI for Acquisition, Version 1.3" (PDF). CMMI-ACQ (Version 1.3,





1 "CMMI for Services, Version 1.3" (PDF). CMMI-SVC (Version 1.3,





1 "Process Maturity Profile (Current and Past Releases)" (PDF). CMMI for Development SCAMPI Class A Appraisal Results. Software

Engineering Institute. Retrieved 16 February 2011.



1 "Appraisal Requirements for CMMI, Version 1.2 (ARC, V1.2)" (PDF).

Carnegie Mellon University Software Engineering Institute. 2006. Retrieved 16 February 2011.



1 "Standard CMMI Appraisal Method for Process Improvement (SCAMPI) A Versiions 1.2: Method Definition

Document" (doc). Carnegie Mellon University Software Engineering

Institute. 2006. Retrieved 22 August 2006.



1 CMMI Guidebook Acquirer Team (2007). "Understanding and

Leveraging a Supplier's CMMI Efforts: A Guidebook for Acquirers" (PDF). CMU/SEI-2007-TR-004. Software

Engineering Institute. Retrieved 23 August 2007.



1 "CMMI Version 1.3 Information Center". Software Engineering Institute. 2011. Retrieved 16

February 2011.



1 "SEI Partner List". Software Engineering Institute. Retrieved 28 October 2006.



1 "Optimiza formal announcement as CMMI-L3 and published on SEI

website.". Software Engineering Institute. Retrieved 15 March 2011.



1 SCAMPI Appraisal Results. The complete SEI list of published SCAMPI appraisal results.


Capability Maturity Model

1 The Capability Maturity Model (CMM) is a development model created after

study of data collected from organizations that contracted with

the U.S


Capability Maturity Model

1 The model's aim is to improve existing software-development

processes, but it can also be applied to other processes.


Capability Maturity Model - Overview

1 The Capability Maturity Model was originally developed as a tool for objectively

assessing the ability of government contractors' processes to perform a

contracted software project. The model is based on the process maturity framework first described in the 1989 book Managing

the Software Process by Watts Humphrey. It was later published in a report in 1993 and

as a book by the same authors in 1995.


Capability Maturity Model - Overview

1 Though the model comes from the field of software development, it is also used as a general model to aid in business processes generally, and has been used extensively worldwide

in government offices, commerce, industry and software-development

organizations.


Capability Maturity Model - Prior need for software processes

1 In the 1960s, the use of computers grew more widespread, more flexible and less costly. Organizations began to adopt computerized information

systems, and the demand for software development grew

significantly. Many processes for software development were in their infancy, with few standard or "best

practice" approaches defined.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html


1 As a result, the growth was accompanied by growing pains:

project failure was common, and the field of computer science was still in its early years, and the ambitions for

project scale and complexity exceeded the market capability to deliver adequate products within a

planned budget



1 In the 1980s, several US military projects involving software

subcontractors ran over-budget and were completed far later than

planned, if at all. In an effort to determine why this was occurring,

the United States Air Force funded a study at the SEI.


Capability Maturity Model - Precursor

1 The Quality Management Maturity Grid was developed by Philip B.

Crosby in his book Quality is Free, which advanced the position that

quality-improvement activities paid for themselves by reducing the

related costs.



1 The first application of a staged maturity model to IT was not by

CMM/SEI, but rather by Richard L. Nolan, who, in 1973 published the

stages of growth model for IT organizations.



1 Watts Humphrey began developing his process maturity concepts during the later stages of his 27 year career

at IBM.


Capability Maturity Model - Development at Software Engineering Institute

1 Active development of the model by the US Department of Defense

Software Engineering Institute (SEI) began in 1986 when Humphrey joined the Software Engineering

Institute located at Carnegie Mellon University in Pittsburgh, Pennsylvania after retiring from IBM. At the request

of the U.S. Air Force he began formalizing his Process Maturity

Framework to aid the U.S. Department of Defense in evaluating the capability of software contractors

as part of awarding contracts.



1 The result of the Air Force study was a model for the military to use as an

objective evaluation of software subcontractors' process capability

maturity



1 Watts Humphrey's Capability Maturity Model (CMM) was published

in 1988 and as a book in 1989, in Managing the Software Process.



1 Organizations were originally assessed using a process maturity

questionnaire and a Software Capability Evaluation method devised by Humphrey and his

colleagues at the Software Engineering Institute



1 The full representation of the Capability Maturity Model as a set of defined process areas and practices at each of the five maturity levels was initiated in 1991, with Version

1.1 being completed in January 1993. The CMM was published as a book in 1995 by its primary authors, Mark C. Paulk, Charles V. Weber, Bill Curtis,

and Mary Beth Chrissis.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html

Capability Maturity Model - CMMI

1 The Capability Maturity Model Integration (CMMI) project was

formed to sort out the problem of using multiple models for software development processes, thus the CMMI model has superseded the

CMM model, though the CMM model continues to be a general theoretical process capability model used in the

public domain.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html

Capability Maturity Model - Adapted to other processes

1 The CMM was originally intended as a tool to evaluate the ability of

government contractors to perform a contracted software project. Though it comes from the area of software development, it can be, has been, and continues to be widely applied

as a general model of the maturity of process (e.g., IT service management

processes) in IS/IT (and other) organizations.


Capability Maturity Model - Maturity model

1 A maturity model can be viewed as a set of d levels that describe how well

the behaviors, practices and processes of an organization can reliably and sustainably produce

required outcomes.


Capability Maturity Model - Maturity model

1 A maturity model can be used as a benchmark for comparison and as an aid to understanding - for example,

for comparative assessment of different organizations where there is

something in common that can be used as a basis for comparison. In the case of the CMM, for example, the basis for comparison would be

the organizations' software development processes.


Capability Maturity Model - Structure

1 Maturity : a 5-level process maturity continuum - where the uppermost (5th) level is a notional ideal state

where processes would be systematically managed by a

combination of process optimization and continuous process

improvement.



1 Key Process Areas: a Key Process Area identifies a cluster of related activities that, when performed together, achieve a set of goals

considered important.



1 Goals: the goals of a key process area summarize the states that must

exist for that key process area to have been implemented in an

effective and lasting way. The extent to which the goals have been

accomplished is an indicator of how much capability the organization has

established at that maturity level. The goals signify the scope,

boundaries, and intent of each key process area.



1 Common Features: common features include practices that implement and

institutionalize a key process area. There are five types of common

features: commitment to perform, ability to perform, activities

performed, measurement and analysis, and verifying

implementation.



1 Key Practices: The key practices describe the elements of

infrastructure and practice that contribute most effectively to the

implementation and institutionalization of the area.


Capability Maturity Model - Levels

1 There are five levels defined along the continuum of the model and,

according to the SEI: "Predictability, effectiveness, and control of an

organization's software processes are believed to improve as the

organization moves up these five levels. While not rigorous, the

empirical evidence to date supports this belief".



1 Initial (chaotic, ad hoc, individual heroics) - the starting point for use of

a new or undocumented repeat process.



1 Repeatable - the process is at least documented sufficiently such that repeating the same steps may be

attempted.



1 Defined - the process is defined/confirmed as a standard

business process, and decomposed to levels 0, 1 and 2 (the last being

Work Instructions).



1 Managed - the process is quantitatively managed in accordance with agreed-upon

metrics.



1 Optimizing - process management includes deliberate process optimization/improvement.



1 Within each of these maturity levels are Key Process Areas which

characterise that level, and for each such area there are five factors:

goals, commitment, ability, measurement, and verification.

These are not necessarily unique to CMM, representing — as they do — the stages that organizations must go through on the way to becoming

mature.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html


1 The model provides a theoretical continuum along which process

maturity can be developed incrementally from one level to the

next. Skipping levels is not allowed/feasible.



1 It is characteristic of processes at this level that they are (typically) undocumented and in a state of dynamic change, tending to be

driven in an ad hoc, uncontrolled and reactive manner by users or events. This provides a chaotic or unstable

environment for the processes.



1 It is characteristic of processes at this level that some processes are

repeatable, possibly with consistent results. Process discipline is unlikely to be rigorous, but where it exists it

may help to ensure that existing processes are maintained during

times of stress.



1 It is characteristic of processes at this level that there are sets of

defined and documented standard processes established and subject to some degree of improvement over time. These standard processes are

in place (i.e., they are the AS-IS processes) and used to establish

consistency of process performance across the organization.



1 It is characteristic of processes at this level that, using process metrics, management can effectively control the AS-IS process (e.g., for software

development ). In particular, management can identify ways to adjust and adapt the process to

particular projects without measurable losses of quality or deviations from specifications.

Process Capability is established from this level.



1 It is a characteristic of processes at this level that the focus is on continually improving process

performance through both incremental and innovative

technological changes/improvements.



1 At maturity level 5, processes are concerned with addressing statistical common causes of process variation

and changing the process (for example, to shift the mean of the process performance) to improve

process performance. This would be done at the same time as

maintaining the likelihood of achieving the established

quantitative process-improvement objectives.


Capability Maturity Model - Critique

1 The model was originally intended to evaluate the ability of government contractors to perform a software

project


Capability Maturity Model - Software process framework

1 The software process framework documented is intended to guide

those wishing to assess an organization's or project's

consistency with the Key Process Areas. For each maturity level there

are five checklist types:



1 Standard Describes the recommended content of select work

products described in the Key Process Areas.



1 Roles, entry criteria, inputs, activities, outputs, exit criteria,

reviews and audits, work products managed and controlled,

measurements, documented procedures, training, and tools



1 Procedure Describes the recommended content of

documented procedures described in the Key Process Areas.



1 Level overview Provides an overview of an entire maturity level.

These are further refined into checklists for:



1 Key Process Areas purposes, goals, policies, and standards; process

descriptions; procedures; training; tools; reviews and audits; work

products; measurements


Lean IT - Capability Maturity Model Integration (CMMI)

1 The Capability Maturity Model Integration (CMMI) from the Software

Engineering Institute of Carnegie Mellon University (Pittsburgh,

Pennsylvania) is a process improvement approach applicable to

a single project, a division, or an entire organization


Know your customer - KYC Process Capability Maturity Model

1 The KYC Maturity Model is based on the typical 5 levels of the standard Capability

Maturity Model


People Capability Maturity Model

1 The 'People Capability Maturity Model' (short names:People CMM,

PCMM,P-CMM) is a maturity framework that focuses on continuously improving the

management and development of the human assets of an organization.

It describes an evolutionary improvement path from ad hoc,

inconsistently performed practices, to a mature, disciplined, and

continuously improving development of the knowledge, skills, and

motivation of the workforce that enhances strategic business

performance.



1 The People Capability Maturity Model (People CMMI) is a framework that helps organizations successfully

address their critical people issues



1 *Characterize the maturity of their

workforce practices


People Capability Maturity Model - Description

1 The People CMMi consists of five maturity levels that establish

successive foundations for continuously improving individual

competencies, developing effective teams, motivating improved

performance, and shaping the workforce the organization needs to accomplish its future business plans



1 The People CMM has been published in book form in numerous editions

around the world.Dr Bill Curtis|Curtis, B., Hefley, W.E., and Miller, S. (2002).

The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 0-201-60445-0).

Reading, MA: Addison Wesley Longman. (In second printing.)



1 Also Published as:



1 Dr Bill Curtis|Curtis, B., Hefley, W.E., and Miller, S. (2007). The People

Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN

81-317-0798-9). Delhi, India: Dorling Kindersley (India) Pvt. Ltd.



1 Dr Bill Curtis|Curtis, B., Hefley, W.E., Miller, S. and Maeda, T. (2003).

People CMM: Hito o ikashi soshiki o seichosaseru noryoku seijukudo

moderu. (ISBN 4526052175). Tokyo, Japan: Nikkan Kogyo Shimbunsha.



1 Dr Bill Curtis|Curtis, B., Hefley, W.E., and Miller, S. (2003). 个体 CMM 指南

——能力全面提升之路 The People Capability Maturity Model: Guidelines for Improving the Workforce. Chinese

Edition. (ISBN 730207044X).



1 Dr Bill Curtis|Curtis, B., Hefley, W.E., and Miller, S. (2002). The People

Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN

81-297-0018-2). Delhi, India: Pearson Education. (In third printing.)


People Capability Maturity Model - Structure

1 The People CMM document describes the People CMM, the practices that

constitute each of its maturity levels, and information on how to apply it in

guiding organizational improvements. It describes an

organization's capability for developing its workforce at each

maturity level. It describes how the People CMM can be applied as a standard for assessing workforce

practices and as a guide in planning and implementing improvement

activities.


People Capability Maturity Model - Structure

1 Version 2 of the People CMM has been designed to correct known issues in Version 1, which was

released in 1995; to add enhancements learned from five

years of implementation experience; and to integrate the model better

with Capability Maturity Model Integration|CMMI and its IPPD

extensionshttps://store.theartofservice.com/the-capability-maturity-model-toolkit.html

Microsoft Solutions Framework - MSF for Capability Maturity Model Integration Process Improvement methodology

1 The MSF for Capability Maturity Model Integration Process

Improvement (MSF4CMMI) has more artifacts, more processes, more signoffs, more planning and is

intended for projects that require a higher degree of formality and

ceremony.


Microsoft Solutions Framework - MSF for Capability Maturity Model Integration Process Improvement methodology

1 Capability Maturity Model was created at the Software Engineering Institute of

Carnegie Mellon University, and is a process improvement approach that provides

organizations with the essential elements of continuous process improvement resulting

in a reduced Systems development life-cycle|SDLC, improved ability to meet the

cost and schedule targets, building products of high quality


For More Information, Visit:

• https://store.theartofservice.com/the-capability-maturity-model-toolkit.html

The Art of Servicehttps://store.theartofservice.com






capability maturity model

Documents