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.

1. Software Quality Management
Unit – V
G oy to y
G Roy Antony Arnold
od
Asst. Prof. / CSE

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:
.

8. Focus on Process Improvement
Process measured and controlled
Process characterized for the organization
f g
and is proactive.
Process characterized for projects and is often reactive.
Processes Unpredictable, poorly controlled and reactive

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

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

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.