U S E O F C M M I N S M A L L O R G A N I Z A T I O N
A S H I S H A G R A W A L
M . T E C H . ( S . E . )
CMM
Introduction to CMM
 CMM was developed by SEI in 1986.
 A Five level framework.
 Based on the knowledge acquired from b...
Levels of CMM
Initial Level
 Adhoc & chaotic.
 Unstable environment.
 Success depends on individual effort in heroics .
 Use of diff...
Repeatable level
 Based on experience with similar projects.
 Disciplined and stable.
 Earlier success can be repeated....
Defined level
 Centerilsied
 Documentation of both engineering and
management activities.
 Standard and consistent.
“Pr...
Managed level
 Quality matrix use for measurement.
 New application domain are known and carefully
managed.
 Quantifiab...
Optimized level
 Continuous process improvement.
 Ability to try out new technologies.
 Reduce risk of failure.
“Use a ...
Use of cmm in small organization
 In 1998 , SEPG defined small as – “3-4 month in duration
with 5 or fewer staff.”
 The ...
 The small org. tends to believe that-
1.We are competent.-(Can’t afford training)
2.We all communicate with one another-...
Interpretation of CMM in organization
 Mapping with CMM terminology & the language
used by organization.
 What are the “...
Issues related to small organization
 Mgmt. sponsorship-anyone can influence org.
 Measurement- what is important.
 Doc...
Conclusion
 CMM is “Common sense engineering”.
 Don’t follow the robotic process for improvement.
 Maturity levels shou...
Reference
 Mark C. Paulk, Using the Software CMM in Small
Organizations, Carnegie Mellon University, 1-1-1998
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Cmm ashish ppt

  1. 1. U S E O F C M M I N S M A L L O R G A N I Z A T I O N A S H I S H A G R A W A L M . T E C H . ( S . E . ) CMM
  2. 2. Introduction to CMM  CMM was developed by SEI in 1986.  A Five level framework.  Based on the knowledge acquired from both industry & government.  It helps an organization matures its s/w process. “A roadmap for s/w process improvement.” [Paulk]
  3. 3. Levels of CMM
  4. 4. Initial Level  Adhoc & chaotic.  Unstable environment.  Success depends on individual effort in heroics .  Use of different techniques and tools. “S/w development takes place without centralized direction” . [James E. Purcell]
  5. 5. Repeatable level  Based on experience with similar projects.  Disciplined and stable.  Earlier success can be repeated. “Process established to track cost, schedule & functionality.” [James E. Purcell]
  6. 6. Defined level  Centerilsied  Documentation of both engineering and management activities.  Standard and consistent. “Process capability is based on common understanding of roles.” [Paulk]
  7. 7. Managed level  Quality matrix use for measurement.  New application domain are known and carefully managed.  Quantifiable and predictable organizations. “S/w products are of predictably high quality”.[Paulk]
  8. 8. Optimized level  Continuous process improvement.  Ability to try out new technologies.  Reduce risk of failure. “Use a feed back loop to continuously monitor & control the s/w development process.” [Paulk]
  9. 9. Use of cmm in small organization  In 1998 , SEPG defined small as – “3-4 month in duration with 5 or fewer staff.”  The first challenge for small organization in using CMM is that their primary business objective is to survive.  Small org. know that their present status quote is unsatisfactory & improvement will help.
  10. 10.  The small org. tends to believe that- 1.We are competent.-(Can’t afford training) 2.We all communicate with one another-(osmosis works). 3.We are all heroes-(rules don’t apply to us).
  11. 11. Interpretation of CMM in organization  Mapping with CMM terminology & the language used by organization.  What are the “invariants”(subprocess)for a disciplined process .  Professional judgement , trained & experienced assessors.
  12. 12. Issues related to small organization  Mgmt. sponsorship-anyone can influence org.  Measurement- what is important.  Documented process-do things , not have things.  Tailoring-don’t use unsensible process.  Training- to develop skills.  Risk management- remove risks.
  13. 13. Conclusion  CMM is “Common sense engineering”.  Don’t follow the robotic process for improvement.  Maturity levels should be measures of improvement, not goals of improvement. “Identifying actual needs for improvements is the backbone for CMM”
  14. 14. Reference  Mark C. Paulk, Using the Software CMM in Small Organizations, Carnegie Mellon University, 1-1-1998

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