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Kumar Kunal

krkunal@rediff.com
 A maturity level is a well-defined evolutionary plateau
    toward achieving a mature software process. Each
    maturity level provides a layer in the foundation for
    continuous process improvement.
   In CMMI models with a staged representation, there
    are five maturity levels designated by the numbers 1
    through 5
   Initial
   Managed
   Defined
   Quantitatively Managed
   Optimizing
Cmmi
Maturity Level Details:



Maturity levels consist of a predefined set of
process areas. The maturity levels are measured by
the achievement of the specific and generic
goals that apply to each predefined set of process
areas. The following sections describe the
characteristics of each maturity level in detail.
Maturity Level 1 - Initial
 At maturity level 1, processes are usually ad hoc and
  chaotic. The organization usually does not provide a
  stable environment. Success in these organizations
  depends on the competence and heroics of the people
  in the organization and not on the use of proven
  processes.
 Maturity level 1 organizations often produce products
  and services that work; however, they frequently
  exceed the budget and schedule of their projects.
 Maturity level 1 organizations are characterized by a
  tendency to over commit, abandon processes in the
  time of crisis, and not be able to repeat their past
  successes.
 At maturity level 2, an organization has achieved all the specific
    and generic goals of the maturity level 2 process areas. In other
    words, the projects of the organization have ensured that
    requirements are managed and that processes are planned,
    performed, measured, and controlled.
   The process discipline reflected by maturity level 2 helps 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.
   At maturity level 2, requirements, processes, work products, and
    services are managed. The status of the work products and the
    delivery of services are visible to management at defined points.
   Commitments are established among relevant stakeholders and
    are revised as needed. Work products are reviewed with
    stakeholders and are controlled.
   The work products and services satisfy their specified
    requirements, standards, and objectives.
Maturity Level 3 - Defined

 At maturity level 3, an organization has achieved all the specific and
  generic goals of the process areas assigned to maturity levels 2 and 3.
 At maturity level 3, processes are well characterized and understood,
  and are described in standards, procedures, tools, and methods.
 A critical distinction between maturity level 2 and maturity level 3 is
  the scope of standards, process descriptions, and procedures. At
  maturity level 2, the standards, process descriptions, and procedures
  may be quite different in each specific instance of the process (for
  example, on a particular project). At maturity 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. The organization's set of standard processes
  includes the processes addressed at maturity level 2 and maturity level
  3. As a result, the processes that are performed across the organization
  are consistent except for the differences allowed by the tailoring
  guidelines.
 Another critical distinction is that at maturity level 3, processes are
  typically described in more detail and more rigorously than at maturity
  level 2. At maturity level 3, processes are managed more proactively
  using an understanding of the interrelationships of the process
  activities and detailed measures of the process, its work products, and
  its services.
Maturity Level 4 - Quantitatively Managed

 At maturity level 4, an organization has achieved all the
  specific goals of the process areas assigned to maturity
  levels 2, 3, and 4 and the generic goals assigned to
  maturity levels 2 and 3.
 At maturity level 4 Sub processes are selected that
  significantly contribute to overall process performance.
  These selected sub processes are controlled using statistical
  and other quantitative techniques.
 Quantitative objectives for quality and process
  performance are established and used as criteria in
  managing processes. Quantitative objectives are based on
  the needs of the customer, end users, organization, and
  process implementers. Quality and process performance
  are understood in statistical terms and are managed
  throughout the life of the processes.
Maturity Level 4 - Quantitatively Managed
 For these processes, detailed measures of process performance
  are collected and statistically analyzed. Special causes of process
  variation are identified and, where appropriate, the sources of
  special causes are corrected to prevent future occurrences.
 Quality and process performance measures are incorporated into
  the organization's measurement repository to support fact-based
  decision making in the future.
 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 is quantitatively
  predictable. At maturity level 3, processes are only qualitatively
  predictable.
Maturity Level 5 - Optimizing

 At maturity level 5, an organization has achieved all the specific
    goals of the process areas assigned to maturity levels 2, 3, 4, and
    5 and the generic goals assigned to maturity levels 2 and 3.
   Processes are continually improved based on a quantitative
    understanding of the common causes of variation inherent in
    processes.
   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.
Maturity Level 5 - Optimizing
 Optimizing processes that are agile 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. Improvement of the processes is inherently part of everybody's role,
  resulting in a cycle of continual improvement.
 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 predictability) to achieve the established quantitative process-
  improvement objectives.
Maturity Levels Should Not be Skipped:

 Each maturity level provides a necessary foundation
  for effective implementation of processes at the next
  level.
 Higher level processes have less chance of success
  without the discipline provided by lower levels.
 The effect of innovation can be obscured in a noisy
  process.
 Higher maturity level processes may be performed by
  organizations at lower maturity levels, with the risk of
  not being consistently applied in a crisis.
Maturity Levels Should Not be Skipped


 Maturity Levels and Process Areas:
 Here is a list of all the corresponding process areas
  defined for a S/W organization. These process areas
  may be different for different organization.
Cmmi
THANK
 if you have any question then mail me on my email:
krkunal@rediff.com ;
Kumar.kunal@hsqs.in

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INTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdfINTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdf
INTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdf
 

Cmmi

  • 2.  A maturity level is a well-defined evolutionary plateau toward achieving a mature software process. Each maturity level provides a layer in the foundation for continuous process improvement.  In CMMI models with a staged representation, there are five maturity levels designated by the numbers 1 through 5  Initial  Managed  Defined  Quantitatively Managed  Optimizing
  • 4. Maturity Level Details: Maturity levels consist of a predefined set of process areas. The maturity levels are measured by the achievement of the specific and generic goals that apply to each predefined set of process areas. The following sections describe the characteristics of each maturity level in detail.
  • 5. Maturity Level 1 - Initial  At maturity level 1, processes are usually ad hoc and chaotic. The organization usually does not provide a stable environment. Success in these organizations depends on the competence and heroics of the people in the organization and not on the use of proven processes.  Maturity level 1 organizations often produce products and services that work; however, they frequently exceed the budget and schedule of their projects.  Maturity level 1 organizations are characterized by a tendency to over commit, abandon processes in the time of crisis, and not be able to repeat their past successes.
  • 6.  At maturity level 2, an organization has achieved all the specific and generic goals of the maturity level 2 process areas. In other words, the projects of the organization have ensured that requirements are managed and that processes are planned, performed, measured, and controlled.  The process discipline reflected by maturity level 2 helps 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.  At maturity level 2, requirements, processes, work products, and services are managed. The status of the work products and the delivery of services are visible to management at defined points.  Commitments are established among relevant stakeholders and are revised as needed. Work products are reviewed with stakeholders and are controlled.  The work products and services satisfy their specified requirements, standards, and objectives.
  • 7. Maturity Level 3 - Defined  At maturity level 3, an organization has achieved all the specific and generic goals of the process areas assigned to maturity levels 2 and 3.  At maturity level 3, processes are well characterized and understood, and are described in standards, procedures, tools, and methods.  A critical distinction between maturity level 2 and maturity level 3 is the scope of standards, process descriptions, and procedures. At maturity level 2, the standards, process descriptions, and procedures may be quite different in each specific instance of the process (for example, on a particular project). At maturity 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. The organization's set of standard processes includes the processes addressed at maturity level 2 and maturity level 3. As a result, the processes that are performed across the organization are consistent except for the differences allowed by the tailoring guidelines.  Another critical distinction is that at maturity level 3, processes are typically described in more detail and more rigorously than at maturity level 2. At maturity level 3, processes are managed more proactively using an understanding of the interrelationships of the process activities and detailed measures of the process, its work products, and its services.
  • 8. Maturity Level 4 - Quantitatively Managed  At maturity level 4, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, and 4 and the generic goals assigned to maturity levels 2 and 3.  At maturity level 4 Sub processes are selected that significantly contribute to overall process performance. These selected sub processes are controlled using statistical and other quantitative techniques.  Quantitative objectives for quality and process performance are established and used as criteria in managing processes. Quantitative objectives are based on the needs of the customer, end users, organization, and process implementers. Quality and process performance are understood in statistical terms and are managed throughout the life of the processes.
  • 9. Maturity Level 4 - Quantitatively Managed  For these processes, detailed measures of process performance are collected and statistically analyzed. Special causes of process variation are identified and, where appropriate, the sources of special causes are corrected to prevent future occurrences.  Quality and process performance measures are incorporated into the organization's measurement repository to support fact-based decision making in the future.  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 is quantitatively predictable. At maturity level 3, processes are only qualitatively predictable.
  • 10. Maturity Level 5 - Optimizing  At maturity level 5, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, 4, and 5 and the generic goals assigned to maturity levels 2 and 3.  Processes are continually improved based on a quantitative understanding of the common causes of variation inherent in processes.  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.
  • 11. Maturity Level 5 - Optimizing  Optimizing processes that are agile 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. Improvement of the processes is inherently part of everybody's role, resulting in a cycle of continual improvement.  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 predictability) to achieve the established quantitative process- improvement objectives.
  • 12. Maturity Levels Should Not be Skipped:  Each maturity level provides a necessary foundation for effective implementation of processes at the next level.  Higher level processes have less chance of success without the discipline provided by lower levels.  The effect of innovation can be obscured in a noisy process.  Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being consistently applied in a crisis.
  • 13. Maturity Levels Should Not be Skipped  Maturity Levels and Process Areas:  Here is a list of all the corresponding process areas defined for a S/W organization. These process areas may be different for different organization.
  • 15. THANK if you have any question then mail me on my email: krkunal@rediff.com ; Kumar.kunal@hsqs.in