This document summarizes two case studies of organizations implementing the Capability Maturity Model Integration (CMMI) framework to improve their business processes. The first case study describes how General Motors implemented CMMI for Acquisition to improve its IT acquisition process. The second case study outlines how a leading telecom company used CMMI to address issues like volatile requirements and lack of documentation in its software development process. Both organizations were able to achieve a CMMI maturity level rating and realized benefits like improved quality from implementing the recommended process changes.

1. An analysis of two case studies to understand the process improvementPresented byPriyaashreeRakeshVishaalIndranilRohit PrasadSuryaCMMI

2. IntroductionThe CMMI is a framework for business process improvementIt is NOT an engineering development standard or a development life cycleThere are currently three "flavours" of CMMI called constellations. -CMMI for Development - 22 Process Areas.-CMMI for Acquisition - 21 Process Areas.-CMMI for Services - 24 Process Areas.The three constellations share 16 "core" process areas.Process Areas are organized in two main ways, called "Representations“.StagedContinuous Maturity Level and Capability Level

3. Brief History of CMMIIn the 1980s a Standish Group study found that over 30% of all large software projects failed to be delivered, and, of the remaining, nearly 80% failed to come in on time and budgetTo beat these odds, and to lower the overall cost of buying software, the Department of Defense funded the Software Engineering Institute (SEI) at Carnegie Mellon University to find ways to help defense contractors build software more economically.Result became the Capability Maturity Model for software, or CMM.Today, the CMM/CMMI are the de facto standard for software management throughout the Federal government and is internationally recognized as a very powerful business tool and competitive differentiator.

4. CMMI : few structural conceptsThe SEI identified 25 total process areas and put them into the CMMI. There are two ways to apply the 25 processes depending on which approach suits the development shop best. They can choose to apply pre-determined processes in a specific sequence to achieve "maturity" in managing development, or, they can choose the processes most important to their business and apply the necessary rigor to achieve a "capability" for managing development.The "maturity" scale has 5 levels And, the "capability" scale has 6 levelsthe "maturity" levels are pre-defined, the approach is called "staged." The "capability" approach is called "continuous" because the performance of the processes are tied to business objectives

5. Case Study 1GENERAL MOTORS Implementation of CMMI for acquisition

6. Objective and Solution BUSINESS CHALLENGES: GM has been acquiring and not developing IT-solutions for decades. It had to evolve constantly with changing business need. Implementation of the model required structural change and following global standard practices.CMMI SOLUTION: GM recognized that it must excel in Requirements ,architecture and Project management to be a successful acquirer and customer.

7. Implementation Requirements: Acquirer ownership of requirement is essential and acquirer must be skilled in requirement engineeringAction: established requirement team and requirement prototyping is doneArchitecture: Architectural philosophy varies within supplier baseAction: Enterprise level system engineering team built and cross area/functional architecture planning meeting heldProject management: better relationship with customers was necessary for the acquisition PMAction: integrated GM and supplier project plan, Standard peer and acceptance review was done.BENEFIT: General motors was the first commercial enterprise to be appraised utilizing CMMI- ACQ The best practices encompassed in the CMMI-ACQ drove quality throughout the IT acquisition model of GM

8. Case Study 2Implementation by a leading telecom giant to improve the quality of the entire software development process

9. Objective and Challenge Objective: Improve the quality of the entire software development process and ensure CMMI Level 2 process quality for all key process areas (KPAs)Business Challenge:Volatile requirements

10. Absence of formal estimation processes

11. Lack of proper documentation

12. No rationale for estimates - incorrect estimations

13. Change in project Plans during project

14. High degree of post release defects handled by the support team – No feedback to Dev team

15. Review process was inadequate enough to analyze the review data captured

16. Any process addition or process improvement initiative was looked upon as a cost to the product lifecycle

17. The organization culture focused on defect management rather than defect preventionSolutionGap Analysis – As it is – To Be

18. Process action teams - Address these gaps

19. Looked at individual KPAs and tried to address the gaps in the same

20. Requirement management measures and change management process were defined for the key projects

21. In project planning, new project management roles were defined.

22. A methodology for tracking effort was laid down and a tool was created and implemented to track efforts

23. A new estimation methodology was drafted.

24. Quality planning was also implemented along with core project metrics which were then regularly reviewed.

25. A new approach to configuration management procedure was proposed along with necessary templates.

26. Change management metrics were defined and software configuration management planning, change control, status accounting and configuration audits were implemented.Business BenefitsSpecific pain areas identified by the client were addressed and new processes defined to address the same.

27. The client was assessed at CMMI Level 2 maturity after implementing and practicing the recommended process changes.

28. The Wipro consultants also identified gaps in the existing process with respect to CMM Level 3 requirements which helped the client in drawing up the future roadmap.Conclusion