The Capability Maturity Model (CMM) is a framework developed by the Software Engineering Institute to assess and improve software development processes across five maturity levels, from ad hoc practices to optimized processes. It provides organizations with a structured path to enhance predictability, effectiveness, and control in their software processes. Each level of CMM includes defined characteristics and capabilities that signify the organization's maturity and discipline in software development.

1. CAPABILITY MATURITY MODEL
Presented By:
Muhammad Irfan Faisal(30)
BS(CS),Morning ,2014-2018
The Islamia University of Bahawalpur(IUB).
Presented To:
Sir Syed Salman Qadri.

2. WHAT IS CMM???
CMM :- Capability Maturity Model
Developed by the Software Engineering
Institute of the Carnegie Mellon University
funded by U.S. Department of Defence
Framework that describes the key
elements of an effective software process

3. CMM DEFINITION
It relates to the degree of formality and optimization of processes,
from ad hoc practices, to formally defined steps, to managed result
metrics, to active optimization of the processes.

4. US DEPARTMENT OF DEFENSE SOFTWARE
ENGINEERING INSTITUTE (SEI)
“Predictability, effectiveness, and control of an
organization's software processes are believed to improve
as the organization moves up these five levels.”
-SEI

5. WHY CMM???
It provides an evolutionary improvement path for
software organizations from an ad hoc, immature
process to a mature, disciplined one.
It act as a grading process for a client.

6. LEVELS OF CMM

7. LEVEL 1: INITIAL.
Initial : The software process is characterized as
ad hoc, and occasionally even chaotic. Few
processes are defined, and success depends on
individual effort.
At this level, frequently have difficulty making
commitments that the staff can meet with an orderly
process
Products developed are often over budget and
schedule
Wide variations in cost, schedule, functionality and
quality targets
Capability is a characteristic of the individuals, not of
the organization

8. LEVEL 2: REPEATABLE
Basic process management processes are
established to track cost, schedule, and functionality.
The necessary process discipline is in place to
repeat earlier successes on projects with similar
applications.
Realistic project commitments based on results observed
on previous projects
Software project standards are defined and faithfully
followed
Processes may differ between projects
Process is disciplined
earlier successes can be repeated

9. CAPABILITY AT LEVEL 2
Requirements management begins: identification of
project prerequisites & assignment to the appropriate
area
Project management begins: responsibility, software
development plan, implementation and analysis of
project plan
Quality assurance begins: comparing actual progress on
the project with the project plan
Software management begins: collection of data,
identification of elements of success and application to
new projects

10. LEVEL 3: DEFINED
The software process for both management and
engineering activities is documented, standardized, and
integrated into a standard software process for the
organization. All projects use an approved, tailored
version of the organization’s standard software process
for developing an maintaining software.

11. CAPABILITY AT LEVEL 3
Organizational Training: Emergence of training group to
provide organization-wide knowledge
Requirements Development: Defining and implementing
proven practices throughout the organization
Organization Process Focus: Increased productivity,
efficiency and effectiveness using these practices

12. LEVEL 4: MANAGED
Detailed measures of the software process and
product quality are collected. Both the software
process and products are quantitatively
understood and controlled.
Narrowing the variation in process performance to fall
within acceptable quantitative bounds
When known limits are exceeded, corrective action
can be taken
Quantifiable and predictable
predict trends in process and product quality

13. CAPABILITY AT LEVEL 4
Quantitative Process Management: Collection and
analysis of data from all current projects using a software
process database
Software Quality Management: Increased predictability
and decreased risk due to improved standardized
practices used throughout the organization

14. LEVEL 5: OPTIMIZATION
Continuous process improvement is enabled by
quantitative feedback from the process and from
piloting innovative ideas and technologies.
Goal is to prevent the occurrence of defects
Causal analysis
Data on process effectiveness used for cost
benefit analysis of new technologies and
proposed process changes

15. CAPABILITY AT LEVEL 5
• Casual analysis & Resolution: Analysis of any defects or
problems and making adjustments to prevent
reoccurrence
• Organizational Innovation: “Continuous process
improvement” and proactive consideration of potential
problems and weaknesses