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Software Engineering And Testing

Capability Maturity Modeling

Seminar On

Presented By:-Sajid AliME-Regular(CSE)

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Contents:

CMM History

Introduction Maturity steps

Levels of CMM

CMM Structure

CMM vs. ISO 9000 References

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CMM History

CMM was developed at the Software EngineeringInstitute (SEI) at Carnegie-Mellon University inPittsburgh, PA, funded largely by the U.S. DefenseDepartment in 1984.

U.S. Air Force Project 1987

Method to select software contractors

Over 5,000 Assessments performed since 1987

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Capability Maturity Model (CMM)

A maturity model can be viewed as a set of structured levelsthat describe how well the behaviors, practices and processes

of an organization Provides guidance for measuring software process maturity

CMM is design to measure, and thereby improve, the processof software development.

Has become a de facto standard for assessing and improvingprocesses related to software development

Has become a de facto standard for assessing and improvingprocesses related to software development

Has evolved into a process maturity framework

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CMM(Cont..) SEI establishes standards; it does not perform evaluations of

individual firms. The highest level of CMM is Level Five; less than a hundred

organizations in the world are certified as Level Five.

CMM is similar to ISO 9000 and 9001; but while CMMfocuses primarily on improving performance, ISO 9000 and9001 focus on establishing and maintaining carefuldocumentation, procedures, and standards.

Can reliably and sustainably produce required outcomes.

A maturity model may provide, for example :

a place to start

the benefit of a communitys prior experiences

a common language and a shared vision

a framework for prioritizing actions.

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Maturity steps

Level 4:Managed

Level 5:Optimising

Level 3:Defined

Level2:

Repeatable

Level 1:Initial

Process

discipline

Process

definition

Process

control

Continuous

process

improvement

Project

management

Engineeringmanagement

Quantitative

management

Changemanagement

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Levels of CMM:

There are Five Levels of CMM :1. Initial poorly controlled; ad hoc; difficult to repeat

successful activities; dependent upon the skills of theindividual developers2. Repeatable disciplined processes; can repeat successful

activities and tasks; developers learn from each other3. Defined standard, consistent processes; a database of

development best practices is created and maintained;

these best practice are readily available and understood4. Managed all development activities follow thesecorporate best practices; compliance with thesedevelopment standards is mandatory

5. Optimizing continuous process of seeking out bestpractices from around the world; active, continuous

improvement

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CMM Structure(Cont..)

Key Process Area: A Key Process Area (KPA) identifies acluster of related activities that, when performed

together, achieve a set of goals considered important.

Goals: the goals of a key process area summarize thestates that must exist for that key process area to have

been implemented in an effective and lasting way. The

extent to which the goals have been accomplished is anindicator of how much capability the organization hasestablished at that maturity level.

The goals signify the scope, boundaries, and intent ofeach key process area.

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CMM Structure(Cont..)

Common Features: common features include practicesthat implement and institutionalize a key process area.

There are five types of common features: commitment toPerform, Ability to Perform, Activities Performed,Measurement and Analysis, and VerifyingImplementation.

Key Practices: The key practices describe the elementsof infrastructure and practice that contribute mosteffectively to the implementation and institutionalizationof the KPAs.

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CMM structureLevel Key Process Areas Focus

5

Optimizing

4

Managed

3

Defined

2Repeatable

1

Initial

Defect Prevention

Technology Innovation

Process Change Management

Quantitative Process Management

SW Quality Management

Organisation Process FocusOrganisation Process Definition

Peer Reviews

Training Program

Intergroup Coordination

SW Product Engineering

Integrated SW Management

SW Project Planning

SW Project TrackingSW Subcontract Management

SW Quality Assurance

SW Configuration Management

Requirements Management

Continuous process

improvement

Product and process

quality managed by facts

Standardised SW

engineering process

Disciplined project

management

The commitment

process

Heroes(People)

(Version 1.1)

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CMM vs. ISO 9000:

CMM and the ISO 9000 series of standards sharecommon concerns with quality and processmanagement.

CMM emphasizes continuous improvement

ISO deals with minimum criteria of quality systems An ISO 9001-compliant organization would not

necessarily satisfy all of the CMM level 2 key processareas (it would satisfy most of the level 2 goals and many

level 3 goals. A level 3 organization would have little difficulty inobtaining ISO 9001 certification

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CMM vs. ISO 9000(Cont..)

Some key practices in CMM that are not addressed inISO 9000, it is possible for a level 1 organization to

receive 9001 registration; similarly, there are areasaddressed by ISO 9001 that are not addressed in theCMM.

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References:

Fundamentals of Software Engineering, 2nd

Edition By Rajib Mall. http://en.wikipedia.org/wiki/Capability_Maturity_Model

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