The Capability Maturity Model Integration (CMMI) provides organizations with guidelines for improving their processes. It defines key process areas and maturity levels for activities like project planning, risk management, and configuration management. An organization is appraised against CMMI practices rather than certified. The appraisal determines their maturity level or capability level to identify improvement areas. CMMI uses both staged and continuous appraisal approaches.
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI, staged, uses 5 levels to describe the maturity of the organization
CMMI has been established as a model to improve business results
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI, staged, uses 5 levels to describe the maturity of the organization
CMMI has been established as a model to improve business results
A Simple Introduction To CMMI For BeginerManas Das
This slide contain an overall idea about cmmi and how to get started with cmmi levels. Also it is very good PPT for students who are giving seminar in colleges.
Capability maturity model integration (CMMI) is a process level improvement training and appraisal program. iT can be used to guide process improvement across a project, division, or an entire organization. CMMI defines the following maturity levels for processes: Initial, Managed, Defined, Quantitatively Managed, and Optimizing.
ASPICE – Automotive Software Process improvement and capability determination
This is a domain specific version of ISO / IEC 15504
Purpose: To evaluate the efficiency of development processes of ECU suppliers in the automotive industry.
With a pre-requisite of ensuring an application's flawless functioning, this PPT sheds light on what functional testing entails with its importance to enhance an application's quality. Get to know more on Functional Testing Services, Functional Testing Types, Smoke Testing, Sanity Testing, Regression Testing with this presentation and stay tuned for our upcoming ones.
A Simple Introduction To CMMI For BeginerManas Das
This slide contain an overall idea about cmmi and how to get started with cmmi levels. Also it is very good PPT for students who are giving seminar in colleges.
Capability maturity model integration (CMMI) is a process level improvement training and appraisal program. iT can be used to guide process improvement across a project, division, or an entire organization. CMMI defines the following maturity levels for processes: Initial, Managed, Defined, Quantitatively Managed, and Optimizing.
ASPICE – Automotive Software Process improvement and capability determination
This is a domain specific version of ISO / IEC 15504
Purpose: To evaluate the efficiency of development processes of ECU suppliers in the automotive industry.
With a pre-requisite of ensuring an application's flawless functioning, this PPT sheds light on what functional testing entails with its importance to enhance an application's quality. Get to know more on Functional Testing Services, Functional Testing Types, Smoke Testing, Sanity Testing, Regression Testing with this presentation and stay tuned for our upcoming ones.
Principles and Practices in Continuous Deployment at EtsyMike Brittain
Presented at ALM Forum 2014.
Like what you've read? We're frequently hiring for a variety of engineering roles at Etsy. If you're interested, drop me a line or send me your resume: mike@etsy.com.
http://www.etsy.com/careers
Explores the underlying reasons why project managers often fear the CMMI, explains that their negative reaction is sometimes justified, and offers practical guidance on how to avoid this undesirable (and unsustainable) state.
First delivered at the NDIA CMMI Technology Conference in Denver, November 2011. [CmmiTraining.com]
Contains a quick review of the Scrum process, talks about the dangers of trying to map PMBOK to Scrum, and then tries to talk about the concepts behind managing an Agile project using Scrum.
Gear Cutting Presentation for Polytechnic College Students of Indiakichu
This presentation was made by me to supplement classroom lecture on Gear Cutting technology as part of the Machine Shop technology module for IV Semester of DME and DAE students of K Scheme. Useful for Polytechnic College Students of India.
Evolution of Microsoft windows operating systemsSai praveen Seva
A presentation regarding the evolution of operating systems developed by Microsoft corporation..... i have searched for such presentation on the internet but couldn't find one. So I chose to make one
An Overview of User Acceptance Testing (UAT)Usersnap
What is User Acceptance Testing? Also known as UAT or UAT testing.
it's basically, a process of verifying that a solution works for the user.
And the key word here, is user. This is crucial, because they’re the people who will use the software on a daily basis. There are many aspects to consider with respect to software functionality. There’s unit testing, functional testing, integration testing, and system testing, amongst many others.
What Is User Acceptance Testing?
I’ll keep it simple; according to Techopedia, UAT (some people call it UAT testing as well) is:
User acceptance testing (UAT) is the last phase of the software testing process. During UAT, actual software users test the software to make sure it can handle required tasks in real-world scenarios, according to specifications. UAT is one of the final and critical software project procedures that must occur before newly developed software is rolled out to the market.
User acceptance testing (UAT), otherwise known as Beta, Application, or End-User Testing, is often considered the last phase in the web development process, the one before final installation of the software on the client site, or final distribution of it.
Software quality system - Quality EngineeringYash Trivedi
We discuss software quality systems of quality engineering in the area of software project management.
Organisations and technologies such as iso , cmmi and six sigma are discussed.
Process Improvement: Process and product quality, Process Classification, Process Measurement, Process Analysis and Modeling, Process Change, The CMMI Process Improvement Framework.
Service Oriented Software Engineering: Services as reusable components, Service Engineering, Software Development with Services.
Integrated roadmap for Developing PMO with CMMi ProspectiveAshok Jain
The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity
The ideas put forward in this document are my own. These were born out of the theme for the 2nd International Colloquium On High Maturity Best Practices 2011
(HMBP 2011).
CMMI with Agile - Contradict or ComplementSPIN Chennai
This presentation discusses about the Myths, Realities, similarities and benefits of using CMMI and Agile Technology.It also gives an overview about the maturity levels of CMMI.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Unit4 Software Engineering Institute (SEI)’sCapability Maturity Model (CMM)...Reetesh Gupta
The organization
Does not have an established and documented environment for developing and maintaining software.
Haphazard activities by the members of the project team
No systematic project management process
At the time of crises, projects usually stop using all planned procedures and revert to coding and testing.
Adhoc Processes (No formal process)
Success, if any, depends on heroic actions of few members in the team - Individual dependent outcomes
Making Smart Choices: Strategies for CMMI Adoptionrhefner
The CMMI® was written to apply to a variety of project environments -- defense, commercial; development, maintenance, services; small to large project teams. The authors used words like “adequate”, “appropriate”, “as needed”, and “selected”. When a project or organization adopts the CMMI model for process improvement, they (consciously or unconsciously) make choices about how it will be implemented – scope, scale, documentation, and decision-making to name a few. These choices have a profound effect on the speed and cost of CMMI® adoption. Rick Heffner describes the strategic implications of the CMMI on planning and implementing project processes. He identifies the decisions to be made, the options available, and the relationships between these options and project contexts and business objectives. Take away a deeper understanding of the model, and better strategies for its adoption. By understanding your options and making smart choices, CMMI® adopters can ensure that the promised benefits of CMMI®-based improvement are realized.
2. and refers
to a development model that was created
after study of d t collected f
ft t d f data ll t d from
organizations that contracted with the
, who
h
funded the research.
3. • Th C bilit M t it M d l (CMM) was
The Capability Maturity Model
originally developed as
.
• The CMM is based on the
first described in the book
by
.
• It was later published in a report in and
as a book by the same authors in .
4. Year Version Published
i bli h d
1987 Software Process maturity framework (Humphrey)
1987 Preliminary maturity questionnaire (Humphrey and Sweet)
1987 Characterizing the software process: a maturity framework (Humphrey)
1989 Managing the software process (Humphrey)
1990 Draft version of CMM (v0.2)
1991 Version for discussion (v0.6)
1991 v1.0: Capability Maturity Model for Software (Paulk et al.)
‘Key Practices for the Capability Maturity Model’ (Weber et al.)
‘K i f h C bili i d l’ (W b l)
1993 v1.1: Capability Maturity Model for software, version 1.1 (Paulk et al.)
Key practices for the Capability Maturity Mode, version 1.1 (Paulk et al.)
Key practices for the Capability Maturity Mode version 1 1 (Paulk et al )
5. • Th
Though this comes from the field of
h thi f th fi ld f
, it is used as a general model to
aid in improving organizational business
aid in improving organizational business
processes in diverse areas; Such as,
6. • A t it
A maturity model can be
d l b
that describe how well the
of an
organization can
.
• A t it
A maturity model may provide, for example :
d l id f l
– a place to start
– a common language and a shared vision
a common language and a shared vision
– a framework for prioritizing actions
– a way to define what improvement means for your
y p y
organization.
• A maturity model can be used as
7. : a 5‐level process maturity continuum ‐ the
5th level where processes would be systematically managed
by a combination of
.
: a KPA identifies a cluster of related
activities that
that, .
the goals of a key process area summarize the states
that must exist for that key process area to have been
.
: There are five types of common
yp
features:
.
9. Level Designation Description
1 Initial The organization has undefined processes and
controls
controls
2 Repeatable The organization has standardized methods
facilitating repeatable processes.
3 Defined The organization monitors and improves its
processes
4 Managed The organization possesses advanced controls,
metrics and feedback.
5 Optimizing The organization uses metrics for optimization
p p
purposes.
10. • L k of I t
Lack f Integration:
ti
– CMM has separate models for each function.
– Such models often overlap contradict and display
overlap, contradict,
different levels of maturity.
– This lack of standardization leads to confusions and
conflicts d i
fli t during th i l
the implementation phase and
t ti h d
increase training and appraisal costs.
• Limitations of KPA:
– The “Key Performance Areas (KPA),” that define CMM
levels focus on “policing” activities such as
specifications,
specifications documentation,
documentation audits,
audits and
inspections, and do not reveal architecturally
significant flaws.
11. • A ti it b d A
Activity‐based Approach:
h
– CMM is an activity‐based approach that considers
only the completion of a specific activity and
activity,
not whether the completed activity achieved the
desired results.
• Paperwork:
– CMM places great importance on paperwork and
meetings that take the management’s time and
ti th t t k th t’ ti d
effort away from actual work processes.
– CMM traps the organization in recording and
CMM traps the organization in recording and
complying with processes, often at the cost of
strategic goals.
12. • A l i multiple models that are not i
Applying li l d l h integratedd
within and across an organization could be costly
in training appraisals and improvement
training, appraisals,
activities.
• The
(CMMI) project was formed to sort out the
p
problem of using multiple CMMs.
g p
• The Software Engineering Institute at Carnegie
Mellon University developed Capability Maturity
Model Integration (CMMI) in 2006 to integrate
and standardize the separate models of CMM,
and to eradicate other dra backs of CMM
drawbacks CMM.
13. • CMMI b t practices are published i d
best ti bli h d in documents t
called models, each of which addresses a different
area of interest.
• The current release of CMMI, version 1.3, (released in
November 2010) provides models for three areas of
interest: development acquisition and services
development, acquisition, services.
– CMMI for Development (CMMI‐DEV) addresses product
and service development processes.
– CMMI f A i iti (CMMI ACQ) addresses supply chain
for Acquisition (CMMI‐ACQ) dd l h i
management, acquisition, and outsourcing processes in
government and industry.
– CMMI f S i
for Services (CMMI SVC) addresses guidance f
(CMMI‐SVC) dd id for
delivering services within an organization and to external
customers.
14. Maturity Level 2 ‐ Managed
i l d
• CM ‐ Configuration Management
g g
• MA ‐ Measurement and Analysis
• PMC ‐ Project Monitoring and Control
• PMC Project Monitoring and Control
• PP ‐ Project Planning
• PPQA ‐ Process and Product Quality
Assurance
• REQM ‐ Requirements Management
• SAM ‐ Supplier Agreement Management
• SAM Supplier Agreement Management
15. Maturity Level 3 ‐ Defined
M t it L l 3 D fi d
• DAR ‐ Decision Analysis and Resolution
• IPM Integrated Project Management
• IPM ‐ Integrated Project Management
• OPD ‐ Organizational Process Definition
• OPF ‐ Organizational Process Focus
g
• OT ‐ Organizational Training
• PI ‐ Product Integration
• RD ‐ Requirements Development
• RSKM ‐ Risk Management
• TS ‐ T h i l S l ti
TS Technical Solution
• VAL ‐ Validation
• VER
• VER ‐ Verification
16. Maturity Level 4 ‐ Quantitatively Managed
• OPP ‐ Organizational Process Performance
OPP Organizational Process Performance
• QPM ‐ Quantitative Project Management
Maturity Level 5 ‐ Optimizing
• CAR Causal Analysis and Resolution
• CAR ‐ Causal Analysis and Resolution
• OPM ‐ Organizational Performance
Management
17.
18. • A organization cannot b certified i CMMI i t d an
An i ti t be tifi d in CMMI; instead,
organization is appraised.
• Depending on the type of appraisal, the organization can be
awarded a maturity l l rating (1 5) or a capability l l
d d t it level ti (1‐5) bilit level
achievement profile.
• Many organizations find value in measuring their progress by
conducting an appraisal. A
d ti i l Appraisals are t i ll conducted f
i l typically d t d for
one or more of the following reasons:
– 1. To determine how well the organization’s processes compare
to
t CMMI b t practices, and t id tif areas where
best ti d to identify h
improvement can be made
– 2. To inform external customers and suppliers of how well the
organization s
organization’s processes compare to CMMI best practices
– 3. To meet the contractual requirements of one or more
customers
19.
20.
21. • C
CMMI can be appraised using two different
b i d i diff
approaches: staged and continuous.
• The staged approach yields appraisal results
as one of five maturity levels.
• The continuous approach yields one of six
capability levels.
• The differences in these approaches are felt
only in the appraisal; the best practices are
y pp ; p
equivalent and result in equivalent process
p
improvement results.
22. • A t it l l i
A maturity level is a well‐defined evolutionary plateau
ll d fi d l ti l t
toward achieving a mature software process.
• Each maturity level provides a layer in the foundation
y p y
for continuous process improvement.
• The maturity levels are measured by the achievement
of the
of the specific and generic goals that apply to each
generic goals that apply to each
predefined set of process areas.
• There are five maturity levels designated by the
y g y
numbers 1 through 5
– 1) Initial
– 2) Managed
2) Managed
– 3) Defined
– 4) Quantitatively Managed
– 5) Optimizing
23. • A capability l l i a well‐defined evolutionary plateau
bilit level is ll d fi d l ti l t
describing the organization's capability relative to a
process area.
• capability levels are cumulative, i.e., a higher capability
level includes the attributes of the lower levels.
• In CMMI models with a continuous representation
representation,
there are six capability levels designated by the
numbers 0 through 5.
– 0 ‐ Incomplete
– 1 ‐ Performed
– 2 ‐ Managed
– 3 ‐ Defined
– 4 ‐ Quantitatively Managed
– 5 ‐ Optimizing
i ii
24. Level
l CMM CMMI
Level 1 Both describes an immature organization without any
(Initial)
(Initial) defined processes, run in an ad‐hoc, uncontrolled, and
ad hoc,
reactive manner
Level 2 Organizations repeat Requires management of
(Repeatable) some processes to attain organizational requirements
( bl ) i i i l i
Level 2. through planned, performed,
measured, and controlled
processes.
Level 3 Mandates a set of It is an improvement of CMMI
(Defined) documented standard Level 2 and describes the
Level 2 and describes the
processes to establish organizational processes in
consistency across the standards, procedures, tools,
organization.
i ti and methods.
d methods
25. Level CMM CMMI
Level 4 Requires organizations Also identifies sub processes
(Managed) to attain control over that significantly contribute to
processes by using overall process efficiency.
quantitative statistical
techniques.
Level 5 Mandates use of Focuses on continuously
(Optimizing) quantitative tools and improving process
objectives to manage performance through
process improvement. incremental and innovative
technological improvements.
t h l i li t
CMMI supersede CMM in software development
processes,
processes but CMM is still relevant and appropriate for
sequential, activity‐based management paradigm.
26. CMM CMMI
While CMM is a certification tool. CMMI is not certification tool. An
An organization is certified.
A i ti i tifi d organization is appraised and
i ti i i d d
awarded a rating from 1 to 5
CMM measures the maturity levely CMMI is also an activity based
y
of an organization by determining approach but the major difference
if an organization completes the is that CMMI takes a more result‐
specific activities listed in the Key oriented approach when defining
Performance Areas (KPA), and measuring Key Performance
oblivious to whether the Areas.
completion of such activity leads
to the desired result.
27. CMM CMMI
CMM KPA concentrates on the CMMI has an iterative lifecycle
completion of specific tasks or that integrates the latest best
processes and does not motivate practices from the industry and
the organization to focus on attacks risks in process
process architecture
architecture. architecture at an early stage
stage.
Paper work in CMM is concerned CMMI documentation and
at recording processes. meetings focus on strategic goals
of the organizations.
Simply, CMM has focused CMMI goes a step further and
attention on processes
processes. focus attention on result‐oriented
processes.