Introduction to the Capability Maturity Model

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Introduction to the Capability Maturity Model

• Presented by
• Chetna Bail

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SEI Software Process

• Mission Provide leadership in assisting
  software organizations to develop and
  continuously improve their capability to
  identify, adopt, and use sound management and
  technical practices.
• Capability Maturity Model (CMM) A project
  started by SEIs Software Process Program to
  achieve its mission.

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What is the CMM?

• The CMM is a framework that described the key
  elements of an effective software process.
• The CMM guides software organizations striving to
  gain control of their processes for developing
  and maintaining software, evolve toward a
  software engineering culture, and management
  excellence.
• The CMM describes an evolutionary improvement
  path for software organizations from an ad hoc,
  immature process to a mature, disciplined one.

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Immature vs. Mature Software Organizations

• Immature
• No objective basis for judging product quality
• Activities that enhance qualities are curtailed
  when the project falls behind on schedule
• Mature
• Well-planned and communicated process of managing
  and maintaining software
• Mandated processes are documented, usable,
  updated and consistent
• Realistic estimates (cost and time) and active
  involvement by everyone

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Process Holding the pieces together
B
A
D
C
Procedures and methods defining the relationship
of tasks
Process
Tools and Equipment
People with skills, training and motivation
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TQM and CMM
Organization
Project A
Project B
Project C
TQM
Project X System
Hardware
CMM
Software
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Software Process Maturity CMM Levels of
Maturity
OPTIMIZING 5
Continuously improving process
MANAGED 4
Predictable process
DEFINED 3
Standard, consistent process
REPEATABLE 2
Disciplined process
INITIAL 1
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CMM Levels of Maturity

• Initial
• The Software process is characterized as ad hoc,
  and occasionally even chaotic. Few processes are
  defined, and success depends on individual effort
  and heroics.
• Repeatable
• Basic Project Management processes are
  established to track cost, schedule, and
  functionality. The necessary process discipline
  is in place to repeat earlier successes on
  projects with similar applications
• Defined
• The software process for both management and
  engineering activities is documented,
  standardized, and integrated into a standard
  software process for the organization. All
  projects use an approved, tailored version of the
  organizations standard software process for
  developing and maintaining software

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CMM Levels of Maturity(contd.)

• Managed
• Detailed measures of the software process and
  product quality are collected. Both the software
  process and products are qualitatively understood
  and controlled
• Optimizing
• Continuous process improvement is enabled by
  quantitative feedback from the process and from
  piloting innovative ideas and technologies

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CMM Prediction of performance
PROCESS
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CMM Prediction of performance (contd.)
PEOPLE
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CMM Prediction of performance (contd.)
TECHNOLOGY
MEASUREMENT
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CMM Prediction of performance (contd.)
MEASUREMENT
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Why CMM?

• Assessment teams will use CMM to identify
  strengths and weaknesses in the organization.
• Evaluation teams will use the CMM to identify the
  risks of selecting among different contractors
  for awarding business and to monitor contracts.
• Appraisal method developers will use CMM to
  develop other CMM-based appraisal that meet
  appraisal methods that meet specific needs
• Upper Management will use the CMM to understand
  the activities necessary to launch a software
  process improvement program in their
  organization.
• Technical Staff and process improvement groups,
  such as an SEPG, will use the CMM as a guide to
  help them define and improve the software process
  in their organization.

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The CMM Structure
Maturity Levels
Contain
Indicate
Key process areas
Process capability
Achieve
Organized by
Common features
Goals
Contain
Address
Key practices
Implementation or institutionalization
Describe
Activities or infrastructure
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Benefits and Risks of a Model-based Framework

• Benefits
• It establishes a common language for talking
  about the software process and defines a set of
  priorities for attacking software problems.
• A Measurement framework provides an objective
  means of industry-wide comparisons.
• This builds on a a set of practices that have
  been developed in collaboration with a wide range
  of practitioners Common Sense Engineering
• It is a conceptual structure for improving the
  management and development of software products.
• Risks
• Models are simplifications of the real world they
  represent, and not an exhaustive description.
• Not a silver bullet.

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Summary

• The CMM is expressed in terms of a highly
  structured environment of a large, complex
  software project.
• The CMM is not a checklist that can be used in
  the same way in all environments.
• Both maturity and effectiveness should be
  interpreted in the context of the business
  environment and the specific circumstances of the
  project and the organization.

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Summary (contd.)

• The CMM emphasizes the process of making an
  informed, reasoned decision about what the
  appropriate technologies are for a specific need
  (not what).
• The CMM focuses on process management rather than
  people issues, but this does not imply that HR is
  not important.
• The CMM directly addresses the people dimension
  only in training.

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A High Maturity Example Space Shuttle Onboard
Software

• To satisfy NASAs requirement for software that
  meets the highest safety and reliability
  standards, the project evolved a software process
  that yields a highly predictable quality result.
• Result NASA recently awarded the 10-year
  follow-on contract to the project without
  competitive bidding.

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References

• The SEI website
• http//www.sei.cmu.edu/publications/documents/94.r
  eports/94.tr.012.html
• http//www.sei.cmu.edu/cmm/cmm.articles.html
• The Capability Maturity Model
• Guidelines for improving the Software Process
• Carnegie Mellon University, SEI