The document provides an overview of the Capability Maturity Model (CMM) framework. It describes the five maturity levels of the CMM in order from initial to optimized: (1) initial - processes are chaotic and rely on individual efforts; (2) repeatable - basic project management processes are established; (3) defined - standardized processes are developed for the organization; (4) quantitatively managed - processes are measured and controlled using metrics; (5) optimizing - processes are continuously improved through monitoring and feedback. The document also outlines some key process areas and characteristics of the CMM model.

1. Capability
Maturity
Model
Your Company Name

2. Capability Maturity Matrix Outline
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CMM
Summary
Why to use
Capability Maturity Matrix
Purpose of
using CMM
Characteristics
of CMM
Capability Maturity
Matrix Framework
Initial
Maturity Level
Managed
Maturity Level
Defined
Maturity Level
Quantitatively Managed
Maturity Level
Optimizing
Maturity Level
Timelines for
implementing
Capability Maturity Matrix
Internal Structure
of Capability
Maturity Matrix
Basis of
Mapping KPAs
Limitations of
CMM Models
Capability Maturity
Matrix Templates
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3. CMM Summary
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At the defined level, an organization has developed its own
standard software process
At the initial level, processes are disorganized, even chaotic.
Success is likely to depend on individual efforts
At the repeatable level, basic project management techniques are
established, & successes could be repeated
At the managed level, an organization monitors & controls its
own processes through data collection and analysis
At the optimizing level, processes are constantly being improved
through monitoring feedback from current processes
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4. Why to use Capability Maturity Matrix
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It guides towards
repeatable
standard process
Reduces the
learning time on
how to get things
done
Helps team to save
time and also
provides clear view
to what to do &
what to expect
The quality
activities gel well
with the project
rather than thought
of as a separate
event
It acts as a
commuter between
the project & the
team
CMM efforts are
always towards
the improvement
of the process
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5. Purpose of using CMM
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A place to start The benefit of a
community’s prior
experiences
A common
language and a
shared vision
A framework for
prioritizing
actions
A way to define
what improvement
means for your
organization
A maturity model
provides
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6. Characteristics of CMM
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Processes
unpredictable, poorly
controlled & reactive
Processes
characterized for
projects and is often
reactive
Processes characterized for
the organization & is proactive
(Projects tailor their
processes from organization’s
standards)
Processes measured
and controlled
Focus on
process
improvement
Level 1
Initial
Level 2
Managed
Level 3
Defined
Level 4
Quantitatively
Managed
Level 5
Optimizing
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7. Capability Maturity Matrix Framework
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Organization is data-
driven with quantitative
performance
improvements objectives
that are predictable and
align to meet the ends of
internal and external
stakeholders
Level 4
Quantitatively
Managed
Quantitatively
Managed
Measured &
controlled
Organization –wide
standards provide
guidance across
projects, programs and
portfolios.
Level 3
Defined
Defined
Proactive, rather
than reactive
Work gets completed
but is often delayed and
over budget
Level 1
Initial
Initial
Unpredictable &
reactive
projects are planned,
performed, measured
and controlled
Level 2
Managed
Managed
Managed on the
project level
Organization is focused
on continues
improvement & is built to
pivot and respond to
opportunity and change
.The organization stability
provides a platform for
agility & innovation
Level 5
Optimizing
Optimizing
Stable &
flexible

8. Initial Maturity Level
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The organization usually does
not provide a stable
environment. Success in these
organizations depends on the
competence & people in the
organization
At maturity level 1,
processes are usually ad
hoc & chaotic
Maturity level 1 organizations
often produce products &
services that work but company
has no standard process for
software development.
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9. Managed Maturity Level
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Company has
installed basic
software management
processes & controls
The projects of the
organization have
ensured that requirements
are managed & that
processes are planned
Requirements,
processes, work
products, & services
are managed
Commitments are
established among
relevant stakeholders
& are revised as
needed
01
02 03 04
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10. Defined Maturity Level
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Company has pulled
together a standard set of
processes and controls for
the entire organization
Processes are well characterized &
understood, and are described in
standards, procedures, tools, and
methods
The processes that are performed
across the organization are
consistent except for the
differences allowed by the
tailoring guidelines
Processes are managed more
proactively using an
understanding of the
interrelationships of the process
activities

11. Quantitatively Managed Maturity Level
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Organization has achieved all
the specific goals of the process
areas assigned to maturity
levels 2, 3, and 4 and the generic
goals assigned to maturity
levels 2 and 3
At maturity level 4 Sub-
processes are selected
that significantly
contribute to overall
process performance
Quantitative objectives for
quality and process
performance are established
and used as criteria in
managing processes
Detailed measures of
process performance are
collected and
statistically analyzed
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12. Optimizing Maturity Level
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Organization has achieved all
the specific goals of the
process areas assigned to
maturity levels 2, 3, 4, and 5
Processes are continually
improved based on a
quantitative
understanding
Focuses on continually improving
process performance through both
incremental and innovative
technological improvements
Optimizing processes that are
agile and innovative depends
on the participation of an
empowered workforce
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13. Timelines for implementing Capability Maturity Matrix
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For Preparation
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For Implementation
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For each new Level
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For Assessment Preparation
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Months
3 6 12
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14. Internal Structure of Capability Maturity Matrix
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Configuration
Management
Requirement
Management
Project
Planning
Project Monitoring
& Control
Supplier Agreement
Management
Process & Quality
Assurance
Some Relevant KPAs for CMM level 2 are
REQM PP PMC SAM PPQA CM
Each KPA defines
a cluster of related
activities
Each level in CMM is
defined into key
process area or KPA
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15. Basis of Mapping KPAs
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Ability to Perform
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Activities Perform
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Verifying Implementation
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Commitment to Perform
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Measurement & Analysis
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16. Limitations of CMM Models
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01
02
03
04
05
Doesn’t determines how a
process should be implemented
Doesn’t explain all the
possibilities of software
process improvement
Only concentrate on software
related issues & not business
related issues
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17. Capability Maturity Matrix Template 1
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Optimized
Continuous
improvement, zero
patient harm-caused
alarms
Evidence - Based
Analysis completed,
sustained organizational
improvements,
scalability
Define
Pilot implemented,
results reviewed,
metrics refined
Managed
Executive governance
established,
multidisciplinary, team
created, pilot identified
Initial
Ad hoc unsystematic
approach to alarm
management
Arriving Advancing Approaching Developing Beginning
High-Reliability Organizations
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Your
Text Here
01
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Capability Maturity Matrix
Template 2
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19. Capability Maturity Matrix Template 3
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OptimizingQuantitatively
Managed
DefinedInitial Managed
Highlight
bottlenecks in
achieving the
Optimum OCD
across the
organization.
Brings visibility
in
interdependence
of Time, Cost &
Scope.
Organization
structure-based
views enable
monitoring of
various section-
based teams.
Can be used
by small-scale
to large-scale
companies.
Bird’s-eye view
to get an instant
status round the
clock.
Quantitative
Management
Continuous
Process
Improv-
ement
Process
Standar
di-zation
Heroic
Efforts
Basic
Project
Managem
ent
Maturity
Level
Result
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20. Capability Maturity Matrix Template 4
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Initial Managed Defined Qualified Optimized
• Basic marketplace
analysis and Digital
SWOT completed
• Competitor sites
reviewed on an ad-
hoc basis
• Internal capabilities
reviewed
• Regular capability
and marketplace
reviews
• Regular
performance
reviews, e.g.
weekly, monthly and
90-day planning
• Real-time alerts to
problems with
capabilities
• Agile approach
based on
continuous review
• Full internal
capability in place
• Digital marketing
effectiveness not
reviewed
• Online opportunity
not quantified
• Internal capabilities
not know/ absent
• Opportunities to grow
business quantified
• Competitor benchmarks
defined
• Internal capability
improvements identified
• Click to select
• This was our
previous answer

21. Capability Maturity Model Icon slide
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22. www.company.com
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Coffee Break
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01
02
03
15 Minutes
Break

23. Clustered Column
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0
10
20
30
40
50
60
70
80
90
100
FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08
Profit(InHundreds)
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Product 01
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Product 02
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24. Area Chart
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0
10
20
30
40
50
60
70
80
90
100
2015 2016 2017 2018
Profit(InHundreds)
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25. Clustered Bar
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0 10 20 30 40 50 60 70 80 90 100
Q1
Q2
Q3
Q4
Unit Count
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Additional
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27. Swot Analysis
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Strength
Weakness Opportunity
Threat
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28. Newspaper
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29. Puzzle
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01 02 03 04 05
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Target
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31. Circular
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01
02
03
04
05
06
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03
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33. Lego
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34. Matrix
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HighLow
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Address:
# street number, city, state
Contact Numbers:
0123456789
Email Address:
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Thank You