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There are a number of process improvement models for organizations attempting to mature their processes.
Each model has its own focus.
The models are developed by the Software Engineering Institute (SEI) of Carnegie Mellon University along with
various industry representatives and members of the government.
The best known are the Software Capability Maturity Model, the Systems Engineering Capability Maturity Model,
and the newly integrated model, CMMI.
The intent of the CMMs is for an organization to choose the model that best fits their company's objectives and
use it both as a benchmark to determine the organization's maturity and to identify areas for process improvement.
In some cases, more than one model may apply.THE SOFTWARE CAPABILITY MATURITY MODEL The Software Capability Maturity Model (SW-CMM) is a model used by organizations for appraising the maturity of their software processes and for identifying practices that will increase the maturity of those processes. The SW-CMM describes practices and principles that underlay the maturity of the software development process. Organizations evolve from chaotic processes, to mature disciplined processes, and to optimize self-correcting software processes. The SW-CMM is organized into five maturity levels where each higher level represents a plateau in building the maturity of the software process to achieve the next higher level. The five levels in the SW-CMM are characterized as follows: Level 1 - Initial - the software process is as ad hoc and occasionally chaotic. Few processes are defined and success depends on individual effort and individual heroics. Level 2 - Repeatable - Basic project management processes are established to track cost, schedule, and functionality. The process discipline is in place to repeat earlier successes on projects with similar applications. Level 3 - Defined - The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process. All projects use approved tailored version of the organization's standard software process for developing and maintaining software. Level 4 - Managed - Detailed metrics of the software process and product quality is collected. Both the software process and products are quantitatively understood and controlled. Level 5 - Optimized - Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies. THE SYSTEMS ENGINEERING CAPABILITY MODEL The Systems Engineering Capability Model (SE-CMM) describes the elements of an organization's engineering process that must exist to ensure good systems engineering. There are eighteen process areas that are essential for effective systems engineering and are grouped into three categories: Engineering, Project and Organization. Within each process area are base practices that are executed by individuals in the role of systems engineering. There are six levels of maturity. Level 0 - Not Performed - Characteristic of an organization just entering the systems engineering field or one that is not focused on the systematic application of systems engineering principles in their product development. Performance is generally not consistent. Level 1 - Initial - The systems engineering processes meet the minimum base practices within a process area, however, consistent planning and tracking of that performance is missing. Good performance tends to depend on individual knowledge and effort. Level 2 - Planned and Tracked - The execution of the base practices in the project's implemented process is planned and managed, therefore, repeatable. Level 3 - Well Defined - Use of organization-wide, accepted standard processes that implement the characteristics exhibited by the base practices. The capability to perform an activity is directly transferable to new projects within the organization. Level 4 - Quantitatively Controlled - Measurable process goals are established for each defined process and associated work products and detailed measures of performance are collected and analyzed which improves the ability to predict performance. Performance is objectively managed and defects are selectively identified and corrected. Level 5 - Continuously Improving - The organization has established quantitative, as well as qualitative, goals for process effectiveness and efficiency based on long-term business goals. CMMI CMMI is a model that combines the software and systems engineering models into one. The Software Engineering Institute performed a pilot program of this new model which proved successful. The CMMI V1.0 (2000) is the current edition. CMM VS ISO There is clearly a strong correlation between ISO 9001 and the CMM but the level of detail differ significantly. The biggest similarity is that for both the CMM and ISO 9001 is say what you do, do what you say and document it. The biggest difference between the two is the emphasis of the CMM on continuous process improvement. ISO 9001 describes the minimum criteria for a quality management system whereas the CMM provides more detailed guidance and greater breadth for process improvement. A level one organization could be certified as compliant with ISO 9001 although surveillance audits may identify deficiencies later. A level one organization that obtains and retains ISO 9001 certification should be close to level 2. An ISO 9001 compliant organization will meet many CMM level 2 and 3 goals and conversely a CMM level 2 or 3 organization should have little difficulty in obtaining ISO 9001 certification. ADVANTAGES OF CMM ASSESSMENTS Evaluations against these models help determine what process improvement opportunities are available and also determine which maturity level the company has achieved. The maturity levels may be used as marketing tools and may also be prerequisites for some contracts. A CMM evaluation includes a review of organizational policies, procedures, and guidelines for compliance with the CMM. A baseline of current processes is developed based on the documentation reviews and associated interviews with appropriate project personnel. AVAILABLE TRAINING:
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