CMMIThe quality of a software product is only as good as

the process used to develop and maintain it. Whether a software organization is competing in the

marketplace or trying to satisfy internal requirements, its software process is a critical success factor. Well

thought out improvements to the process will significantly contribute to the organization's

performance.

CMMI Quality Standards Why Capability Maturity Model Understanding

What CMMI is? History CMMI Models and representation

Classes Of benefits CMMI-Statistics

Why Capability Maturity Model Scope What vs How Detailed Direction Continues Improvement

CMM Multiple Models Software CMM- The original CMM Personal management PCMM- People

capability maturity model Security- Security system engineering CMM

CMMI Maturity Levels

Maturity Levels1.Initial 2.Repeatable 3.Defined 4.Managed 5.Optimizing

* Process are ad hoc, chaotic and disorganized

* There are few formal rules or procedures

* Success depends on individual efforts

* Processes are defined and documented

* Basic Project management techniques to track cost, schedule and functionality

* Success can be repeated

* Specific implementation differ from project to project

* A standard software process meets the organization’s specific needs

* Attention is paid to documentation, standardization and integration

* Projects follow this defines processes even under schedule pressure

* Management recognizes that theses process are the quickest route to completion

* Processes are predictable

* Detailed quantitative measurements of process are and product quality are collected

* Management can adjust and adapt the process to specific projects without loosing quality or deviating from specifications

* Process are continuously improving

* Process are improved through feedback and shared ideas

* Managers introduce innovative processes to better server the organization’s particular needs

13

Maturity LevelMaturity Level Process Area (PA) NameProcess Area (PA) Name # of Key Practices# of Key Practices

5Optimizing

Organizational Innovation and DeploymentCausal Analysis and Resolution

1917

4Quant Managed

Organizational Process PerformanceQuantitative Project Management

1720

3Defined

Requirements DevelopmentTechnical SolutionProduct IntegrationVerification/ValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk Management

202121201917192019

2Managed

Requirements ManagementProject PlanningProject Monitoring and ControlProcess and Product Quality AssuranceConfiguration ManagementSupplier Agreement ManagementMeasurement and Analysis

15242014171718

CMMI-SW Process Areas

BookScope

CMMI Statistics

USJapanIndiaUnited KingdomAustraliaChinaFranceTaiwanCanadaRussiaSouth KoreaSwitzerland

462510532321111

Country Number

CMMI Implementation Steps Secure Sponsorship and funding Take Core Training Selection of Model and Representation Prepare the organization for Change Form an engineering Process Group Know the Present State Know where You are going Communicate and coordination Track the Progress

Classes Of Benefits

CostResult Model

33% decreases in the average cost to fix a defects (Boeing, Australia) CMMI

15% decrease in defend and fixed costs (Lockheed Martin M&DS) CMMI

4.5% decline in overhead rate (Lockheed Martin M&DS) CMMI

ScheduleReduce by half the amount of time required to turn around the release (Boeing, Australia)

CMMI

Increase the % of milestone met from approximately 50% to 95% (General Motors)

CMMI

Decreased the average number of days late from 50 to fewer than 10 (General Motors)

CMMI

30% increase in software productivity (Lockheed Martin M&DS) CMMI

15% improvement in internal on time delivery (Bosch Gasoline system) CMMI

QualityMet goal of 20+/- defects per KLOC (Northrop Grumman It1) CMMI

Increased focus on quality by developers (Northrop Grumman It1) CMMI

Improved quality of code (Sanchez computer Associates, Ins.) CMMI

Note: Different organizations have shared with the Software Engineering Institute (SEISM) or with the wider community in public forums. Complete report is available on www.sei.cmu.edu/publications/documents/03.reports/03sr009.html

What Is CMMI Capability Maturity Model Integration Maturity Models

a place to start the benefit of a community’s prior experiences a common language and a shared vision a way to define what improvement means for your

organization History

UN Air force funded SEI to create an abstract model to use an objective evaluation of SW subcontractors.

Managing the Software Process in 1989

Time Line 1987: SEI-87-TR-24 (SW-CMM questionnaire),

released. 1989: Managing the Software Process, published. 1991: SW-CMM v1.0, released. 1993: SW-CMM v1.1, released. 1997: SW-CMM revisions halted in support for

CMMI. 2000: CMMI v1.02, released. 2002: CMMI v1.1, released

CMMI Architecture

to Perform

Maturity Levels

Generic Practices

Generic Goals

Process Area 2

Common Features

Process Area 1 Process Area n

AbilityImplementation

Verifyingto Perform

Commitment DirectingImplementation

Specific Goals

ImplementationSpecific Practices

to Perform

Maturity Levels

Generic Practices

Generic Goals

Process Area 2

Common Features

Process Area 1 Process Area n

AbilityImplementation

Verifyingto Perform

Commitment DirectingImplementation

Specific Goals

ImplementationSpecific Practices

CMMI Representation Staged and Continuous

• Both representation provide ways of implementing process improvement to achieve business goals• Both representations provide the same essential content but organized in different ways

Continuous Staged

Maximum flexibility for order of process improvement

Predefined and proven path with case study and ROI data

Focuses on improvement within process areas

Focuses on organization improvement

Improvement of processes areas can occur at different rates

Overall results summarized in a maturity level

CMMI@Pakistan SW Industry CMM/CMMI maturity level companies PSEB’s CMMI initiatives

NetSol Technologies (Pvt) Ltd Xavor Pakistan (Pvt) Ltd Systems (Pvt) Ltd KalSoft (Pvt) Ltd Digital Processing Systems

CMMI Consultants Company Business Beam (Pvt) Ltd Moody's Intl (Pvt) Ltd NetSol Consulting Services (Pvt) Ltd

PSEB AssistanceISO9000 certified

Majority shareholding by Pak Min human res. strength # 25

Sum UP

improved profitability of service provider improved customer satisfaction

Time

Levels Customer Satisfaction

References

http://www.sei.cmu.edu/cmmi/models/#models

http://www.teraquest.com/CMMIc/static/CMMI%20Continuous%20MainPage.html