The document provides an introduction to the Capability Maturity Model (CMM) and its variations, including the People Capability Maturity Model (P-CMM) and Software Acquisition Capability Maturity Model (SA-CMM), emphasizing their relevance in improving software processes and workforce management. It details the five maturity levels of CMM, outlining key process areas, goals, and common features necessary for enhancing process capability in software development. Additionally, the document highlights the importance of process management, organizational culture, and continuous improvement in achieving maturity in software organizations.

1. INTRODUCTION TO CMM - Version 1.1

2. PREREQUISITES KNOWLEDGE OF SOFTWARE ENGINEERING AND MANAGEMENT AWARENESS OF PROCESS MANAGEMENT CONCEPTS

3. COURSE OBJECTIVES UNDERSTAND TERMS SUCH AS PROCESS, CAPABILITY, AND MATURITY DISCUSS THE 18 KEY PROCESS AREAS IN THE CMM INTERPRET THE CMM AND THE KEY PRACTICES IN THE DIFFERENT CONTEXTS DESCRIBE THE FUNDAMENTAL CONCEPTS OF THE CMM EXPLAIN AND USE THE STRUCTURE OF THE CMM USE THE CMM IN SOFTWARE PROCESS IMPROVEMENT ACTIVITIES AND APPRAISALS

4. CAPABILITY MATURITY MODELS FOCUS AREAS INCLUDE CMM FOR SOFTWARE SYSTEMS ENGINEERING PEOPLE ( developing human talent ) TRUSTED SOFTWARE ( tailored CMM ) SOFTWARE AQUISITION INTEGRATED PRODUCT DEVELOPMENT MATURITY MODEL INTEGRATION

5. PEOPLE ( developing human talent ) The People Capability Maturity Model ® (P-CMM ® ) adapts the maturity framework of the Capability Maturity Model® for Software (CMM ® ) [Paulk 95], to managing and developing an organization's work force. The motivation for the P-CMM is to radically improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to continuously improve software development capability. The P-CMM is designed to allow software organizations to integrate work-force improvement with software process improvement programs guided by the SW-CMM. The P-CMM can also be used by any kind of organization as a guide for improving their people-related and work-force practices. http://www.sei.cmu.edu/cmm-p/

6. SOFTWARE AQUISITION The Software Acquisition Capability Maturity Model® (SA-CMM®) is a model for benchmarking and improving the software acquisition process. The model follows the same architecture as the Capability Maturity Model for Software (SW-CMM), but with a unique emphasis on acquisition issues and the needs of individuals and groups who are planning and managing software acquisition efforts. Each maturity level indicates an acquisition process capability and has several Key Process Areas (KPAs). Each KPA has goals and common features and organizational practices intended to institutionalize common practice. http://www.sei.cmu.edu/arm/SA-CMM.html

7. KPAs of SA-CMM Optimizing( Continuous Process Improvement) . Acquisition Innovation Management . Continuous Process Improvement 4 Quantitative Quantitative Management) . Quantitative Acquisition Management . Quantitative Process Management Defined ( Process Standardization) . Training Program . Acquisition Risk Management . Contract Performance Management . Project Performance Management . Process Definition and Maintenance 2 Repeatable ( BasicProject Management) . Transition to Support . Evaluation . Contract Tracking and Oversight . Project Management . Requirements Development and Mgt . Solicitation . Software Acquisition Planning Initial Competent people and heroics

8. TRUSTED SOFTWARE The SYSTEMS SECURITY ENGINEERING -CMM identifies both the unique characteristics of security engineering, and the integration of security activities into the overall system engineering process. The SSE-CMM uses the same maturity model architecture used in the System Engineering (SE)-CMM [2].

9. TRUSTED SOFTWARE The SSE-CMM augments project and organizational process areas from the SE-CMM with security-specific process areas, including: Administer Security Controls. Assess Impact. Assess Security Risk. Assess Threat. Assess Vulnerability. Build Assurance Argument. Coordinate Security. Monitor Security Posture. Provide Security Input. Specify Security Needs. Verify and Validate Security

10. INTEGRATED PRODUCT DEVELOPMENT (IPD) IPD is a systematic approach to product development that achieves a timely collaboration of necessary disciplines throughout the product life cycle to better satisfy customer needs. It typically involves a teaming of the functional disciplines to integrate and concurrently apply all necessary processes to produce an effective and efficient product that satisfies the customer's needs.

11. CAPABILITY MATURITY MODEL INTEGRATION Integration of different CMMs into a single entity, CMM for SW is a subset of CMMi and its expected that it will take the place of current CMM over the next 3 years, CMM for SW in CMMi is closest to Draft 2C of CMM

12. APPLYING THE CMM APPRAISALS ASSESSMENTS SOFTWARE PROCESS ASSESSMENTS (SPA ) Phased out – This is based on the administration of questionnaires by the lead assessor and some informal discussions/interviews, rating is done INTERNAL PROCESS IMPROVEMENT (IPI) INTERIM PROFILE (IP) An Internal Assessment, which is a scaled down version of the CBA-IPI which has the components of Interviews, Questionnaire administration and rating is also done, EVALUATIONS (source selection and contract manufacturing) PROCESS IMPROVEMENT EFFORTS

13. SOFTWARE PROCESS MANAGEMENT PREMISE THE QUALITY OF A SOFTWARE SYSTEM IS HIGHLY INFLUENCED BY THE QUALITY OF THE PROCESS USED TO DEVELOP AND MAINTAIN IT. THIS PREMISE IMPLIES FOCUS ON PROCESS AS WELL AS PRODUCT.

14. A MATURE PROCESS CONSISTENT WITH THE WAY WORK ACTUALLY GETS DONEDEFINED, DOCUMENTED, AND CONTINUOUSLY IMPROVING UNDERSTOOD USED LIVING SUPPORTED VISIBLY BY MANAGEMENT AND OTHERS

15. A MATURE PROCESS WELL CONTROLLED - PROCESS FIDELITY IS AUDITED AND ENFORCED. CONSTRUCTIVE USE OF PRODUCT AND PROCESS MEASUREMENT DISCIPLINED USE OF TECHNOLOGY

16. INSTITUTIONALIZED PROCESS “ THAT IS THE WAY WE DO THINGS AROUND HERE” THE ORGANIZATION BUILDS AN INFRASTRUCTURE THAT CONTAINS EFFECTIVE, USABLE, AND CONSISTENTLY APPLIED PROCESSES. THE ORGANIZATIONAL CULTURE MUST CONVEY THE PROCESS. MANAGEMENT MUST NURTURE THE CULTURE - IF NO ONE CARES, EVERYONE FORGETS. CULTURE IS CONVEYED WITH ROLE MODELS AND REWARDS. INSTITUTIONALIZED PROCESSES ENDURE AFTER PEOPLE WHO ORIGINALLY DEFINED THEM HAVE GONE.

17. WHAT IS CAPABILITY MATURITY MODEL (CMM) ? A COMMONSENSE APPLICATION OF PROCESS MANAGEMENT AND QUALITY IMPROVEMENT CONCEPTS TO SOFTWARE DEVELOPMENT AND MAINTENANCE. A COMMUNITY-DEVELOPED GUIDE A MODEL FOR ORGANIZATIONAL IMPROVEMENT THE UNDERLYING STRUCTURE FOR RELIABLE AND CONSISTENT CMM-BASED APPRAISAL METHODS

18. WHAT THE CMM DOES NOT COVER? THE CMM DOES NOT ADDRESS ALL SOFTWARE PROCESS AND QUALITY IMPROVEMENT ISSUES ISSUES THAT ARE ADDRESSED ONLY INDIRECTLY, OR BY IMPLICATION, INCLUDE SPECIFIC TOOLS, METHODS, AND TECHNOLOGIES SYSTEM ENGINEERING, MARKETING, ETC. HUMAN RESOURCES ORGANIZATIONAL BEHAVIOUR

19. INTENT OF THE INITIAL MATURITY LEVEL PERFORMANCE DRIVEN BY THE COMPETENCE AND HEROICS OF THE PEOPLE DOING THE WORK HIGH QUALITY AND EXCEPTIONAL PERFORMANCE POSSIBLE SO LONG AS THE BEST PEOPLE CAN BE HIRED UNPREDICTABLE - FOR GOOD OR ILL THE MAJOR PROBLEMS FACING THE SOFTWARE ORGANIZATION ARE MANAGERIAL, NOT TECHNICAL

20. INTENT OF THE REPEATABLE MATURITY LEVEL THE PREDOMINANT NEED IS TO ESTABLISH EFFECTIVE SOFTWARE PROJECT MANAGEMENT SOFTWARE PROJECT MANAGEMENT PROCESSES ARE DOCUMENTED AND FOLLOWED ORGANIZATIONAL POLICIES GUIDE THE PROJECTS IN ESTABLISHING MANAGEMENT PROCESSES SUCCESSFUL PRACTICES DEVELOPED ON EARLIER PROJECTS CAN BE REPEATED

21. THE KEY PROCESS AREAS FOR THE REPEATABLE LEVEL SOFTWARE CONFIGURATION MANAGEMENT SOFTWARE QUALITY ASSURANCE SOFTWARE SUBCONTRACT MANAGEMENT SOFTWARE PROJECT TRACKING AND OVERSIGHT SOFTWARE PROJECT PLANNING REQUIREMENTS MANAGEMENT

22. INTENT OF THE DEFINED MATURITY LEVEL THIS LEVEL BUILDS ON THE SOFTWARE PROJECT MANAGEMENT FOUNDATION TO CONTROL A PROCESS, IT MUST BE DEFINED, DOCUMENTED, AND UNDERSTOOD THE OUTPUTS OF ONE TASK FLOW SMOOTHLY IN TO THE INPUTS OF THE NEXT TASK AT THIS LEVEL, THE ORGANIZATION BUILDS PROCESSES THAT EMPOWER THE INDIVIDUALS DOING THE WORK

23. THE KEY PROCESS AREAS FOR THE DEFINED LEVEL PEER REVIEWS INTERGROUP COORDINATION SOFTWARE PRODUCT ENGINEERING INTEGRATED SOFTWARE MANAGEMENT TRAINING PROGRAM ORGANIZATION PROCESS DEFINITION ORGANIZATON PROCESS FOCUS

24. INTENT OF THE MANAGED MATURITY LEVEL APPLY THE PRINCIPLES OF STATISTICAL PROCESS CONTROL ADDRESS THE SPECIAL CAUSES OF PROCESS VARIATION

25. THE KEY PROCESS AREAS OF MANAGED LEVEL SOFTWARE QUALITY MANAGEMENT QUANTITATIVE PROCESS MANAGEMENT

26. INTENT OF THE OPTIMIZING MATURITY LEVEL IDENTIFY AND ELIMINATE CHRONIC CAUSES OF POOR PERFORMANCE CONTINUOUSLY IMPROVE THE SOFTWARE PROCESS

27. THE KEY PROCESS AREAS FOR THE OPTIMIZING LEVEL PROCESS CHANGE MANAGEMENT TECHNOLOGY CHANGE MANAGEMENT DEFECT PREVENTION

28. MATURITY LEVELS CAN NOT BE SKIPPED PROCESSES AT HIGHER MATURITY LEVELS MAY BE PERFORMED, ALTHOUGH PERHAPS INEFFECTIVELY, EVEN BY THE ORGANIZATIONS AT THE INITIAL LEVEL. PROCESS CAPABILITY IS BUILT IN STAGES, SINCE SOME PROCESSES ARE INEFFECTIVE WHEN OTHERS ARE NOT STABLE EACH LEVEL PROVIDES A NECESSARY FOUNDATION FOR IMPROVEMENTS UNDERTAKEN AT THE NEXT LEVEL ENGINEERING PROCESS IS EASILY SACRIFICED WITH OUT MANAGEMENT DISCIPLINE DETAILED MEASURES ARE INCONSISTENT WITHOUT A DEFINED PROCESS EFFECT OF PROCESS INNOVATION IS OBSCURE IN A NOISY PROCESS

29. MATURITY LEVELS WELL-DEFINED EVOLUTIONARY PLATEAUS ON THE PATH TO BECOMING A MATURE SOFTWARE ORGANIZATION EACH LEVEL IS A LAYER IN THE FOUNDATION FOR CONTINUOUS PROCESS IMPROVEMENT THERE ARE FIVE MATURITY LEVELS IN THE CMM ACHIEVING EACH LEVEL ESTABLISHES A DIFFERENT COMPONENT OF THE SOFTWARE PROCESS MATURITY LEVELS ARE DESCRIBED IN TERMS OF 18 KEY PROCESS AREAS

30. GOALS GOALS SUMMARIZE THE KEY PRACTICES OF THE KEY PROCESS AREAS THEY ARE CONSIDERED IMPORTANT FOR ENHANCING PROCESS CAPABILITY FOR THAT LEVEL OF MATURITY THEY CAN BE USED TO GUIDE ORGANIZATIONS AND APPRAISAL TEAMS IN ASSESSING ALTERNATIVE WAYS TO IMPLEMENT KEY PROCESS AREAS EACH KEY PROCESS MAPS TO ONE OR MORE GOALS

31. COMMON FEATURES USED TO ORGANIZE THE KEY PRACTICES IN EACH KEY PROCESS AREA COMMON FEATURES ARE COMMITMENT TO PERFORM ABILITY TO PERFORM ACTIVITIES PERFORMED MEASUREMENT AND ANALYSIS VERIFYING IMPLEMENTATION

32. COMMITMENT TO PERFORM DESCRIBES THE ACTIONS THE ORGANIZATION MUST TAKE TO ENSURE THAT THE PROCESS IS ESTABLISHED AND WILL ENDURE TYPICALLY INCLUDE POLICIES LEADERSHIP

33. ABILITY TO PERFORM DESCRIBES THE PRECONDITIONS THAT MUST EXIST IN THE PROJECT OR ORGANIZATION TO IMPLEMENT THE SOFTWARE PROCESS COMPETENTLY TYPICALLY INCLUDES FUNCTION RESOURCES DELEGATION TRAINING ORIENTATION

34. ACTIVITIES PERFORMED DESCRIBES THE ROLES AND PROCEDURES NECESSARY TO IMPLEMENT A KEY PROCESS AREA TYPICALLY INCLUDES ESTABLISHING PLANS AND PROCEDURES PERFORMING THE WORK TRACKING IT TAKING CORRECTIVE ACTIONS AS NECESSARY

35. MEASUREMENT AND ANALYSIS DESCRIBES THE NEED TO MEASURE THE PROCESS AND ANALYSE THE MEASUREMENTS TYPICALLY INCLUDES EXAMPLES OF THE MEASUREMENTS THAT COULD BE TAKEN TO DETERMINE THE STATUS AND EFFECTIVENESS OF THE ACTIVITIES PERFORMED COMMON FEATURE

36. VERIFYING IMPLEMENTATION DSECRIBES THE STEPS TO ENSURE THAT THE ACTIVITIES ARE PERFORMED IN COMPLIANCE WITH THE PROCESS THAT HAS BEEN ESTABLISHED TYPICALLY INCLUDES REVIEWS AND AUDITS BY SENIOR MANAGEMENT PROJECT MANAGEMENT SOFTWARE QUALITY ASSURANCE

37. KEY PRACTICES STATE THE FUNDAMENTAL POLICIES, PROCEDURES, AND ACTIVITIES FOR A KEY PROCESS AREA DESCRIBE “WHAT” IS TO BE DONE, BUT THEY SHOULD NOT BE INTERPRETED AS MANDATING “HOW” ARE ORGANIZED BY COMMON FEATURE 316 KEY PRACTICES IN CMM