CAPABILITY MATURITY MODEL

(CMM)
 01 INTRODUCTION OF CMM

02 HISTORY OF CMM

AGENDA 03 LEVELS OF CMM

04 USES OF CMM

05 PROS & CONS OF CMM

06

07
INTRODUCTION
 The Capability Maturity Model (CMM) is a
methodology used to develop and refine an
organization’s software development process.

 In the same way, high-quality software organizations

are different from low-quality organizations.

 CMM tries to capture and describe these differences.

 CMM strives to create software development

organizations that are “mature”, or more mature than
before applying CMM.

 Actually the capability of organizations associated with

software development is evaluated by this model.
That’s why model is called
Software Engineering Institute
Capability maturity model
 HISTORY OF CMM
• Initially funded by military research.
• 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
• The model is based on the process maturity framework
first described in the 1989 book Managing the Software
Process by Watts Humphrey
• The CMM was published as a book in 1995
WHY WE CHOSE CMM
Ideas in CMM creates an environment of improvement – if you don’t
like things one way, make it better!
05
Our quality activities became more aligned within the project rather
than thought of as a separate event
04
Standard practices mean time savings to our team - everyone knows
what to expect and what to deliver
03
CMM helped guide us towards standard, repeatable
processes – reduced learning time on how to get things done
02

CMM today serves as a “seal of approval” in software

development
01
 CAPACITY MATURITY MODEL
INTEGRATION LEVELS
LEVEL-01 LEVEL-02 LEVEL-03 LEVEL-04 LEVEL-05

Initial Managed Defined Quantitatively Optimizing

Process is Basic Project Process Managed Continuous
unpredictable, poorly Management. Standardization. Process
Quantitative
controlled,reactive Improvements
Management
 LEVEL-01  Requirements often misunderstood,
uncontrolled
INITIAL  Schedules and budgets frequently
missed
 Progress not measured
 Product content not tracked or
controlled
 Engineering activities nonstandard,
inconsistent
 Teams not coordinated, not trained
 Defects proliferate
 LEVEL-02
 Managers and team members spend less
MANAGED time explaining how things are done and
more time doing
 Projects are better estimated, better
planned, and more flexible
 Quality is integrated into the project
 Costs may go up initially, but do go down
over time
 And yes, there may be more
documentation and paper
7 Process Areas
CLARIFY REQUIREMENTS
Baseline the product requirements - Requirements Management (REQM)
DOCUMENT PLANS
Estimate project parameters, - Project Planning (PP)
Develop plans and processes
TRACK PROGRESS
Measure actual progress to enable - Project Monitoring and Control (PMC) LEVEL-02 PROCESS AREA
timely corrective action
Measure for mgmt. info needs - Measurement & Analysis (M&A) MANAGED
Verify adherence of processes - Process & Product Quality Assurance (PPQA)
and products to requirements
CONTROL PRODUCTS
Identify and control products, - Configuration Management (CM)
changes, problem reports
Select qualified suppliers; - Supplier Agreement Management (SAM)
manage their activities
 LEVEL-03
 Process Improvement becomes the
DEFINED standard – Cross-Functional teams look
for ways to “short-cut” the system
 Solutions go from being “coded” to being
“engineered”
 Quality gates appear throughout the
project effort with the entire team involved
in the process, reducing rework
 Risks are managed and don’t take the
team by surprise
11 Process Areas
ENGINEER THE PRODUCT
Clarify customer requirements - Requirements Definition (RD)
Solve design requirements; develop - Technical Solution (TS)
implementation processes
Assemble product components, deliver - Product Integration (PI)
Ensure products meet requirements - Verification (Ver)
LEVEL-03 PROCESS AREA
Ensure products fulfill intended use - Validation (Val)
Analyze decisions systematically - Decision Analysis & Resolution(DAR) DEFINED
MANAGE THE PROCESSES
Follow integrated, defined processes - Integrated Project Mgmt. (IPM)
Identify and control potential problems - Risk Management (RSKM)
PROVIDE ORG. INFRASTRUCTURE
Establish org. responsibility for PI - Org. Process Focus (OPF)
Define the org’s best practices - Org. Process Definition (OPD)
Develop skills and knowledge - Org. Training (OT)
 LEVEL-04
QUANTITATIVELY It is characteristic of processes at this level
MANAGED that, using process metrics, management
can effectively control the AS-IS process 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
 2 Process Areas
MANAGE PROJECTS QUANTITATIVELY
Statistically manage the project’s - Quantitative Project Mgmt. (QPM)
processes and sub-processes
MANAGE THE ORGANIZATION QUANTITATIVELY
Understand process performance; quantitatively - Organizational Process
manage the organization’s projects Performance (OPP) LEVEL-04 PROCESS AREA
QUANTITATIVELY
MANAGED
 LEVEL-05

OPTIMIZING 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
 2 Process Areas
OPTIMIZE PERFORMANCE
Identify and eliminate the cause of - Causal Analysis and resolution (CAR)
defects early
ADOPT IMPROVEMENTS
Identify and deploy new tools and process - Organizational Innovation and
improvements to meet needs and business Deployment (OID) LEVEL-05 PROCESS AREA
objectives OPTIMIZING
 How Long Does it Take?
o Implementing CMM does not occur overnight.
o Implementing CMM is not merely a “paper drill”.
o Typical times for implementation:
• 3-6 months of preparation
• 6-12 months of implementation
• 3 months of assessment preparation
• 12 months for each new level
 Overall Benefits
Defect rates have dropped
Defect detection occurs earlier
User requirements are documented, controlled,
and managed
Estimating improves and becomes more precise
Risk management is a practice
Development processes remain agile!
 PROS CONS

Cost saving in terms of lesser effort CMM-DEV is may not be suitable

due to less defects and less rework. for every organization.

It may add overhead in terms of

Results in increased Productivity
documentation.

On-Time Deliveries Requires a considerable amount of

time and effort for implementation.

Increased Customer Satisfaction Require a major shift in

organizational culture and attitude.

Overall increased Return on Requires additional resources in

Investment smaller organizations to initiate
CMM-based process improvement.
Centralized QMS ensure uniformity in
the documentation which means less
learning cycle for new resources.
CMM Process Maturity Profile of Software Organizations

Maturity Level 1987-91 1997 1999 2001 December

2002
1- Initial 80% 61% 48% 38% 32%
2- Repeatable 12% 23% 30% 34% 37%

3- Defined 7% 14% 16% 20% 21%

4- Managed 0% 2% 4% 5% 5%
5- Optimizing 1% 1% 2% 4% 5%

Organizations 130 795 1179 1641 1998

reporting to SEI
THANK YOU