Software Engineering Institute Capability Maturity Model Integration (CMMI®)
On March 1, 2002, the integrated model for systems and software engineering, Integrated Product and Process Development, and supplier sourcing (CMMI®-SE/ SW, version 1.1) was released.
Maturity Levels
There are five maturity levels. Each maturity level defines an approach of process improvement and stabilizes an important part of the organization’s processes.
The five maturity levels are:
Level 1: Initial
The process capability at Level 1 is considered ad hoc because the software development process constantly changes as the work progresses. Schedules, budgets, functionality, and product quality are generally unpredictable. Success depends on having exceptional people who are working in the organization for quite some time.
Level 2: Managed
Level 2 organizations know about basic management controls and have adopted them. Policies for managing a software project and procedures to implement those policies are established. Planning and managing projects is based on experience with similar projects. Software costs, schedules, and functionality are tracked.
The capability of Level 2 organizations can be summarized as disciplined, because the ability to successfully repeat planning and tracking of earlier projects results in stability. The following six key process areas:
• Requirements Management
• Software Project Planning
• Software Project Tracking
• Software Subcontract Management
• Software Quality Assurance
• Software Configuration Management
Level 3: Defined
There is documentation on standard engineering and management processes for developing and maintaining software across an organization. There is a group responsible for the organization’s software process activities.
The capability of Level 3 organizations is summarized as standard and consistent because engineering and management activities are stable and repeatable.
The following are key process areas:
• Organization Process Focus
• Organization Process Definition
• Training
• Integrated Software Management
• Software Product Engineering
• Inter-group Coordination
• Peer Reviews
Level 4: Quantitatively Managed
A Level 4 organization sets quantitative quality goals for both software products and processes. Productivity and quality are measured the capability of Level 4 organizations is summarized as predictable because the process is measured and operates within measurable limits.
Quantitative Process Management and Software Quality Management are the two key process areas.
Level 5: Optimizing
At Level 5 the entire organization is focused on continuous process improvement. The organization has the means to identify weaknesses and strengthen the process proactively, with the goal of preventing the occurrence of defects. Root cause analysis and defect prevention steps are taken.
Key process areas of Level 5 are:
• Defect Prevention
• Technology Change Management
• Process Change Management
On March 1, 2002, the integrated model for systems and software engineering, Integrated Product and Process Development, and supplier sourcing (CMMI®-SE/ SW, version 1.1) was released.
Maturity Levels
There are five maturity levels. Each maturity level defines an approach of process improvement and stabilizes an important part of the organization’s processes.
The five maturity levels are:
Level 1: Initial
The process capability at Level 1 is considered ad hoc because the software development process constantly changes as the work progresses. Schedules, budgets, functionality, and product quality are generally unpredictable. Success depends on having exceptional people who are working in the organization for quite some time.
Level 2: Managed
Level 2 organizations know about basic management controls and have adopted them. Policies for managing a software project and procedures to implement those policies are established. Planning and managing projects is based on experience with similar projects. Software costs, schedules, and functionality are tracked.
The capability of Level 2 organizations can be summarized as disciplined, because the ability to successfully repeat planning and tracking of earlier projects results in stability. The following six key process areas:
• Requirements Management
• Software Project Planning
• Software Project Tracking
• Software Subcontract Management
• Software Quality Assurance
• Software Configuration Management
Level 3: Defined
There is documentation on standard engineering and management processes for developing and maintaining software across an organization. There is a group responsible for the organization’s software process activities.
The capability of Level 3 organizations is summarized as standard and consistent because engineering and management activities are stable and repeatable.
The following are key process areas:
• Organization Process Focus
• Organization Process Definition
• Training
• Integrated Software Management
• Software Product Engineering
• Inter-group Coordination
• Peer Reviews
Level 4: Quantitatively Managed
A Level 4 organization sets quantitative quality goals for both software products and processes. Productivity and quality are measured the capability of Level 4 organizations is summarized as predictable because the process is measured and operates within measurable limits.
Quantitative Process Management and Software Quality Management are the two key process areas.
Level 5: Optimizing
At Level 5 the entire organization is focused on continuous process improvement. The organization has the means to identify weaknesses and strengthen the process proactively, with the goal of preventing the occurrence of defects. Root cause analysis and defect prevention steps are taken.
Key process areas of Level 5 are:
• Defect Prevention
• Technology Change Management
• Process Change Management