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 . )
Introduction to CMM
CMM was developed by SEI in 1986.
A Five level framework.
Based on the knowledge acquired from both industry &
It helps an organization matures its s/w process.
“A roadmap for s/w process improvement.” [Paulk]
Adhoc & chaotic.
Success depends on individual effort in heroics .
Use of different techniques and tools.
“S/w development takes place without centralized
direction” . [James E. Purcell]
Based on experience with similar projects.
Disciplined and stable.
Earlier success can be repeated.
“Process established to track cost, schedule &
functionality.” [James E. Purcell]
Documentation of both engineering and
Standard and consistent.
“Process capability is based on common
understanding of roles.” [Paulk]
Quality matrix use for measurement.
New application domain are known and carefully
Quantifiable and predictable organizations.
“S/w products are of predictably high quality”.[Paulk]
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]
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.
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).
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
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.
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”
Mark C. Paulk, Using the Software CMM in Small
Organizations, Carnegie Mellon University, 1-1-1998