CMM

CMM

What is CMM

Developed by the Software Engineering Institute of the Carnegie Mellon University. Framework that describes the key elements of an effective software process. Describes an evolutionary improvement path for software organizations from an ad hoc, immature process to a mature, disciplined one. Provides guidance on how to gain control of processes for developing and maintaining software and how to evolve toward a culture of software engineering and management excellence.

Process Maturity Concepts

ü  Software Process, set of activities, methods, practices, and transformations that people use to develop and maintain software and the associated products (e.g., project plans, design documents, code, test cases, user manuals)

ü  Software Process Capability, describes the range of expected results that can be achieved by following a software process means of predicting the most likely outcomes to be expected from the next software project the organization undertakes

ü  Software Process Performance, actual results achieved by following a software process

ü  Software Process Maturity

• extent to which a specific process is explicitly defined, managed, measured, controlled and effective
• implies potential growth in capability
• indicates richness of process and consistency with which it is applied in projects throughout the organization

Level 1 :

Initial : The software process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual effort.

• At this level, frequently have difficulty making commitments that the staff can meet with an orderly process
• Products developed are often over budget and schedule
• Wide variations in cost, schedule, functionality and quality targets
• Capability is a characteristic of the individuals, not of the organization

Level 2 :

Repeatable : Basic process management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications.

•       Realistic project commitments based on results observed on previous projects

•       Software project standards are defined and faithfully followed

•       Processes may differ between projects

•       Process is disciplined

•       earlier successes can be repeated

Level 3 :

Defined : The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization. All projects use an approved, tailored version of the organization’s standard software process for developing an maintaining software.

Level 4 :

Managed : Detailed measures of the software process and product quality are collected. Both the software process and products are quantitatively understood and controlled.

• Narrowing the variation in process performance to fall within acceptable quantitative bounds
• When known limits are exceeded, corrective action can be taken
• Quantifiable and predictable (predict trends in process and product quality)

Level 5 :

Optimizing :

• Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.
• Goal is to prevent the occurrence of defects
• Causal analysis
• Data on process effectiveness used for cost benefit analysis of new technologies and proposed process changes

Structure of Capability Maturity Model (CMM)

• Maturity Levels : It is a layered framework providing a progression to the discipline needed to engage in continuous improvement
• Key Process Areas: A Key Process Area (KPA) identifies a cluster of related activities that, when performed collectively, achieve a set of goals considered important.
• 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.
• Common Features: Common features include practices that implement and institutionalize a key process area.
• Key Practices: The key practices describe the elements of infrastructure and practice that contribute most effectively to the implementation and institutionalization of the key process areas.

refers to : budi.staf.upi.edu