Levels of the CMM

Level 1 - Initial
o Processes are usually ad hoc and the organization usually does not provide a
stable environment. Success in these organizations depends on the competence
and heroics of the people in the organization and not on the use of proven
processes.
o Organizations are characterized by a tendency to over commit, abandon processes
in the time of crisis, and not be able to repeat their past successes again.
Level 2 - Repeatable
o Software development successes are repeatable. The processes may not repeat for
all the projects in the organization. The organization may use some basic project
management to track cost and schedule.
o Process discipline helps ensure that existing practices are retained during times of
stress. When these practices are in place, projects are performed and managed
according to their documented plans.
o Project status and the delivery of services are visible to management at defined
points (for example, at major milestones and at the completion of major tasks).
Level 3 - Defined
o The organizations set of standard processes, which is the basis for level 3, is
established and improved over time. These standard processes are used to
establish consistency across the organization. Projects establish their defined
processes by the organizations set of standard processes according to tailoring
guidelines.
o The organizations management establishes process objectives based on the
organizations set of standard processes and ensures that these objectives are
appropriately addressed.
Level 4 - Managed
o A critical distinction between maturity level 3 and maturity level 4 is the
predictability of process performance. At maturity level 4, the performance of
processes is controlled using statistical and other quantitative techniques, and is
quantitatively predictable. At maturity level 3, processes are only qualitatively
predictable.
Level 5 - Optimizing
o Quantitative process-improvement objectives for the organization are established,
continually revised to reflect changing business objectives, and used as criteria in
 managing process improvement.
o Process improvements to address common causes of process variation and
measurably improve the organizations processes are identified, evaluated, and
deployed.

o Optimizing processes that are nimble, adaptable and innovative depends on the
participation of an empowered workforce aligned with the business values and
objectives of the organization.

The most beneficial elements of CMM Level 2 and 3:

Creation of Software Specifications, stating what is going to be developed, combined

with formal sign off, an executive sponsor and approval mechanism. This is NOT a living
document, but additions are placed in a deferred or out of scope section for later
incorporation into the next cycle of software development.
A Technical Specification, stating how precisely the thing specified in the Software
Specifications is to be developed will be used. This is a living document.
Peer Review of Code (Code Review) with metrics that allow developers to walk through
an implementation, and to suggest improvements or changes. Note - This is problematic
because the code has already been developed and a bad design can not be fixed by
"tweaking", the Code Review gives complete code a formal approval mechanism.
Version Control - a very large number of organizations have no formal revision control
mechanism or release mechanism in place.

The idea that there is a "right way" to build software, that it is a scientific process
involving engineering design and that groups of developers are not there to simply work
on the problem du jour.