Electronic Commerce Studies

Vol. 4, No.1, Spring 2006

Page 97-116

Applying CMMI Approach to Business Process

Improvement
Huei-Zhen Gu
Department of Information Management, Lunghwa University of Science
and Technology
Hsiu-Yin Lu
Graduate School of Business & Management, Lunghwa University of
Science and Technology

Abstract
The Capability Maturity Model Integration (CMMI) is currently the most
widely adopted and influential process improvement framework. It totally
contains two representations, continuous or staged, and 25 process areas
covering a range of supplier sourcing, product concept to product delivery,
and maintenance of the whole production lifecycle. Because CMMI has
already become an international standard to measure the quality of
software industry, to date, the government of Taiwan is enthusiastically
launching CMMI-related plans to boost the competitiveness of software
industry. Nevertheless, this systematized framework provides not only as
the basis of process improvement for software industry, but also a valuable
reference for other organizations which intend to engage in process
improvement. Therefore, this paper will firstly introduce the concept and
implication of CMMI model, and further to propose on model tailoring,
implementation methodology, and process performance appraisal, during
the application of CMMI model by non-software industries, summarized as:
1. Customized model tailoring, 2. IDEAL implementation methodology,
and 3. Evidence assessment principles and suggestions; hopefully to
provide as an enlightenment reference for those enterprises that intend to
conduct process improvement.
Keywords: Business Process Improvement, Capability Maturity Model
Integration (CMMI), Staged Representation, Continuous Representation
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1. Introduction
Capability Maturity Model Integration (CMMI) was developed by the
CMMI Project Team, which was formed together by U.S. Department of
Defense (DoD), National Defense Industrial Association, and the Software
Engineering Institute of Carnegie Mellon University (CMU/SEI). The
purpose of CMMI is to provide system/software organizations with
sustained improvement in software development and management
capability, enhanced their software productivity and quality, and boosted
their competitiveness. Since its development till today, four domains of
knowledge are available when planning process improvement using CMMI
that are, Systems Engineering (SE), Software Engineering (SW),
Integrated Product and Process Development (IPPD), and Supplier
Sourcing (SS) (Chrissis et al., 2003). It is currently an internationally
recognized and widely adopted systematized integrative process
improvement framework. To facilitate process improvement, CMMI helps
an organization examine its current processes; establish priorities for
improvement of those processes; and implement these improvements
across the organization (Tyson et. al., 2003).
In 2004, CMU/SEI performed an investigation on 13 companies
which implemented CMMI process improvement, and it was found that all
of these companies gained improvements on all aspects of cost, scheduling,
productivity, product quality, customer satisfaction and return of
investment (CMU/SEI, 2004):
As to the cost aspect, companies with better improvement gained 83% of
enhancement, while the company with the lowest improvement also gained
5% of enhancement.
As to the scheduling aspect, companies with better improvement gained
95% of enhancement, while the company with the lowest improvement
also gained 15% of enhancement.
As to the productivity aspect, companies with better improvement gained
60% of enhancement, while the company with the lowest improvement
also gained 11% of enhancement.
As to the product aspect, companies with better improvement gained 72%
of enhancement, while the company with the lowest improvement also
gained 20% of enhancement.
As to the customer satisfaction aspect, companies with better improvement
gained 55% of enhancement, while the company with the lowest
 Electronic Commerce Studies! 9! 9

improvement also gained 10% of enhancement.

As to the return of investment aspect, companies with better improvement
gained 13 times, while the company with the lowest improvement also
gained 2 times.
The investigation above proved that CMMI would actually result in quite
remarkable outcome on Business Process Improvement (BPI), and the
purpose of BPI is a radical change in the performance of an organization. It
is a systematic approach to help any organization make significant changes
in the way it does business (Wikipedia, 2006). Although, CMMI was
initially designated only for software industry, but, after thorough
understanding, it is found eventually very suitable for other industries also.
T. L. Lin indicated (Lin, 2004): "CMMI framework should not be
misunderstood, it is a 100% management tool for organizational process
improvement, and the application of this framework is not confined to
software organizations, or even software products such as digital contents,
games, customized software or Commercial Off The Shelf (COTS) are not
out of its scope, because this framework contains some of the best patterns
for engineering and management. When applied properly and effectively, it
would multiply product quality and allow organization to receive benefits
on pursing excellence and perpetual growth." However, currently, there are
only limited implementation methodologies, relevant resources and
knowledge on the CMMI applications of other industries, and it is far short
of successful implementation cases from non-software industries.
Therefore, this paper firstly interprets CMMI model, and further to study
and address model tailoring, implementation methodology, and process
performance appraisal after implementation, during the application of
CMMI by non-software industries, hopefully to offer as an enlightenment
reference for those enterprises that intend to conduct process improvement.

2. The CMMI Model And Its Implication

CMMI model is developed to provide an organization with guidance
for improving organizational processes and capabilities of manage
development, acquisition, and maintenance of products or services
(CMU/SEI, 2002). CMMI incorporated those proven methods into a
framework to help organization evaluate its maturity level (ML) or process
area capability level (CL), in order to set priorities for process
improvement, and then to perform these improvement activities.
In addition, CMMI framework contains "Staged Representation" and
! Electronic Commerce Studies! 100

"Continuous Representation"; the former emphasizes the concept of

organizational "maturity level" and the latter emphasizes the concept of
organizational "capability level" to perform specific process, a company
can choose one according to its requirement.

2.1 Staged Representation

CMMI staged representation classifies process areas into five maturity
levels, shown as Figure 1, except Maturity Level 1, each maturity level has
a focus. Maturity Level 2(Managed) focuses on project management,
Maturity Level 3(Defined) focuses on process standardization, Maturity
Level 4(Quantitatively Managed) focuses on quantitative management
process, whereas Maturity Level 5(Optimizing) focuses on the continuous
improvement of organizational processes.

5 Optimizing
Focus on process improvement
(2PAs)
4 Quantitatively
Managed
(2PAs)
3 Defined
Pr ocess characterized for the
organization and is proactive
(14PAs)
Managed
2
Process characterized for (7PAs)
projects and is often reactive

1 Initial
Process unpredictable,
poorly controlled and
reactive

Figure 1 CMMI Maturity Levels - Staged Representation

Source: CMU/SEI, 2002

CMMI maturity levels provide a suggested sequence; each maturity level

is a critical part to stabilize organizational processes. Once a maturity level
is reached, it means the organization’s processing capacity is enhanced,
and the entire CMMI model provides an improvement path to follow
(CMU/SEI, 2002). The components of this staged representation
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!

framework are shown in Figure 2, whereas their corresponding process

areas (PAs) are shown in Table 1.

Maturity Levels

Process Area 1 Process Area 2 Process Area n

Specific Goals Generic Goals

Common Features

Specific Practices
Commitment Ability to Directing Verifying
to Perform Perform Implementation Implementation

Generic Practices

Figure 2 Componential Diagram of Staged Representation Model

Source: CMU/SEI, 2002

(1) Maturity Level 1: Initial

At maturity level 1, processes are usually ad hoc and chaotic and the
organization usually does not support a stable environment; success in the
organization depends on personal competence and heroics. Consequently,
unless those experienced people are continuously assigned to implement
the next project, success can hardly be repeated. Although Maturity level 1
organizations can often produce usable products and services, but always at
the expense of exorbitant project budget and longer schedule.
! Electronic Commerce Studies! 102

(2) Maturity Level 2: Managed

At maturity level 2, the organization ensured that its processes are planned,
recorded, implemented, and under control. In addition, when under stress
this level can help implementation practices retain unchanged, same results
will be expected from similar implementation practices with the same input.
Also processes, work products and service requirements, standard and goal
are defined and recorded; the status of work products and the delivery of
services are visible to management at predefined points (for example,
milestones).
(3) Maturity Level 3: Defined
At maturity level 3, processes are well explained and understood, and
are presented with standards, procedures, tools, and methods. The
organization’s standard processes, as the basis for maturity level 3, are
usually used to build up and improve organizational processes. These
standard processes define basic processes as the basis to build common
processes across the organization.
(4) Maturity Level 4: Quantitatively Managed
At maturity level 4, management processes are controlled by means of
statistics and other quantitative methods. Quantitative objectives defined
for product quality, service quality and implementation performance, are
all formulated to be used as criteria for processes management. Product
quality, service quality and implementation performance measures so
created are subsequently incorporated into organization’s measurement
repository to support fact-based decision making in the future.
(5) Maturity Level 5: Optimizing
At maturity level 5, by the way of gradual and innovative
improvements, focusing on continuous enhancement of process
performance, overcoming the common causes of process variation and
quantitatively improving organizational processes, all of the process
improvement plans are then clearly identified, evaluated, and deployed. It
follows that flexible and innovative optimizing processes depend on the
participation of an empowered workforce aligned with the business values
and objectives of the organization.
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Table 1 Synopsis of maturity levels and their corresponding PAs

Level Focus Process Areas
Level 5 Continuous Organizational Innovation and
Optimizing Process Deployment (OID)
Improvement Causal Analysis and Resolution (CAR)
Level 4 Quantitative Organizational Process Performance
Quantitatively Management (OPP)
Managed Quantitative Project Management
(QPM)
Level 3 Process Requirements Development (RD)
Defined Standardization Technical Solution (TS)
Product Integration (PI)
Verification (VER)
Validation (VAL)
Organizational Process Focus (OPF)
Organizational Process Definition
(OPD)
Organizational Training (OT)
Integrated Project Management(IPM)
Risk Management (RSKM)
Integrated Teaming (IT)
Decision Analysis and Resolution
(DAR)
Organizational Environment for
Integration (OEI)
Level 2 Basic Project Requirements Management (REQM)
Managed Management Project Planning (PP)
Project Monitoring and Control(PMC)
Supplier Agreement Management
(SAM)
Measurement and Analysis (MA)
Process and Product Quality Assurance
(PPQA)
Configuration Management (CM)
Level 1
Initial
Source: CMU/SEI, 2002
! Electronic Commerce Studies! 104

2.2 Continuous Representation

CMMI "Continuous Representation" describes an organization’s capability
in certain process area based on its capability levels (CL). CL is classified
into six levels, ranging from CL0 to CL5 to represent an organization’s
management capability in certain process area. CL0 means “Incomplete,”
indicating that the organization does not have the capability to execute the
process area(PA.); CL1 means “Performed,” indicating that the
organization does have the capability to execute the process regardless of
quality issues; CL2 means “Managed,” indicating that the PA has been
institutionalized into a manageable process; CL3 means ‘Defined,”
indicating that the PA has been clearly defined; CL4 means “Quantitatively
Managed,” indicating that PA has been standardized into a quantitatively
manageable process; and finally, CL5 means “Optimizing,” indicating that
the PA is able to be continuously improved. The overall concept is shown
in Figure 3, whereas its model is shown in Figure 4. In terms of continuous
representation, an organization can choose by itself the applicable PA
according to its organizational business environment and goal. Then, it
defines intended objectives to enhance its PA capability level through
gradual process improvement.

Capability Dimension
-- Continuous representation--
CL5 Optimizing
5

CL4 Quantitatively Managed 4

3
CL3 Defined

CL2 Managed 2

1
CL1 Performed

CL0 Incomplete 0
Process Area1 Process Area2 Process Area3 Process Area4

Process Dimension

Figure 3 Diagrams of CMMI Capability Levels and Process Dimensions

Source: Ahern, et. al., 2003
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Process Area 1 Process Area 2 Process Area n

Specific Goals Generic Goals

Capability
Specific Practices Generic Practices
Levels

Figure 4 Components of Continuous Representation Model

Source: CMU/SEI, 2002

In Figure 2 and Figure 4, generic goals means that the same purpose
which each process area should achieve; generic practices mean that each
commonly required activity which can achieve the generic goals.
Additionally, specific goals mean the specific purpose that each process
area intends to achieve, and specific practices mean the each required
activity that can achieve the specific goal of each PA. In the Staged
Representation Model, the generic goal is only available from level 2,
whereas in the Continuous Representation Model, the generic goal is
required right from level 1; however, actually each level of these two
representation models has the same generic goal. Among the, level 1 PA
generic goal (GG1) is: "achieve specific goals"; level 2 PA generic goals
(GG2) is: "institutionalize a managed process", level 3 PA generic goal
(GG3) is: "institutionalize a defined process", level 4 PA generic goal
(GG4) is: "institutionalize a quantitatively managed process ", level 5 PA
generic goal (GG5) is: "institutionalize an optimizing process". It is
necessary to notice that, the generic goal of higher class would cover the
goal of previous class, for example of the "Decision Analysis and
Resolution" (DAR) PA, because this PA is the one only available for the
level 3, therefore its generic goal must reach GG3, and besides the two
required common practices of GG3, it also includes the achievements of
ten common practices required by GG2, illustrated in Table 2.
! Electronic Commerce Studies! 106

Table 2 Practice to-Goal Relationship Table of DAR (M.L. 3)

Continuous Representation Staged Representation
SG1 Evaluate Alternatives SG1 Evaluate Alternatives
SP1.1-1 Establish Guidelines for SP1.1-1 Establish Guidelines
Decision Analysis for Decision Analysis
SP1.2-1 Establish Evaluation SP1.2-1 Establish Evaluation
Criteria Criteria
SP1.3-1 Identify Alternative SP1.3-1 Identify Alternative
Solutions Solutions
SP1.4-1 Select Evaluation SP1.4-1 Select Evaluation
Methods Methods
SP1.5-1 Evaluate Alternatives SP1.5-1 Evaluate Alternatives
SP1.6-1 Select Solutions SP1.6-1 Select Solutions
GG1 Achieve Specific Goals
GP1.1-1 Perform Base Practices
GG2 Institutionalize a Managed Process GG3 Institutionalize a Defined Process
GP2.1 Establish an GP2.1 Establish an
Organizational policy Organizational policy
GP2.2 Plan the Process GP2.2 Plan the Process
GP2.3 Provide Resources GP2.3 Provide Resources
GP2.4 Assign Responsibility GP2.4 Assign Responsibility
GP2.5 Train People GP2.5 Train People
GP2.6 Manage Configurations GP2.6 Manage
Configurations
GP2.7 Identify and Involve GP2.7 Identify and Involve
Relevant Stakeholders Relevant Stakeholders
GP2.8 Monitor and Control the GP2.8 Monitor and Control
Process the Process
GP2.9 Objectively Evaluate GP2.9 Objectively Evaluate
Adherence Adherence
GP2.10 Review Status with GP2.10 Review Status with
Higher Level Higher Level
Management Management
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!

Continuous Representation Staged Representation

GG3 Institutionalize a Defined Process
GP3.1 Establish a Defined GP3.1 Establish a Defined
Process Process
GP3.2 Collect Improvement GP3.2 Collect Improvement
Information Information
GG4 Institutionalize a Quantitatively
Managed Process
GP4.1 Establish Quantitative
Objectives for The
Process
GP4.2 Stabilize Subprocess
Performance
GG5 Institutionalize an Optimizing
Process
GP5.1 Ensure Continuous
Process Improvement
GP5.2 Correct Root Causes of
Problems
Source: Chrissis et. al., 2003

3. Customized CMMI Model Tailoring

CMMI model tailoring is a process whereby only an applicable subset
of a model is implemented based on the requirements of organizational
process improvement. According to the descriptions stipulated in the
CMMI specification, it is possible to restrict or expand the scope of the
original model, and may tailor upon individual professional disciplines,
process areas, or maturity levels. Moreover, model tailoring should focus
on identifying whether each process area can support an organization’s
strategy and objectives. In the industrial environment of Taiwan, there are
many small and medium-sized enterprises, which do not have sufficient
resources and capability to implement all of the CMMI process areas and
consequently, specifically customized model tailoring becomes very
important. This study suggests that the 4 elements should be considered
during tailoring are: 1. Intensive goals for improvement process, 2. core
business, 3. necessary resources, and 4. organizational culture, its concept
is shown in Figure 5.
! Electronic Commerce Studies! 108

Organizational
Culture

Improvement
Goals
CMMI Tailoring Tailored
Model CMMI
Core Business!
Model

Necessary
Resource

Figure 5 Customized model tailoring

Source: Arranged by this study

As show in Figure 5, the goals for process improvement should be the

main element for consideration while model tailoring. This way, the
tailored model becomes sufficient to serve as guideline for process
improvement activities; also the tailored process and core business should
be consistent to each other. Further, the necessary resource for process
improvement is also a key element affecting the organization on
conducting model tailoring. If resource is insufficient, it is necessary to
customize the model into a smaller scope. Through the model tailoring,
organizations can design their process improvement activities to be
affordable by limited resources. On the other hand, if resources are
sufficient to support a larger scope, the organization does not need to
conduct a larger scale model tailoring. Finally, consider organizational
culture, if the organizational culture is relatively conservative, it is
suggested to start from small scope improvement, and more model
tailoring is thus required, whereas energetic and adventurous organizations
may proceed with larger scope process improvement.
 Electronic Commerce Studies!109
!

4. Implement Methodology ---IDEAL

The IDEAL is consisted of five phases: Initiating, Diagnosing, Establishing,
Acting, and Learning (CMU/SEI, 2005). These phases are tightly
connected with each other to form a continuous cycle of process
improvement, as shown in Figure 6. IDEAL is a process improvement
methodology advocated by SEI. It is easy to use and understand, and
organization may apply it as basis to establish process improvement plan.

Figure 6 The IDEAL model

Source: Modify from CMU/SEI, 2006

4.1 The Initiating Phase: The basis to successfully

conducting process improvement
The Initiating phase of the IDEAL model is the starting point. Here is
where the initial improvement infrastructure is established, the roles and
responsibilities for the infrastructure are initially defined, and initial
resources are assigned (McFeeley, 1996). The initiating phase contains four
steps. Stimulus for Change: seek out organizational motives of process
improvement, and prepare for unanticipated events or circumstances. Set
! Electronic Commerce Studies! 110

Context: clearly identify the input efforts that fit organization's business
strategy. Due to business factors, the process improvement being
conducted usually can gain significantly. Building Sponsorship: an
effective sponsorship system is one of the critical factors of progress and
endeavor. Because at the initiating phase, responsibilities are uncertain and
systems are chaotic, with sponsorship it is possible to clearly identify the
responsibility and obligation of each team member. Charter Infrastructure:
the establishment of charter infrastructure might be interim or permanent.
The scope and complication of charter infrastructure are subject to the
existent maturity level of the organization.

4.2 Diagnosing: Determine gap analysis, find out the distance

between the goals that organization intends to achieve
and the current status.
Characterizing Current and Desired States: can generally be done by
gap analysis. It is to measure the distance between the organization’s
current status and the standard procedure defined by CMMI. From the
feedback obtained during the evaluation process, organizations can get
more understanding about their current maturity levels, and further
improve their processes, as the basis to attain a higher CMMI level.
Develop Recommendations: Through the self-evaluation based on gap
analysis, the project development team first discusses problems and makes
process improvement suggestions, which are then submitted to the
Software Engineering Process Group (SEPG), in accordance with CMMI
requirements the SEPG will subsequently formulate CMMI
implementation strategies, analyze and classify processes of each
department, and finally establish organization-specific processes and
documentations.

4.3 Establishing: Plan how an organization will reach its

destination.
Set Priorities: under the circumstance of limited resources and
numerous items in demand for improvement, an organization may set up
priority of improvements to maximize the performance with limited
resources. Develop Approach: at the diagnostic phase, a series of validity
on priority and resource identification are established to develop strategies
of problem solutions. Plan Actions: for those developed strategies, proceed
to more detailed description and definition, and set up schedule, actions,
 Electronic Commerce Studies!111
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milestones, resource allocation, risk measurement and quantitative

analysis.

4.4 Acting: Do the work according to the plan

Create Solution: among those solutions provided, find out the best
solution and all available key elements, including existing tools, processes,
knowledge, or skills. Pilot/Test Solution: once a solution has been
proposed, it must be tested by a group to verify its effects. Refine Solution:
once the solution has been tested, it should be modified and refined based
on past experiences and knowledge. Implement Solution: after the solution
has been pilot tested and refined to ensure its feasibility, the feasible
solutions will be implemented in the organization.

4.5 Learning: Learn from the past experiences in process

improvement and expand the organization’s competency
to adopt new technologies in the future.
Analyze and validate: use the improvement outcomes as feedback,
analyze these solutions to verify whether they can increase efficiency and
effectives, and whether the intended goals are accomplished by this
solution. Finally, review these outcomes and compare to the business
demands defined at the initial phase. Propose Future Actions: For the
future of the organization, provide proposals and offer plans of
improvements that are intended for implement in the future.

5. Appraisal - Evidence Assessment Principles

Typical CMMI process appraisal is to be executed by the SEI officials,
according to "Standard CMMI Appraisal Method for Process
Improvement" (SCAMPI) to conduct with 3 classes – Class A (integrated
appraisal), Class B(partial self-appraisal) and Class C(quick appraisal), and
finally grant CMMI Official Certification of Appraisal to the Class A
parties. During appraisal, the appraised site must automatically provide
practice implementation indicators (PIIs). The fundamental idea of PII is
that wherever it goes it leaves tracks, conducted practice, if any, would
result in somewhat of “footprints”, and include:
1. Direct Artifacts: Tangible outputs resulted during the implementation
process of PA practices.
2. Indirect Artifacts: Indirect artifacts resulted from the practice
! Electronic Commerce Studies! 112

implementation process of PA practices.

3. Affirmations: Oral or written statements to support the
implementation of PA practices.
"Process Area Implementation Record" is used by SCAMPI
appraisers to appraise the implantation of certain process area, it covers:
description of planned goal, practice item, evidence types and examples of
each process area, evidence list of implementation and appraisal team
notes, etc. For instance of configuration management on process (CM)
record, the direct evidences include: 1. Identified configuration items, 2.
Configuration management lifecycle; the indirect evidences include: 1.
Configuration management plan; 2. Configuration item identifiers,
attributes and characteristics; 3. Documented criteria for selecting
configuration items; as shown by Table 3.

Table 3 Implementation Record of "Configuration Management Process

Area"
Goal ID CM SG 1 Baselines of identified work products are established.
Practice ID CM SP 1.1-1 Identify the configuration items, components and related work products that
will be placed under configuration management.
PII Type Example Direct Artifacts Example Indirect Artifacts Affirmations
Example y Identified configuration items. y Configuration management plan.
Evidence y Configuration management lifecycle y Configuration item identifiers,
for controlled items (e.g., owner, attributes and characteristics.
point at which placed under control, y Documented criteria for selecting
degree of control, change approval.) configuration items.
Organizational
Implementation
Evidence
Appraisal Team
Notes
Appraisal y Be sure to consider configuration items representative of all disciplines and processes
Considerations within the appraisal scope and context.
y See model for definition and description of configuration item.
y See model for typical examples of work items that may be part of a configuration item
(e.g. process descriptions, requirements, design, tools)
y This process area applies not only to configuration management on projects, but also to
configuration management produced by the works of all kinds of organizations.
Resource: Arranged by this study
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The purpose of process appraisal is to inspect internally to see if a

company has achieved a specific goal, and the direct and indirect artifacts
are the best measures to demonstrate its achievement of goal. Therefore, in
terms of non-software industry, this study suggests adopting "Evidence
assessment principles", i.e. it is not necessary to conduct process appraisal
according to SCAMPI formal method, but instead to apply the philosophy
of the entire item appraisals of CMMI "Process Area Implementation
Record", to adopt and make proper adjustments or modifications against
the contents according to the characteristics and demands of the company,
as the basis of process improvement appraisal. Use the aluminums industry
as an example, "Demands Management" is one of key process areas, and
"Realize Customer Demands" is the corresponding specific goal, "To
review individually against each information, sample or diagram delivered
from customer sites, to specifically identify customer demands, to ensure
the common consensus", is the required specific practice to be achieved.
Moreover, direct artifacts are aluminum extrusion samples and aluminum
extrusion samples diagrams; indirect artifacts are meeting minutes.

6. Conclusions
Nowadays, CMMI is an internationally recognized process
improvement framework that has been widely used, and has been proven
that it truly generated quite outstanding outcomes. Although, CMMI was
initially used as a process improvement model only for software industry,
but, after thorough understanding, it is found eventually also very suitable
for other industries. Those high value industries are also suitable to apply
CMMI to improve their processes and enhance their competitiveness,
ranging from banking, electronics, aviation, national defense, digital
contents etc.
First of all, we believe that the philosophy of maturity levels and capability
levels are worth of imitation, no matter what type of organization, its core
and key processes should be in compliance with the 4 stages: managed,
defined, quantitatively managed, continuous improvements and innovation
in order to conduct improvements. Secondary, since it is not necessary to
transplant the whole CMMI into non-software industries, it is suggested to
adopt continuous representation model as the basis of implementation, and
then conduct process improvement according to the its core business,
purpose of improvement together with company resource and culture to
perform proper tailoring and to further choose appropriate process area
! Electronic Commerce Studies! 114

from CMMI, consequently, use IDEAL methodology to conduct process

improvement. Finally, this study suggests adopting "Evidence assessment
principles" and use "Process Area Implementation Record" against
different industries and areas, to make proper adjustments and
modifications on the contents for process improvement appraisal. In
conclusion, CMMI is a set of effective methods of structured improvement
for organizational management processes, its success or failure depends on
organizational recognition of CMMI and its determination and supporting
degree to process improvement. If common enterprises would incorporate
the spirit of CMMI into organizational culture and implement factually,
they will gain improvements and benefits on cost, scheduling, productivity,
product quality, customer satisfaction and return of investment, and which
will be very expectable.

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