1. Capability Maturity Model
SWE 3313
Capability Maturity Model

2. Characteristics of an Immature Organization

3. Characteristics of an Immature Organization
What are the results of Immaturity?
From data on about 175,000 Projects:
16% - Projects expected to finish on time & budget
31% - Projects canceled before completion (about $81 billion)
53% - Projects cost 190% of original cost estimate, and 222% over schedule
Source: The Standish Group International

4. Characteristics of a Mature Organization

5. Process Improvement Benefits
Process improvement benefits fall into eight general categories:
improved schedule and budget predictability
improved cycle time
increased productivity
improved quality (as measured by defects)
increased customer satisfaction
improved employee morale
increased return on investment
decreased cost of quality

6. Business Value of Process Improvement
Software process improvement provides measurable return on investment (ROI).
Typical direct, immediate ROI reported is between 5:1 and 8:1.
Cost savings, productivity improvements, and quality gains are cumulative and recurring, not one time events.
Additional benefits are intangible and/or indirect and cannot be easily quantified.

7. Business Value of Process Improvement
Raytheon, Equipment Division, Software Systems Laboratory– Level 1 (1988) to Level 2 (1990)
Return on Investment
spend $1M annually
awarded two contracts based on process
ROI of 7.7 to 1
Quality Impact
rework costs from 41% to 11% ($15.8M decrease)
Cost and Schedule Impact
30% decrease in project cost, 80% decrease in integration, 50% decrease in retesting
projects 4-6% under budget
$9.6M incentive payment not counted in ROI
projects on/ahead of schedule, under budget

8. Business Value of Process Improvement
Raytheon, Equipment Division, Software Systems Laboratory– Level 1 (1988) to Level 2 (1990)
Productivity Impact
productivity increased 2.3 times in 4.5 years
Intangible Benefits
improved working conditions and morale
instilled pride in continuous measured improvement
improved quality of work life
improved public image
improved competitive position
decreased project risk
reduced overtime hours - enabled a more stable work environment and reduced turnover

9. The Capability Maturity Model
Created by Carnegie Mellon University
Originally developed as a tool for assessing government contractors’ software development processes.
Measures the “maturity” of a software development organization.
“maturity” refers to the degree of formality and the level of optimization of processes employed by the organization.
Is about continuous improvement.

10. CMM Levels of Maturity

11. Capability Maturity Model
Areas that CMM is concerned with
Configuration management
Quality Assurance
Verification and Validation
Risk Management
Requirements Management
Supplier Management
Project Management
Disaster Recovery
Process performance
and more…
Goals of CMM
Identifies an organization’s process strengths and weaknesses
Promotes changes to turn weaknesses into strengths.

12. History of CMM & CMMI The Software Engineering Institute (SEI)
Is a federally funded research and development center established in 1984 by the US Department of Defense
Was chartered to advance the state of software engineering practices
Is a part of Carnegie Mellon University and is sponsored by Office of the Under Secretary of Defense for Acquisition and Technology
CMM – 1991
CMMI – 2000

13. History of CMMI
The CMMI ensures the compliance with the International Organization for Standards / International Electrotechnical Commission (ISO/IEC) Technical Report for Software Process assessment
CMMI is based on the concepts developed by:
Crosby 1979
Juran 1988
Deming 1986
Humphery 1989

14. CMMI (cont.)
CMMI tells us what we need to do. It does not tell us how to do it.
Example: CMMI does not
Dictate process format or length
Tell us how detailed a process should be
Specify what tool(s) to use

15. CMMI (cont.) CMMI provides guidance that encourages process
improvement in organizations of any structure.
Since 1991, CMMs have been developed for:
System Engineering
Software Engineering
Software Acquisition
Workforce Management
Integrated Product and Process Development
CMMI accommodates multiple disciplines and supports two representations:
1) Staged Representation
2) Continuous Representation

16. CMMI : A Process Improvement Model
Purpose of Capability Maturity Model Integration (CMMI) is to provide guidance for improving organization’s processes and ability to manage the development, acquisition, and maintenance of products or services.
The application of process management concepts of Total Quality Management (TQM) to projects
A description of the levels through which projects and organizations improve their processes
A reference model for process improvement:
Diagnostics
Measurement
Definition

17. CMMI Goals of CMMI Identifies an organization’s process strengths and weaknesses Promotes changes to turn weaknesses into strengths.
Areas that CMMI is concerned with
Configuration management
Quality Assurance
Verification and Validation
Risk Management
Requirements Management
Supplier Management
Project Management
Disaster Recovery
Process performance
and more…

18. CMMI Levels of Maturity

19. CMM and other methods/standards?
Is CMM related to or compatible with ISO 9000? To Six Sigma? To Scrum?
Carnegie Mellon asserts that “CMMI can make working with other approaches, standards, and tools even better.”
CMMI is about gauging a company’s existing process implementation and adherence, with a goal of continuous improvement and optimization.
Therefore, CMMI is compatible with Scrum, Six Sigma, ISO 9000, RUP, and – arguably – should lead to refinement and improvement of these processes in an organization.

20. Selecting a CMMI Model

21. Selecting a CMMI Model Staged Representation Continuous Representation
Provides a proven sequence of improvement
Permits comparison across and among organizations by use of maturity levels
Provides a single rating that summarizes appraisal results and allows comparisons among organizations
Continuous Representation
Allows to select the order of improvement
Enables Comparisons across organization on a process area by process area basis