University of Sargodha Lyallpur Campus, Faisalabad

1. Arbab Raza Badar Waseer
15-glc-423
M.Sc I.T 2nd
University of Sargodha,
Lyallpur Campus Faisalabad
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2. CMMI
Overview
Usman Rafi

3. The king’s Ship - 1628
• No Specification
• No Architecture description
• Changes done on the fly, often
under market/customer pressure
• Testing ignored
• Didn’t know how to tell the clients
• The system last longer than was
ever imagined
• Maintenance costs far exceed
ordinary development
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4. Underlying principle of Process Improvement
“The quality of a product is
determined by the quality
of the process that is used
to develop and maintain
it.”
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5. What is CMMI?
•CMMI (Capability Maturity Model Integration) is a
proven industry framework to improve product
quality and development efficiency for both
hardware and software
• Sponsored by US Department of Defense in cooperation
with Carnegie Mellon University and the Software
Engineering Institute (SEI)
• Many other companies involved in CMMI definition such
as Motorola and Ericsson
• CMMI has been established as a model to improve
business results
•CMMI, staged, uses 5 levels to describe the
maturity of the organization.
• Vastly improved version of the CMM
• Emphasis on business needs, integration.
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6. How can CMMI help?
•CMMI provides a way to focus and manage
hardware and software development from
product beginning through deployment and
maintenance.
•CMMI is a process improvement
model
•Initially a lot of investment required – but, if
properly managed, we will be more efficient
and productive while turning out products
with consistently higher quality.
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7. CMMI Staged Representation - 5 Maturity Levels
Level 5
Initial
Level 1
Processes are irregular, poorly controlled
Managed
Level 2
Processes are planned, documented, performed,
monitored, and controlled at the project level.
Defined
Level 3
Processes are well characterized and
understood. Processes, standards,
procedures, tools, etc. are defined at the
organizational level. Proactive.
Quantitatively
Managed
Level 4
Processes are controlled using
statistical and other quantitative
techniques.
Optimizing
ProcessM
aturity
Process performance
continually improved through
incremental and innovative
technological improvements.
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8. Maturity Level 1
Initial
•Maturity Level 1 deals with performed
processes.
•Processes are irregular, poorly
controlled.
•The process performance may not be
stable and may not meet specific
objectives such as quality, cost, and
schedule, but useful work can be done.
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9. Maturity Level 2
Managed at the Project Level
• Maturity Level 2 deals with managed processes.
• A managed process is a performed process that is
also:
• Planned and executed in accordance with policy
• Employs skilled people
• Adequate resources are available
• Controlled outputs are produced
• Stakeholders are involved
• The process is reviewed and evaluated for
adherence to requirements
• Processes are planned, documented, performed,
monitored, and controlled at the project level.
• The managed process comes closer to achieving the
specific objectives such as quality, cost, and schedule.
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10. Maturity Level 3
Defined at the Organization Level
•Maturity Level 3 deals with defined
processes.
•A defined process is a managed process
that:
•Well defined, understood, deployed and
executed across the entire organization.
•Processes, standards, procedures, tools, etc.
are defined at the organizational level.
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11. Behaviors at the Five Levels
Initial
Managed
Defined
Quantitatively
Managed
Optimizing
Process is unpredictable,
poorly controlled, and
reactive
Process is characterized
for projects and is often
reactive
Process is characterized
for the organization and
is proactive
Process is measured
and controlled
Focus is on continuous
quantitative improvement
Maturity Level Process Characteristics Behaviors
Focus on "fire prevention";
improvement anticipated and
desired, and impacts assessed.
Greater sense of teamwork and inter-
dependencies
Reliance on defined process.
People understand, support and
follow the process.
Over reliance on experience of good
people – when they go, the process
goes. “Heroics.”
Focus on "fire fighting";
effectiveness low – frustration high.
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12. History of the CMMI
1987 1991 1995 1997 2000 2002
First CMM
Published
Model Refined
and Published as
SW-CMM v1.0
SW-CMM v1.1
Published
1993
Software Acquisition (SA-CMM),
Systems Engineering (SE-CMM),
Integrated Product Development (IPD-CMM),
Organizational Workforce Capability Development (People CMM)
Developed
CMMI Initiative
Launched
CMMI-SE/SW
Version 1.0
Published
CMMI-SE/SW/IPPD/A
Version 1.1
Published
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