Capability Maturity Model® for Software The Capability Maturity Model(CMM) for Software describes the principles and practices underlying software process maturity and is intended to help software organizations improve the maturity of their software processes in terms of an evolutionary path from ad hoc, chaotic processes to mature, disciplined software processes. The CMM is organized into five maturity levels: 1)Initial. The software process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual effort and heroics. 2)Repeatable. Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications. 3)Defined. The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization. All projects use an approved, tailored version of the organization's standard software process for developing and maintaining software. 4)Managed. Detailed measures of the software process and product quality are collected. Both the software process and products are quantitatively understood and controlled. 5)Optimizing. Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies. Predictability, effectiveness, and control of an organization's software processes are believed to improve as the organization moves up these five levels. While not rigorous, the empirical evidence to date supports this belief. Except for Level 1, each maturity level is decomposed into several key process areas that indicate the areas an organization should focus on to improve its software process. The key process areas at Level 2 focus on the software project's concerns related to establishing basic project management controls. They are Requirements Management, Software Project Planning, Software Project Tracking and Oversight, Software Subcontract Management, Software Quality Assurance, and Software Configuration Management. The key process areas at Level 3 address both project and organizational issues, as the organization establishes an infrastructure that institutionalizes effective software engineering and management processes across all projects. They are Organization Process Focus, Organization Process Definition, Training Program, Integrated Software Management, Software Product Engineering, Intergroup Coordination, and Peer Reviews. The key process areas at Level 4 focus on establishing a quantitative understanding of both the software process and the software work products being built. They are Quantitative Process Management and Software Quality Management. The key process areas at Level 5 cover the issues that both the organization and the projects must address to implement continual, measurable software process improvement. They are Defect Prevention, Technology Change Management, and Process Change Management. Each key process area is described in terms of the key practices that contribute to satisfying its goals. The key practices describe the infrastructure and activities that contribute most to the effective implementation and institutionalization of the key process area. For a more detailed overview of the CMM, see: Mark C. Paulk, Bill Curtis, Mary Beth Chrissis, and Charles V. Weber, "Capability Maturity Model, Version 1.1," IEEE Software, Vol. 10, No. 4, July 1993, pp. 18-27. or the CMM itself. Version 1.1 of the CMM, which was released in 1993, is now available as a book: Carnegie Mellon University, Software Engineering Institute (Principal Contributors and Editors: Mark C. Paulk, Charles V. Weber, Bill Curtis, and Mary Beth Chrissis), The Capability Maturity Model: Guidelines for Improving the Software Process, ISBN 0-201-54664-7, Addison-Wesley Publishing Company, Reading, MA, 1995. For information on the benefits of CMM-based software process improvement, see: James Herbsleb, Anita Carleton, et al., "Benefits of CMM-Based Software Process Improvement: Initial Results," Software Engineering Institute, CMU/SEI-94-TR-13, August 1994. Patricia K. Lawlis, Robert M. Flowe, and James B. Thordahl, "A Correlational Study of the CMM and Software Development Performance," Crosstalk: The Journal of Defense Software Engineering, Vol. 8, No. 9, September 1995, pp. 21-25. Also see the CMM-related articles. Advantages The "Right" way to build software. Extensive process information and extensive meterics and activities. Better Planning and estimates through improved estimation skills. Reduced number of bugs in the software through careful review and inspection. Better repeatability through documented experiences and long term data collection. Disadvantages Education process can be time intensive. Data collection Process can be seen as "Big Brother". Each level of Maturity requires top to bottom commitement and maturity from the entire organization. Shares many disadvantages of ISO 9000. Recommendations Educate yourself and your management on Capability Maturity Model. Use it as a long term measurement of your organization. Use the key practices for performance evaluation measures. Taken from web site http://www.sei.cmu.edu/cmm/cmm.sum.html |