The Capability Maturity Model (CMM) is useful not only for software development, but also for describing evolutionary levels of organizations in general and in order to describe the level of Value Based Management that an organization has realized or wants to aim for. The Capability Maturity Model model is an organizational model that describes 5 evolutionary stages (levels) in which an organization manages its processes.
CMM describes 5 evolutionary stages in which an organization manages its processes. The thought behind the Capability Maturity Model, originally developed for software development, is that an organization should be able to absorb and carry its software applications. The model also provides specific steps and activities to get from one level to the next.
CMM: 5 evolutionary stages in managing organizational processes Capability Maturity Model (CMM). The 5 stages of the Capability Maturity Model are:
1. Initial (processes are ad-hoc, chaotic, or actually few processes are defined)
The s/w development process at this level are adhoc and often chaotic.The project's success depends on heroes and luck.There are no general practices for planning monitoring or Controling the process.It's impossible to predict the time and cost to develop the software.The test process is just as adhoc as the rest of the process.
2. Repeatable (basic processes are established and there is a level of discipline to stick to these processes)
This maturity level is best describled as project level thinking.Basic project management processes are in place to track the cost shedule functionality and quality of the product.Lessions learned from previous similar projects are applied.There is a scense of descipline.Basic software testing practices such as test plans and test cases are used.
3. Defined (all processes are defined, documented, standardized and integrated into each other)
Organizational not just project specific thinking comes in to play at this level.Common management and engineering activities are standerdized and documented.These standerds are adapted and approved for use on different projects.The rules are not thrown out when things get stressfull.Test documents and plans are reviewed and approved before testing begins.The test group is independent form developers.The test results are used to determine when the s/w is ready.
4. Managed (processes are measured by collecting detailed data on the processes and their quality)
At this maturity level the organizations process is under statistical control.Product quality is specified quantitatively beforehand (for example this product wont release until it has fewer than 0.5 defects per 1 000 lines of code) and the s/w isn't released untill that goal is met.details of the development process and the s/w quality are collected over the projects development and adjustments are made to correct deviations and to keep the project on plan.
5. Optimizing (continuous process improvement is adopted and in place by quantitative feedback and from piloting new ideas ands technologies) This level is called optimizing (not optimized )because it's continually improving from level 4. new technologies and processes are attempted the results are measured and both incremental and revolutionary changes are instituted to achieve even better quality levels.Just when everyone thinks the best has been obtained.the crank is turned one more time and the next level of improvement is obtained.
How CMM Level 5 Improves Software Completeness, Reduces Defect Leakage
Critics that say reaching Level 5 of Carnegie Mellon's Software Engineering Institute (SEI) Capability Maturity Model (CMM) has little value in the real world overlook the very tangible benefits that can been achieved through consistent use of sound software engineering development practices throughout a software development organization. A continuous emphasis on process improvement and defect reduction avoids process stagnancy or degeneration and ensures continual improvement, translating into improved productivity, reduced defect leakage and greater timeliness. Tracing requirements across each development phase improves the completeness of software, reduces rework and simplifies maintenance. Verification and validation activities are planned and executed to reduce defect leakage. Customers have access to the project plan, receive regular status reports and their feedback is sought and used for process tuning.
The CMM is a framework that describes the key elements of an effective software process. It defines an evolutionary improvement path from an ad hoc, immature process to a mature, disciplined process. The CMM covers key practices for planning, engineering and managing software development and maintenance that improve the ability of organizations to meet goals for cost, schedule, functionality and product quality. At Level 5, the highest level defined by the CMM, the entire organization is focused on continuous process improvement. The root cause of defects is identified. Corrective and preventive actions are determined and carried out. Goals for the reduction in defect density are set, actions are planned to achieve the goal and the outcome is compared with the goal to determine the effectiveness of the actions. Risks are evaluated during the life of the project and actions are taken to mitigate them.
Example illustrates Level 5 advantages
Perhaps the best way to illustrate the advantages of the processes required for CMM Level 5 assessment is to describe how they positively impacted a recent project. The project, for a major United States bank, was designed to detect check kiting. Check kiting is a fraudulent practice where a customer obtains an unauthorized, non-interest paying loan by taking advantage of time delays between the time when the deposited funds are collected and when those funds are made available for withdrawal. Tasks for the project were allocated to the offshore development team members using the automated process tracking system. Senior analysts conducted reviews of specifications, coding and unit testing. Defects encountered during the review process were captured in a defect register. On a weekly basis, parameters such as weighted defects, productivity and timeliness were monitored and analyzed by the project manager and compared against the project goals and organization baselines.
In the first month of the project, the in-process weighted defect density was 2.25 per thousand lines of code (KLOC), well above project goals and organization baselines. The root cause of the defects was analyzed with a Pareto chart. The analysis led to the conclusion that most defects were validation errors or assignment errors. The project team decided on the corrective action of enhancing the coding standard checklist to tailor it to the client's standards. It was also decided to conduct business knowledge sessions to help the team learn more about the client's processes. The next month, the process weight defect density dropped to 0.79 per KLOC, a substantial improvement but still higher than the organization level baselines. Further corrective actions were implemented, including conducting self-review sessions to help improve coding clarity and additional reviews by senior staff members. The following month, the weighted defect density dropped to 0.38 per KLOC, well within the project goals and organization baselines. The defect level remained at this low level until the project was completed. In fact, defect leakage to the customer was zero throughout the entire project and the customer was extremely satisfied with the quality of the deliverables.
This project illustrates how CMM Level 5 methods can identify weaknesses and strengthen the process proactively. Customers gain numerous benefits by working with service providers that have been assessed at this level. The fit of the software to the requirements of the project is continually monitored to assure its completeness. The quality of the software, both in terms of correctness and its susceptibility to failure, is very high. The customer is assured of timely delivery of their project at a carefully controlled cost. The usability and maintainability of the code are considered from the earliest stages.
What to expect on the road to Level 5
Typically, achieving Level 5 assessment will require additional process improvements; enhancement or development of a project tracking system; establishment of business process capability baselines; quantitative control of processes; and implementation of a process improvement, change management and defects prevention systems.
For most organizations, one of the most challenging aspects of the process of preparing for the Level 5 assessment is getting everyone in the organization involved in the process improvement journey. You must work very hard to create an environment that encourages everyone to work on improving the process as well as the project at hand, as opposed to a single-minded focus on getting the job out the door. Another challenge is assembling complete process data, particularly defect data and time sheets. And, after the data is assembled, analyzing the metrics and weeding out abnormal data due to special causes presented significant obstacles.
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