Topic: CMM Structures and Levels

Structure of CMM:

• Maturity Levels: It is a layered framework providing a progression to the discipline needed to engage in continuous improvement (It is important to state here that an organization develops the ability to assess the impact of a new practice, technology, or tool on their activity. Hence it is not a matter of adopting these, rather it is a matter of determining how innovative efforts influence existing practices. This really empowers projects, teams, and organizations by giving them the foundation to support reasoned choice.)




• Key Process Areas: A Key Process Area (KPA) identifies a cluster of related activities that, when performed collectively, achieve a set of goals considered important.

• Goals: The goals of a key process area summarize the states that must exist for that key process area to have been implemented in an effective and lasting way. The extent to which the goals have been accomplished is an indicator of how much capability the organization has established at that maturity level. The goals signify the scope, boundaries, and intent of each key process area.

• Common Features: Common features include practices that implement and institutionalize a key process area. These five types of common features include: Commitment to Perform, Ability to Perform, Activities Performed, Measurement and Analysis, and Verifying Implementation.

• Key Practices: The key practices describe the elements of infrastructure and practice that contribute most effectively to the implementation and institutionalization of the key process areas.

Levels of CMM:

Level1 - Initial:

At maturity level 1, processes are usually not documented and change based on the user or event. The organization does not have a stable environment

and may not know or understand all of the components that make up the environment. As a result, success in these organizations depends on the institutional knowledge, the competence and heroics of the people in the organization, and the level of effort expended by the team. In spite of this chaotic environment, maturity level 1 organizations often produce products and services; however, they frequently exceed the budget and schedule of their projects.

Due to the lack of formality, level 1 organizations, often over commit, abandon processes during a crisis, and are unable to repeat past successes. There is very little planning and executive buy-in for projects and process acceptance is limited. IT organizations at level 1 are often seen as a service instead of a partner.

Level2- Repeatable:

At maturity level 2, some software development processes are repeatable, possibly with consistent results. The processes may not repeat for all the projects in the organization. The organization may use some basic project management to track cost and schedule.

Process discipline is unlikely to be rigorous, but where it exists it may help to ensure that existing practices are retained during times of stress. When these practices are in place, projects are performed and managed according to their documented plans.

Project status and the delivery of services are visible to management at defined points (for example, at major milestones and at the completion of major tasks).

Basic project management processes are established to track cost, schedule, and functionality. The minimum process discipline is in place to repeat earlier successes on projects with similar applications

and scope. There is still a significant risk of exceeding cost and time estimates.

Level3- Defined:

The organization’s set of standard processes, which are the basis for level 3, are established and subject to some degree of improvement over time. These standard processes are used to establish consistency across the organization. Projects establish their defined processes by applying the organization’s set of standard processes, tailored, if necessary, within similarly standardized guidelines.

The organization’s management establishes process objectives for the organization’s set of standard processes, and ensures that these objectives are appropriately addressed.

A critical distinction between level 2 and level 3 is the scope of standards, process descriptions, and procedures. At level 2, the standards, process descriptions, and procedures may be quite different in each specific instance of the process (for example, on each particular project). At level 3, the standards, process descriptions, and procedures for a project are tailored from the organization’s set of standard processes to suit a particular project or organizational unit.

Level 4- Managed:

Using process metrics, management can effectively control the process (e.g., for software development

). In particular, management can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications. Organizations at this level set quantitative quality goals for both software process and software maintenance.

Subprocesses are selected that significantly contribute to overall process performance. These selected subprocesses are controlled using statistical and other quantitative techniques. A critical distinction between maturity level 3 and maturity level 4 is the predictability of process performance. At maturity level 4, the performance of processes is controlled using statistical and other quantitative techniques, and may be quantitatively predictable. At maturity level 3, processes are only qualitatively predictable.

Level 5- Optimizing:

Maturity level 5 focuses on continually improving process performance through both incremental and innovative technological improvements. Quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process

improvement. The effects of deployed process improvements are measured and evaluated against the quantitative process-improvement objectives. Both the defined processes and the organization’s set of standard processes are targets of measurable improvement activities.

Process improvements to address common causes of process variation and measurably improve the organization’s processes are identified, evaluated, and deployed.

Optimizing processes that are nimble, adaptable and innovative depends on the participation of an empowered workforce aligned with the business values and objectives of the organization. The organization’s ability to rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and share learning.

A critical distinction between maturity level 4 and maturity level 5 is the type of process variation addressed. At maturity level 4, processes are concerned with addressing special causes of process variation and providing statistical predictability of the results. Though processes may produce predictable results, the results may be insufficient to achieve the established objectives. At maturity level 5, processes are concerned with addressing common causes of process variation and changing the process (that is, shifting the mean of the process performance) to improve process performance (while maintaining statistical probability) to achieve the established quantitative process-improvement objectives.

Edited by Mithi25 - 27Jul2009 at 12:16am