Capability Maturity Model (CMM)

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Framework Primer
Capability Maturity Model
(CMM)
Presentation created by
Initial
Repeatable
Defined
Managed
Optimizing
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Contents
Process Elements
Key Process Areas
Structure of the Capability Maturity Model
5 Stages of the Capability Maturity Model
Overview
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The Capability Maturity Model (CMM) is an organizational model that
describes 5 evolutionary stages (or levels)
Presentation Overview
The Capability Maturity Model (CMM) is an organizational model that describes 5
evolutionary stages (or levels), in which the business processes in an
organization are managed. The term "maturity" relates to the degree of formality
and optimization of processes, from ad hoc practices, to formally defined steps, to
managed result metrics, to active optimization of the processes.
It was originally developed for software development and intended to help
software organizations improve the maturity of their software processes in terms
of an evolutionary path. However, this model can be applied to other business
processes, as it describes evolutionary levels of organizations in general. It
describes the level of management that an organization has realized or strives for.
This presentation provides a high level overview to the Capability Maturity Model.
CMM been used extensively worldwide in government offices, commerce, industry and
software-development organizations.

CMM provides specific steps and activities that help to bring an
organization from one level to the next over 5 evolutionary stages
5 Stages of the Capability Maturity Model
A maturity model is a set of structured levels that describe how well the behaviors,
practices, and processes can reliably and sustainably produce required outcomes.
InitialInitial
RepeatableRepeatable
DefinedDefined
ManagedManaged
OptimizingOptimizing
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• Processes are ad-hoc, chaotic,
or actually few processes are defined
• Basic processes are
established and there is a
level of discipline to stick to
these processes
• All processes are
defined, documented,
standardized, and
integrated into each other
• Processes are
measured by collecting
detailed data on the
processes and their quality
• Continuous process
improvement is adopted
and in place by quantitative
feedback and from piloting
new ideas and technologies
ad hoc,
chaotic
processes
mature,
disciplined
processes

The focus of CMM is on identifying key process areas and the exemplary
practices that may comprise a disciplined business process
Key Process Areas
Practices can be repeated.
If you don't repeat an activity, there is no
reason to improve it. There are policies,
procedures, and practices that force the
organization to implementing and
performing consistently.
Best practices can be rapidly
transferred across groups.
Practices are defined sufficiently to allow
for transfer across project boundaries,
thus providing some standardization for
the organization.
Variations in performing best
practices are reduced.
Quantitative objectives are established for
tasks. Measures are established, taken,
and maintained to form a baseline from
which an assessment is possible.
Practices are continuously
improved.
Practices are being continuously improved
to enhance business capability.
CMM

The model involves 5 aspects—Maturity Levels, Key Process Areas,
Goals, Common Features, and Key Practices
The Structure of the Capability Maturity Model (1 of 2)
Maturity Levels
• A layered framework providing a progression to the discipline, which is needed to
achieve 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
• Therefore, it is not a matter of adopting these—rather it is a matter of determining how
innovative efforts influence existing practices
• This empowers projects, teams, and organizations by giving them the foundation to
support reasoned choice
Key Process
Areas
• Key Process Area (KPA) identifies a cluster of related activities that, when performed
collectively, achieve a set of goals considered important to the organization
Goals
• The goals of a key process area summarize the states that must exist for that key
process area
• The states must be 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
1
2
3

The Structure of the Capability Maturity Model (2 of 2)
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
− 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
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5

Process Definition Criteria are the set of process elements that must be
included for it to be usable by the people performing the process
Process Elements
PURPOSEPURPOSE INPUTINPUT OUTPUTOUTPUT ROLEROLE
ACTIVITYACTIVITY ENTRY CRITERIAENTRY CRITERIA EXIT CRITERIAEXIT CRITERIA PROCEDUREPROCEDURE
REVIEWS &
AUDITS
REVIEWS &
AUDITS
MEASUREMENTS
& MONITORING
MEASUREMENTS
& MONITORING TRAININGTRAINING TOOLSTOOLS
▲ Why is a process
performed?
▲ What work products are
used?
▲ What work products are
produced?
▲ Who (or what) performs
the activities?
▲ What is done? ▲ When (under what
circumstances) can
process begin?
▲ When (under what
circumstances) can
processes be considered
complete?
▲ How are the activities
implemented?
To establish the criteria you are asking the question, "What (software) process information
do I need to document?"

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1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
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