Upload
vipuljagrawal
View
225
Download
0
Embed Size (px)
Citation preview
8/13/2019 Group 2_Capability Maturity Model (CMM)
1/21
Capability Maturity ModelGroup 2
Faarah Sarkari(44)
Monal Vora (58)
Apoorva Matkar (28)
Sagar Pawar (39)
Kush Bhatt (6)
8/13/2019 Group 2_Capability Maturity Model (CMM)
2/21
where you are,If you dont know
a map wont help
Watts Humprey
8/13/2019 Group 2_Capability Maturity Model (CMM)
3/21
where you are,You need to know
before you can decidewhere to go!
Grosby
8/13/2019 Group 2_Capability Maturity Model (CMM)
4/21
HISTORY
The CMM was conceived by Mr. Watts Humphrey and was based onthe earlier work of Phil Grosby
Developed by Software Engineering Institute in mid 1980s at
Carnegie Mellon University in Pittsburg.
It was used to create a model for the military to use as an
objective evaluation of software subcontractors, avionics
software and government projects.
8/13/2019 Group 2_Capability Maturity Model (CMM)
5/21
Capability Maturity Model is a method of assessment.
Used to develop and refine the software development process in
the organisations
The principle of the CMM is that software development is a
management discipline undertaken as part of an organizationsmission and strategic plan to achieve its business goals.
To ensure success in using the CMM, management must first
understand the needs of the organization and accurately predict its
ability to meet those needs.
INTRODUCTION
8/13/2019 Group 2_Capability Maturity Model (CMM)
6/21
CMM has been used successfully by many organizations to identify
the key areason which to focus improvement initiatives.
Appropriate for not just large but small organizations as well
Where is CMM used ?
Software Engineering
Systems Engineering Project Management
Risk Management
Personnel Management
System Acquisition
Information Technology (IT) Services
INTRODUCTION (Contd)
8/13/2019 Group 2_Capability Maturity Model (CMM)
7/21
The five-stage CMM roadmap, through which an
organisation can mature its procedures and practices is asbelow:
1. Initial
2. Repeatable
3. Defined
4. Managed
5. Optimizing
Capability Maturity Model
8/13/2019 Group 2_Capability Maturity Model (CMM)
8/21
No key process areas
Minimal formal processes and project management disciplines
Very lax , limited control
Results are unpredictable
Individual efforts rather than organisation success
Most of the organizations are at this level
LEVEL 1 - Initial
8/13/2019 Group 2_Capability Maturity Model (CMM)
9/21
KPA: definition and enforcement of project management
practices
Control cost, time and deliverable commitments
Repeating previously mastered tasks, to avoid repetitive
failures moves organizations to level 2
LEVEL 2 - Repeatable
8/13/2019 Group 2_Capability Maturity Model (CMM)
10/21
KPA: defined process management
Software and engineering processes are formally defined,
documented and integrated into standard processes of the
performing organisation
Continuous process improvement
LEVEL 3 - Defined
8/13/2019 Group 2_Capability Maturity Model (CMM)
11/21
KPA: process controls in place to measure quality
Detailed measures to identify and correct issues withperformance management
New tools and processes are introduced to an existing
environment to measure the success of the adjustmentsmade
Continuous improvements - managed process
LEVEL 4 - Managed
8/13/2019 Group 2_Capability Maturity Model (CMM)
12/21
KPA: maintain continuous improvement and optimize
existing process
Proactively address the business strengths and weakness
Quality efforts on prevention rather than on corrective
measures
Anticipate the root cause
Premier level of optimization
Handful organisations
LEVEL 5 - Optimizing
8/13/2019 Group 2_Capability Maturity Model (CMM)
13/21
Capability Maturity Model
8/13/2019 Group 2_Capability Maturity Model (CMM)
14/21
Interesting facts about CMM
It is NOT an engineering development standard or a
development life cycle
There are currently three "flavours
Development
Acquisition
Services
Trend
8/13/2019 Group 2_Capability Maturity Model (CMM)
15/21
Interesting facts about CMM
Cost
Time Isn't CMMI just about software development?
How do we get "certified"?
Can we go directly to Maturity Level 5?
8/13/2019 Group 2_Capability Maturity Model (CMM)
16/21
Difference between ISO and CMM
ISO
ISO is a generic standard.
ISO is a standard.
ISO focuses on the entire
organizations processes
ISO Certification is followed by
Surveillance audit once in 6
months
ISO is continuous
Internal Audits are mandatory
CMM
CMM is S/W specific
CMM is a model. It doesnt
mandate the practices
CMM is specific to S/W
processes
After CMM assessment, there
are no such checks.
CMM is staged
Not mandatory
8/13/2019 Group 2_Capability Maturity Model (CMM)
17/21
8/13/2019 Group 2_Capability Maturity Model (CMM)
18/21
Benefits of CMM
CMM helps companies improve operational performance by
lowering the cost of production, delivery, and sourcing.
Improved quality and robustness of deliverables
Shortened and more predictable delivery times
Cost reductions in development and support
A shift in organizational culture from reactive to proactive
Implementation of performance measurements
organizationally, as well as by project
8/13/2019 Group 2_Capability Maturity Model (CMM)
19/21
Problems with CMM
It's a place to start, not a final destination. CMM can't tell
an organization what is or isn't important to them. CMM has no formal theoretical basis. It's based on the
experience of "very knowledgeable people".
The CMM ignores people, loves processes. It mentions
people as unreliable and assume that defined processes can
somehow render individual excellence less important. The CMM does not perceive or adapt to the conditions of the
client organization & has very little information on process
dynamics
8/13/2019 Group 2_Capability Maturity Model (CMM)
20/21
SEI itself recognizes that CMM encourages displacement of
goals from the true mission of improving process to theartificial mission of achieving a higher maturity level.
Innovation per se does not appear in the CMM at all, and it is
only suggested by level 5.
Considerable amount of time & effort is required to
implement CMM & a major shift in organizational culture &attitude.
CMM is not the answer to every organization . It has rigid
requirements for documentation & step-by-step progress.
Problems with CMM
8/13/2019 Group 2_Capability Maturity Model (CMM)
21/21
Process Improvement should be
done to help the BUSINESS Not
for its own sake.
The Bottom Line