USE OF CMM IN SMALL ORGANIZATION

ASHISH AGRAWAL M.TECH.(S.E . )

CMM

Introduction to CMM

CMM was developed by SEI in 1986.A Five level framework.Based on the knowledge acquired from both industry &

government.It helps an organization matures its s/w process.

“A roadmap for s/w process improvement.” [Paulk]

Levels of CMM

Initial Level

Adhoc & chaotic.

Unstable environment.

Success depends on individual effort in heroics .

Use of different techniques and tools.

“S/w development takes place without centralized direction” . [James E. Purcell]

Repeatable level

Based on experience with similar projects.

Disciplined and stable.

Earlier success can be repeated.

“Process established to track cost, schedule

& functionality.” [James E. Purcell]

Defined level

Centerilsied

Documentation of both engineering and

management activities.

Standard and consistent.

“Process capability is based on common understanding of roles.” [Paulk]

Managed level

Quality matrix use for measurement.

New application domain are known and

carefully managed.

Quantifiable and predictable organizations.

“S/w products are of predictably high quality”.

[Paulk]

Optimized level

Continuous process improvement.

Ability to try out new technologies.

Reduce risk of failure.

“Use a feed back loop to continuously monitor

& control the s/w development process.”

[Paulk]

Use of cmm in small organization

In 1998 , SEPG defined small as – “3-4 month in duration with 5 or fewer staff.”

The first challenge for small organization in using CMM is that their primary business objective is to survive.

Small org. know that their present status quote is unsatisfactory & improvement will help.

The small org. tends to believe that-

1.We are competent.-(Can’t afford training)

2.We all communicate with one another-(osmosis works).

3.We are all heroes-(rules don’t apply to us).

Interpretation of CMM in organization

Mapping with CMM terminology & the language used by organization.

What are the “invariants”(subprocess)for a disciplined process .

Professional judgement , trained & experienced assessors.

Issues related to small organization

Mgmt. sponsorship-anyone can influence org.

Measurement- what is important.

Documented process-do things , not have

things.

Tailoring-don’t use unsensible process.

Training- to develop skills.

Risk management- remove risks.

Conclusion

CMM is “Common sense engineering”.

Don’t follow the robotic process for

improvement.

Maturity levels should be measures of

improvement, not goals of improvement.

“Identifying actual needs for improvements is the backbone for CMM”

Reference

Mark C. Paulk, Using the Software CMM in Small Organizations, Carnegie Mellon University, 1-1-1998