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CAPABILITY MATURITY MODELfor Software (CMM)

Version 1.1Maturity Level 5 (Optimized Level)Maturity Level 5 (Optimized Level)

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Characteristics of a LevelCharacteristics of a Level

5 Organization5 Organization

At level 4, the process is quantitatively understood

At level 5, continuous process improvement is a wayof life. The focus is on preventing the occurrence ofdefects and promoting innovations.

In immature organizations, no one may beresponsible for process improvement

Mature organizations usually have 70-80%participation in improvement

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Level 5 Key Process AreasLevel 5 Key Process Areas

Defect prevention

Technology change management

Process change management

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Defect PreventionDefect Prevention

Purpose is to identify the cause of defects andprevent them from recurring

Involves

Analyzing defects that were encountered in the

past. Taking specific actions to prevent the occurrence

of these types of defects in the future.

Trends are analyzed to track the types of defects thathave been encountered and to identify defects that

are likely to recur.

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DP - Common FeaturesDP - Common Features

Commitment Written organizational policy / and policy for theproject for defect prevention activities.

Ability

Team that is responsible for coordinating the defectprevention activities should exist at the organizationlevel and project level.

Adequate resources and funding

Training on defect prevention for personnelperforming these activities

Measurement

To determine the status of the defect preventionactivities.

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DP - ActivitiesDP - Activities

Defect prevention activities are planned.

The software project develops and maintains a plan forits defect prevention activities.

At the beginning of a software task, the members ofthe team performing the task meet to prepare for theactivities of that task and the related defect prevention

activities. Common causes of defects are sought out and identified.

Causal analysis meetings are conducted according to adocumented procedure.

Defect prevention data are documented and tracked

across the teams coordinating defect preventionactivities.

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DP - ActivitiesDP - Activities

Common causes of defects are prioritized and

systematically eliminated. Each of the teams assigned to coordinate defect

prevention activities meets on a periodic basis toreview and coordinate implementation of actionproposals from the causal analysis meetings.

Revisions to the organization's standard softwareprocess resulting from defect prevention actions areincorporated

Revisions to the project's defined software processresulting from defect prevention actions areincorporated

Members of the software engineering group andsoftware-related groups receive feedback on thestatus and results of the organization's and project'sdefect prevention activities on a periodic basis.

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Technology ChangeTechnology Change

ManagementManagement

Purpose is to identify new technologies and transferthem into an organization in an orderly manner.

Involves

Identifying, selecting, and evaluating newtechnologies.

Pilot efforts are performed to assess newtechnologies.

Incorporating effective technologies into theorganization.

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TCM - Common FeaturesTCM - Common Features

Commitment

Written organizational policy for technology changemanagement

Senior management sponsorship for technologychange management.

Senior management oversees the technology changemanagement activities.

Ability

Group that is responsible for technology changemanagement activities exist.

Adequate resources and funding Support for collecting and analyzing data needed to

evaluate technology changes

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TCM - Common FeaturesTCM - Common Features

Measurement

To determine the status of technology changemanagement activities.

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TCM - ActivitiesTCM - Activities

Incorporation of technology changes are planned. The organization develops and maintains a plan for

technology change management.

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New technologies are evaluated to determine their effect

on quality and productivity. The group responsible for the organization's technology

change management activities works with the softwareprojects in identifying areas of technology change.

The group responsible for the organization's technology

change management systematically analyzes theorganization's standard software process to identifyareas that need or could benefit from new technology.

Technologies are selected and acquired for theorganization and software projects according to a

documented procedure.

Pilot efforts for improving technology are conducted,where appropriate, before a new technology isintroduced into normal practice.

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Appropriate new technologies are transferred intonormal practice across the organization.

Software managers and technical staff are keptinformed of new technologies.

Appropriate new technologies are incorporated into

the organization's standard software process

Appropriate new technologies are incorporated intothe projects' defined software processes

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Process ChangeProcess Change

ManagementManagement

Purpose is to continuously improve the softwareprocess used in the organization with the intent ofimproving software quality, increasing productivity,and decreasing the cycle time for productdevelopment

Involves Defining process improvement goals

Systematically identifying, evaluating, andimplementing improvements to the organizationsstandard software process and the projects

defined software processes

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PCM - Common FeaturesPCM - Common Features

Commitment

Written organizational policy for implementingsoftware process improvements.

Senior management sponsorship for softwareprocess improvement.

Ability

Adequate resources and funding Training for software managers in software process

improvement.

Senior management receives required training insoftware process improvement.

Measurement To determine the status of the software process

improvement activities.

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PCM - ActivitiesPCM - Activities

Continuous process improvement is planned. The group responsible for the organization'ssoftware process activities (e.G., Softwareengineering process group) coordinates thesoftware process improvement activities.

The organization develops and maintains aplan for software process improvementaccording to a documented procedure.

The software process improvementactivities are performed in accordance withthe software process improvement plan.

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Participation in the organizations software process

improvement activities is ORGANISATION wide.

A software process improvement program isestablished which empowers the members of theorganization to improve the processes of theorganization.

Members of the organization actively participate inteams to develop software process improvements forassigned process areas.

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Participation in the organizations software processimprovement activities is ORGANISATION wide.

Software managers and technical staff receivefeedback on the status and results of the softwareprocess improvement activities on an event-drivenbasis.

The ORGANISATIONS standard software process and the

projects defined software process are improvedcontinuously.

The software process improvement activities areperformed in accordance with the software processimprovement plan.

Software process improvement proposals are handled Where appropriate, the software processimprovements are installed on a pilot basis todetermine their benefits and effectiveness before theyare introduced into normal practice.

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The ORGANISATIONS standard software process andthe projects defined software process are improvedcontinuously.

When the decision is made to transfer a softwareprocess improvement into normal practice, the

improvement is implemented. Records of software process improvement activities

are maintained.

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End of Optimized Level (L5) KPAsEnd of Optimized Level (L5) KPAs

Documents

CMMLevel5