CMMI is a framework that defines best practices for software development and engineering processes. It aims to improve quality, efficiency, and maturity through five levels of process improvement. Level 1 focuses on basic project management processes while level 5 optimizes processes through continuous improvement. CMMI was developed by the Software Engineering Institute and is now managed by the CMMI Institute. It provides organizations a common framework to assess their processes, identify weaknesses, and guide improvements to better meet business needs and customer requirements.

1. IMPORTANCE OF

2. Manisha Dubey-50
GROUP- 04
Gangaram Gawhane-11
Jasveer Singh-55 Harpreet Singh-44

3. INTRODUCTION
What is CMMI
• CMMI stands for Capability Maturity Model Integration.
• It a proven industry framework to improve product
quality & development efficiency for software &
hardware.
• It is an improved version of CMM.
• Emphasizes on business needs, integration and
institutionalization.
• It uses 5 levels to describe the maturity of an
organization.
Why CMMI used
• Produce quality products/services
• Create value for stockholders
• Enhance customer satisfaction
• Increase market share

4. BRIEF HISTORY
• Richard Nolan – first published the stages of growth model in 1973
(staged maturity model to IT was not by CMU/SEI)
• Watts Humphrey – joined SEI, founded Software Process Program which resulted in
the development of the Capability Maturity Model, published in 1989
• CMM to CMMI – Integration of multiple models of CMMs as –
People CMM, Software Development, System Engineering, IPPD etc.

5. CMM
Developed By
Government SEI
Government
Industry
CMU
Secretary of Defense Secretary of DefenseNational Defense Industrial
Association
Sponsors
Versions
CMM developed 1986-97
1993 – 1.0
2002 – 1.1
2006 – 1.2
January 2013, CMMI product suite transferred from the SEI to the CMMI Institute
March 2016, the CMMI Institute was acquired by ISACA
2010 – 1.3

6. CMMI STAGED REPRESENTATION - 5 MATURITY
LEVELS
Level 5
Initial
Level 1
Processes are unpredictable, poorly controlled, reactive.
Managed
Level 2
Processes are planned, documented, performed,
monitored, and controlled at the project level. Often
reactive.
Defined
Level 3
Processes are well characterized and understood.
Processes, standards, procedures, tools, etc. are
defined at the organizational (Organization X ) level.
Proactive.
Quantitatively
Managed
Level 4
Processes are controlled using statistical
and other quantitative techniques.
Optimizing
Process performance continually
improved through incremental
and innovative technological
improvements.

8. Initial
Managed
Defined
Quantitatively
Managed
Optimizing
Process is unpredictable,
poorly controlled, and
reactive
Process is characterized
for projects and is often
reactive
Process is characterized
for the organization and
is proactive
Process is measured
and controlled
Focus is on continuous
quantitative improvement
Maturity Level Process Characteristics Behaviors
Focus on "fire prevention";
improvement anticipated and
desired, and impacts assessed.
Greater sense of teamwork and inter-
dependencies
Reliance on defined process. People
understand, support and follow the
process.
Over reliance on experience of good
people – when they go, the process
goes. “Heroics.”
Focus on "fire fighting";
effectiveness low – frustration high.
BEHAVIOURS ATTHE FIVE LEVELS

9. CAPABILITY LEVELS
Capability Level 0 - Incomplete
Capability Level 1 - Performed
Capability Level 2 - Managed
Capability Level 3 - Defined
Capability Level 4 - Quantitatively Managed
Capability Level 5 - Optimizing

10. KEY PROCESS AREAS
CMM LEVEL KEY PROCESS AREAS
Initial No KPA’s
Managed Project Planning, Requirement Management, Project Monitoring and
control, Configuration Management
Defined Requirements Development, Product Integration, Risk Management,
Integrated Project Management, Organizational Process Definition
Quantitatively Managed Organizational Process Performance
Quantitative Project Management
Optimizing Organizational Performance Management
Causal Analysis and esolution

11. APPRAISAL
 An appraisal is an activity that helps
you to identify the strengths and
weaknesses of your organization’s
processes and to examine how closely
the processes relate to CMMI best
practices.

12. APPRAISALSARETYPICALLY CONDUCTEDTO
 Determine how well the organization’s processes compare to CMMI best practices, and
identify areas where improvement can be made.
 Inform external customers and suppliers about how well the organization's processes
compare to CMMI best practices.
 Meet customer contractual requirements.

13.  An appraisal enables your organization to:
 Plan for an improvement strategy for your organization to
prioritize the most important business performance
improvement.
 Mitigate risks for product and service acquisition,
development, delivery, and monitoring.
 They provide reliable, clear, consistent, and actionable
focus on performance improvements that will have the
most impact on the business and help build and improve
capability.

14. IMPORTANCE
 It gives a common framework and language, which translate on breaking the
communications barrier inside organizations.
 It allows the users to be able to focus specifically on improving, because disables the loss
of the global idea.
 It gives years of experience.
 It helps to improve customer satisfaction
 It allows the creation of high-quality products and services.
 precisely what allows the understanding of the specific elements of an organization
 helps to formulate and talk about what needs improvements in it.

15. CONCLUSION