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Capability Maturity Model

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Presentation on theme: "Capability Maturity Model"— Presentation transcript:

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


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