IbarraKarelis CMMI

UNIVERSIDAD TÉCNICA DEL NORTE
FACULTAD DE INGENIERÍA EN CIENCIAS APLICADAS

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TOPIC:
CMMI
STUDENTS:
• ARELLANO PROAÑO JONATHAN MAURICIO
• ENRIQUEZ AVILA STEVEN SALVATORE
• GUAICHICO PIÑAN EDISON GEOVANNY
• IBARRA HERRERA NARCISA KARELIS
• LIMA CARVAJAL ROBERTH GABRIEL
• PINANJOTA COYAGO EDISON ELIAS
• QUINATOA ULCUANGO PAUL ALEXANDER
• QUITO CARRILLO DARWIN FABRICIO
• RAMIREZ CORAL DILAN RIVALDO
• RAMIREZ RECALDE GISSELA LIZBETH
• SANCHEZ QUISHPE WILLIAM GABRIEL
• TERAN BALLESTEROS VICTOR HUGO
• YEPEZ MORETA DIEGO FABRICIO
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INTRODUCTION
In 1993, the Software Engineering Institute (SEI) Capability

Maturity Model
published the Capability Maturity Model (CMM), for Software
(CMMI- SW).
which sought to improve the processes related to
software development. Subsequently, the U.S.
Department of Defense required its suppliers to be
accredited in CMM, a circumstance that turned the
model into a quality standard within the software
industry. CMMI is an evolution of CMM that Quality
integrates different quality models:
models
Integrated
Electronic
Product
Industries
Development
Alliance Interim
Capability
Standard
Maturity Model
(EIA/IS).
(IPD-CMM).
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Evolution of CMMI
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PURPOSE
The purpose of the CMMI model is to assess the

maturity of an organization's processes and provide
instructions on how to improve processes, with the
goal of improving products.
• CMMI was formed by an integration of some models,
improving "best practices" based on lessons learned. This
model provides a structured view of process
improvement across an organization and can help us
among other things to establish process improvement
goals and priorities, provide us with a guide to process
quality, and provide us with criteria for assessing the
current practices we have in place practices.
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How was the CMMI created?
The CMMI was created by the SEI (Software

Engineering Institute), an organization founded by the
United States Department of Defense.
The CMMI is intended to unite the various models
created by the SEI. The integration of various models
allowed the CMMI to be developed based on lessons
learned. In this way, a model was obtained that
provides a structured view of process improvement
through an organization, among other things, it allows
establishing processes for the improvement of goals as
well as needs, providing a guide for the quality of the
processes.
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CMMI COMPONENTS
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Required Component
Required components describe what an organization must do to satisfy a process area.
Generic Goal: The generic objectives associated with a capability level state what an organization must achieve at that
capability level.
Example:
• Institutionalize a defined process.
• Institutionalize a managed process.
Specific Goal: The specific goals apply to a single process area and locate the particulars that describe what must be
implemented to satisfy the purpose of the process area.
Example:
• Develop customer requirements.
• Develop product requirements.
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Expected Components
Expected components describe what an organization can implement to achieve a required component.
Generic Practice: Applies to any process area because it can improve the performance and control of any process.
Example:
• Establish an organizational policy
• Plan the process.
Specific Practice: A specific practice is an activity that is considered important in achieving the specific objective to
which it is associated. The specific practices described the activities expected to achieve the specific goal of a process
area
Example:
• Identify interface elements
• Establish a definition of the required functionality.
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Informative Components
The informative components provide details that help the organization to approach the required and expected components.
.
• Purpose Statement
• Introductory notes
• Related Process Area
• Typical Products
• Sub-practices: A sub-practice is a detailed description that serves as a guide for the interpretation of a generic or
specific practice.
• Discipline Extensions: Extensions contain information relevant to a particular discipline and related to a specific
practice.
• Generic Practice Elaborations: A generic practice elaboration is a guide to how the generic practice should be
applied to the process area.
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IMPACTS AND BENEFITS

Capability Model Maturity Integration From the CMMI Institute website, the Capability model of maturity
integration or CMMI is an international framework for organizations to achieve high operating performance.
CMMI provides a set of practices to improve processes and improve the way organizations work in improving
performance in accordance with the organization's environment.
The benefits of implementing CMMI are as follows :
• Increase budget and schedule estimates.
• Increase the life cycle.
• Increase productivity.
• Improve quality (measured by defects).
• Increase customer satisfaction.
• Increase employee morale.
• Increasing return on investment.
• Reducing costs for quality.
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IMPACTS
The CMMI process model has proved to be effective in assisting companies in improving their software
engineering practices and in achieving consistent results in the delivery of high-quality software. The SEI
maintains data on the benefits gained by organizations from their use of the CMM and CMMI.
For example, Northrop Grumman Defense Systems met every milestone (25 in a row) with high quality and
customer satisfaction; Lockheed Martin reported an 80% increase in software productivity over a 5-year period.
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IMPACTS
A process model such as the CMMI defines best practice for software processes in an organization. It describes
what the processes should do rather than how they should be done, which allows the organization to use its
professional judgment in the implementation of the processes. The process model is interpreted and tailored to
meet the needs of the organization.
Improvements Median #Data points Low High
Cost 20% 21 3% 87%
Schedule 37% 19 2% 90%
Productivity 62% 17 9% 55%
Quality 50% 20 7% 40%
Customer satisfaction 14% 6 4% 60%

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Managing a CMMI Implementation Project

There is a repetitive cycle in all industries that want to improve their performance to get and keep customers, meet
their expectations, delivering quality products according to customer demand, and the software industry is no
exception and is increasingly increasing the interest in implementing processes to generate the products demanded by
the customer.
For this there are guidelines, norms, standards and models that indicate which processes should be defined. One of
these models is the CMMI (Capability Maturity Model Integration), a process model that introduces the best
practices for software development.
For project management based on this model, in the processes of:
- Requirements management.
- Configuration planning.
- Configuration management.
- Agreement with suppliers.
- Quality assurance.
- Measurement and analysis.
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1. Requirements Management Process
• Requirement Catalog.
• Requirement change requests.
• Project planning.
• Intermediate and final products.
2. Project Planning Process.
• Analyze the customer's needs.
• Define the scope, the development strategy and the technical solution.
• Choose the life cycle and development model to be used.
• Estimate efforts, resources and costs.
• Establish the technical and management activities, schedule, budget and project team.
• Identify and analyze project risks.
• Obtain commitment to the Project Plan.
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3. Project Tracking and Controlling Process
Provide visibility on project progress against plan so that, if significant deviations from plan are detected,
corrective actions are taken to address them. Project progress is monitored by establishing comparisons between
the current project plan and what is actually occurring. The objective of this activity is to be aware of the status of
the project at stages prior to the end of the project and to detect risks, so that they can be corrected so as not to
jeopardize the proper completion of the project.
For this process the project plan, schedule and the actual data of the project parameters are needed.
4. Supplier Agreement Management Process

• Decision to outsource.
• Determine what type of acquisition is to be made.
• Select the supplier.
• Establish and maintain formal agreements with the chosen supplier.
• Verify that the agreements are complied with.
• Plan the incorporation of the purchased product into the project.
• Evaluate the supplier's performance
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5. Measurement and Analysis Process
• Establish measurement objectives.
• Specify measurements.
• Specify data collection and archiving procedures.
• Specify analysis procedures.
• Measurement data collection.
• Measurement data analysis.
• Archiving of data and results.
• Communication of results.
6. Process and Product Quality Assurance Process.
• To achieve these objectives, it will be necessary to:
• Select the processes and products to be evaluated.
• Objectively evaluate processes and products.
• Manage the non-conformities and corrective actions detected in the evaluation.
• Inform the management of the results of the activities.
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CMMI Learning Obstacles and Solution Strategies
Lack of enough time: it is the challenge of control and Solution: the solution to this challenge is to determine the impact of
management of our time. Those who take part in a change the project on day-to-day tasks and develop the improvement action
plan that details all the phases and activities required in the project,
initiative need enough flexibility to devote time to in order to determine the real needs of time and resources. in the
reflection, evaluation and practice. organization, in order to redistribute activities.
Lack of support and help: This is the challenge of Solution: the solution to this challenge is to invest early in help, hiring
inadequate training, guidance and support for innovation expert advisors, who have conceptual and operational knowledge of
the model, proven in other companies.
groups, in addition to the challenge of developing internal
resources to create a capacity to learn.
Initiation
challenges Irrelevance: the challenge of what is not appropriate,
championing change by clearly laying out a business-
Solution: aligning the objectives of the CMMI project with the
business objectives, understanding the vision of the model and in
particular the vision of level 2, elaborating a justification for the
appropriate rationale and approach, and showing why project, defining the benefits of each process and the consequences
developing learning capabilities is relevant to the in personal and organizational performance, of its non-performance
company's business goals. and communicate these aspects to all people.
Fulfill what is promised: the challenge of clarity and the Solution: educate management on their future and new
consequences of the administration, the inconsistency responsibilities, define the organizational culture that is to be
established with the consensus of management, and create
between the conduct and the values that are defended. credibility of values and purposes by demonstration in daily activities.
Nothing convinces more than example.
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Fear and anxiety: the challenge of fear of exposure and Solution: make small changes to build trust in the company,
criticism, vulnerability and inability, initiated by the start with early successes to create conviction and collective
conflict between increasing levels of frankness and security to implement the CMMI.
openness, and low levels of trust between members of
innovation groups.
Challenges Evaluation and measurement: this challenge arises when

innovation groups interact with the rest of the
Solution: define the time horizon to obtain the results of the
project, at the time of launching, appreciate and recognize the
of organization. It is the challenge of the negative evaluation
of the progress of the project, caused by the
waiting times, implement the objectives and generic practices,
use the Goal Question Metric method. (GQM), define new
indicators of success for software projects, and provide
maintaining disconnection between the traditional ways of measuring
success and the new practices defined and applied by the
feedback on the metrics to the entire organization.
change innovation groups.
True believers and unbelievers: corresponds to the Solution: launching the project to the entire organization, since
challenge of isolation and arrogance that appears when the implementation of the CMMI affects everyone. For this
true believers within innovation groups face unbelievers reason, the EPG must communicate the implementation plan
outside of said groups. and periodically inform the organization of the achievements
made and the progress status of the project.
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Governance: This is the challenge of the existing Solution: take into account the priorities of the executives, use
governance structure and the conflict between innovation interdepartmental teams, review and approve the new
groups, who seek greater autonomy, and managers who processes in a group, which includes all levels of management
worry that this may lead to chaos and internal of the company, so that they have the opportunity to analyze
fragmentation. the integration and the effect of the proposed changes.
Challenges
Diffusion: this challenge is related to the transfer of Solution: establish a process library, with all the formats,
of re- knowledge to the different organizational units, thus
making it difficult for those who belong to the same unit
procedures, examples, lessons learned, among others. In
addition, install and train in the use of automated tools to
thinking to reciprocally take advantage of the successes that others

obtain.
support processes.
and re-
designing Strategy and purpose: it is the challenge of questioning
where the organization is going, revitalizing and rethinking
Solution: systematically formalize strategic planning exercises,
in the same way, define and use a procedure to report, analyze
the objectives, its identity and its strategies. and implement improvement proposals for current processes
and develop better strategic thinking.
INTRODUCTION
• CMMI supports two improvement paths
using levels.
• These two improvement paths are
associated with the two types of levels:
capability levels and maturity levels.
• These levels correspond to the two
process improvement approaches called
"representations".
• The two representations are called
continuous (capability levels) and staged
(maturity levels).
CONTINUOUS PRESENTATION STAGED PRESENTATION
Process areas Process areas Maturity levels
Capability levels
Generic Generic
Specific targets Specific targets
targets targets
Specific Generic Specific Generic

practices practices practices practices
• Capability levels refer to the achievement of an • Maturity levels refer to an organization's

organization's process improvement in individual achievement of process improvement in multiple
process areas. process areas.
• There are four levels of capacity, numbered from 0 to • There are five maturity levels, numbered from 1 to
3. 5.
Capacity levels
All CMMI models reflect capability levels in their

design and content.
The 4 levels mentioned above are:
Capability Level 0: Capability Level 1: Capability Level 2: Capability Level 3:

Incomplete Performed Managed Defined
An incomplete process is A realized process is a A managed process is a A defined process is a

a process that is either process that performs the realized process that is managed process that is
not performed or work necessary to planned and executed in adapted from the
partially performed. produce work products. accordance with policy. standard process set of
the from the
organization's set of
standard processes in
accordance with the
organization's to the
organization's adaptation
guidelines
Maturity Levels
• To support those using the staged

representation, all CMMI models
reflect maturity levels in their design
and content.
• A maturity level consists of specific and
related generic practices for a
predefined set of process areas that
improve the overall performance of the
organization.
• An organization's maturity level
provides a way to characterize its
performance.
• The five maturity levels, each a basis
for ongoing process improvements, are
denoted by the numbers. 1 to 5:
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Maturity Level 1: Initial

- Processes are chaotic.
- The organization doesn't provide a stable
environment to support processes.
- They produce products and services that
work, but often exceed budgets and fail to
deliver as planned.
- Dependence on personal competence
(heroes) and their tools. This level is not
evaluated by CMMI.
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Maturity Level 2: Managed IMPORTANT
• Processes characterized for projects and is often

reactive. To achieve maturity level 2, all process
• Projects are planned, performed, measured, and areas assigned to maturity level 2 must
controlled. achieve capability level 2 or 3.
• The Projects of the organization have ensured that
requirements are managed and that processes are Process areas
planned. • A process area is a group of related
• Requirements, processes work products, and services practices within an area that, when
are managed. implemented together, satisfies a set of
• Commitments are established among relevant goals considered important for
stakeholders and are revises ad needed. improving that area.
• There are 22 process areas divided by
maturity levels and by 4 categories. The
categories are listed below.
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CATEGORIES
Process Management Project Management Engineering Support
The Process Management Project Management process The Engineering process areas The Support process areas cover
process areas contain the cross- areas cover project cover the development and the activities that support
cutting project activities related management activities related maintenance activities used in product development and
to process definition, planning, to project planning, monitoring all engineering disciplines. maintenance.
deployment, implementation, and control.
monitoring, control, evaluation,
measurement and
improvement.
Below is a summary of the process areas

identified with each maturity level and their
respective category.
CATEGORIES PROCESS AREAS MATURITY LEVELS
Organizational Process Definition (OPD). 3. Defined
Organizational Process Focus (OPF). 3. Defined
Process Management Organizational Training (OT). 3. Defined
Organizational Performance Management (OPM). 5. Optimization
Organizational Process Performance (OPP). 4. Quantitatively Managed
Integrated Project Management (IPM). 3. Defined

Project Monitoring and Control (PMC). 2. Managed
Project Planning (PP). 2. Managed
Project Management Quantitative Project Management (QPM). 4. Quantitatively Managed
Requirements Management (REQM). Managed
Risk Management (RSKM). 3. Defined
Supplier Agreement Management (SAM). 2.Managed
Managed
Product Integration (PI). 3. Defined
Requirements Development (RD). 3. Defined
Engineering Technical Solution (TS). 3. Defined
Validation (VAL). 3. Defined
Verification (VER). 3. Defined
Causal Analysis and Resolution (CAR). 5. Optimization

Configuration Management (CM). 2. Managed
Support Decision Analysis and Resolution (DAR). 3. Defined
Measurement and Analysis (MA).. 2. Managed
Process and Product Quality Assurance (PPQA). 2. Managed
The following shows how a process area should be structured
with all its components.
Purpose statements: A purpose Sub-practices: A subpractice is a
statement describes the purpose of detailed description that provides
the process area and is an guidance for interpreting and
informative component. implementing a specific or generic
Process Area Name practice.
Process area category - Maturity level Introductory notes: The introductory
Purpose Statement notes section of the process area References: A reference is a link to
describes the main concepts covered additional or more detailed
Introductory Notes
by the process area and is an information in related process areas
Specific Goal informative component. and can accompany almost any other
Specific Practice
Specific Goals: A specific goal component of the model.
Sample Work Product
Sub-practice describes the unique characteristics Generic goals: Generic goals are
that must be present to satisfy the called "generic" because the same
Reference
process area. goal statement applies to multiple
Generic Goal process areas.
Generic Practice Specific practices: A specific practice
is a description of an activity that is Generic practices: Generic practices
Elaboration of the generic practice
considered important to achieve the are referred to as "generic" because
associated specific goal. the same practice applies to multiple
process areas.
Sample Work Products: The sample Generic practice elaborations: A
work product section lists sample generic practice elaboration is an
results of a specific practice. informative component of the model.
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Maturity Level 3: Defined

• At maturity level 3, the specific Organizational
Requirements
development.
Technical
environment for
objectives and process areas previously integration.
solution.
assigned. Comprehensive
provider of
decision Product
management, integration.
analysis and
• These processes must be well solution.
Standardization
characterized and understandable. In Risk
management of the process. Verification
the description apply standards, integration of
the work team.
processes, tools, and methods to make it

Integrated Organizational
as understandable as possible. product
management.
process
approach.
Formation of Definition of the

the organizational
organization. process.
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• In this process, the discovery, • In this process, technical • Determines the integration • The product to be evaluated
refinement, modeling, solutions are determined, of the product in its is selected and established,
specification and validation developed and integrated operating environment, these reviews are known as
of what is to be built is into the work environment. resulting in SP integration peer reviews, in order to
carried out. criteria. obtain corrective actions.
Requirements Technical Product

Verification
Development Solution integration
• In this process, the work • The needs of the

product is selected for organizational process are
validation analysis in order established, identifying
to provide resources and process improvements, to
assign responsibilities. give way to the
implementation of action
plans and organizational
process assets.
Organizational
Validation Process
Approach
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• Implementation standards, • Determines organizational • Its purpose is the integration • In this process, the definition
criteria and adaptation needs, to set strategic of plans, and the of risk parameters is carried
guidelines are established. guidelines for training, management of the project out, with the purpose of
organizational training or using the integrated plans, evaluating, categorizing and
also known as the tactical optimizing and reducing prioritizing risks, developing
plan. coordination problems. risk mitigation plans.
Definition of the Integrated Process

Organizational
Organizational Management Risk Management
Training
Process
• In this process, the analysis

of the previously established
guidelines is carried out, to
establish evaluation criteria,
identify alternative solutions,
select evaluation methods,
and select solutions.
Decision Analysis
and Resolution
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Clearly identified
Maturity Level 3: Defined processes.
Description in
terms of
Implementation benefits
standards.
• The fundamental difference is in the
Improvements in
application of standards, description of established
processes and procedure of a project. times.
Helps to adapt
processes.
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Maturity Level 4: Quantitatively Managed

Measured and controlled. Organization is data-driven with quantitative performance
improvement objectives that are predictable and align to meet the needs of internal and
external stakeholders.
At maturity level 4, an organization has achieved all the specific goals of the process areas
assigned to maturity levels 2, 3, and 4 and the generic goals assigned to maturity levels 2
and 3.
At maturity level 4 Subprocesses are selected that significantly contribute to overall
process performance. These selected subprocesses are controlled using statistical and
other quantitative techniques.
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QPM – Quantitative Project Management
The purpose of the Quantitative Project Management process area is to quantitatively manage
the project’s defined process to achieve the project’s established quality and process-
performance objectives
Metrics must be closely aligned with the major objectives of the project. The metrics program
that will be described in this paper had the following objectives.
Predictability (performance against plan)
Quality (lower number of observed defects or “non-conformance to specs”)
Responsiveness (speed of responses and resolutions given to stakeholders)
Efficiency (better utilization of available resources)
Productivity (enhancing the output of the existing resources)
The project management office defines metrics correlated with the above objectives and tracks
them regularly. It further helps in the process of analyzing the trends and variances and
implement corrective actions.
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Predictability metrics • Use cases developed/tested
• Effort/Cost and Schedule variances • Function points developed
Quality metrics • Lines of code produced
• Trends in defect detection and closure Analysis of data
• Drilldown into quality issues • Fix the cause, not the symptom
• Defect density • Cultural nuances
Responsiveness metrics • Avoid jumping to conclusions
• Aging history • Share data with discretion
• Resolution rate • Use statistical techniques
Efficiency metrics
Shouche, S., Borthakur, A., & Mate, N. (2006).
Productivity metrics Quantitative project management—use of metrics for effective
• Features added project management. Paper presented at PMI® Global Congress
• Defects raised/fixed 2006—Asia Pacific, Bangkok, Thailand. Newtown Square, PA:
Project Management Institute.
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OPP – Organizational Process Performance
The purpose of Organizational Process Performance (OPP) is to establish and maintain a
quantitative understanding of the performance of the organization’s set of standard processes in
support of achieving quality and process-performance objectives, and to provide process-
performance data, baselines, and models to quantitatively manage the organization’s projects.
Process performance is a measure of actual results achieved by following a process. Process
performance is characterized by process measures (e.g., effort, cycle time, and defect removal
effectiveness) and product measures (e.g., reliability, defect density, capacity, response time, and
cost).
The common measures for the organization consist of process and product measures that can be
used to characterize the actual performance of processes in the organization’s individual projects.
By analyzing the resulting measurements, a distribution or range of results can be established
that characterize the expected performance of the process when used on any individual project.
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When the organization has measures, data, and analytical techniques for critical process,
product, and service characteristics, it is able to do the following:
• Determine whether processes are behaving consistently or have stable trends (i.e., are
predictable)
• Identify processes in which performance is within natural bounds that are consistent across
process implementation teams
• Establish criteria for identifying whether a process or subprocess should be statistically
managed, and determine pertinent measures and analytical techniques to be used in such
management
• Identify processes that show unusual (e.g., sporadic or unpredictable) behavior
• Identify aspects of processes that can be improved in the organization’s set of standard
processes
• Identify the implementation of a process that performs best
• Identify aspects of processes that could be improved across acquirer-supplier interfaces
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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.
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Organization has a achieved all the specific goals of the process

arear assigned to maturity levels 2, 3,4.
Processes are continually improved based on a

quantitative understanding.
Focuses on continually improving process performance through

both incremental and innovative technological improvements.
Optimizing processes that are agile and innovative depends on the

participation of an empowered workforce.
In this activity measurements are used to
achieve that improvement. Therefore, in
response to the results obtained, actions
are removed and added, while the
structure of some of them is reorganized.
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CMMI level 5 objective: Create trustworthy environments,

where products, services and departments are proactive,
efficient and productive.
IT organizations rely on a variety of these KPIs to fully

understand the progress of software engineers, as well as
software quality such as performance and user satisfaction.
Developer productivity Software performance Defect Metrics

metrics • Defect density. Usability and UX metrics
metrics
• Aspects of software • Code coverage. • UX Metrics. UX
• Delivery time.
• Defect detection measurements are usually
• Quantity of code. performance.
• Performance (throughput). percentage. qualitative
• Work in progress
• Response time. • Technical debt. • Usability metrics. Net
(WIP).
• Reliability, availability and Promoter Score (NPS). This
• Nimble speed.
software metric reflects the
• Sprint goal success serviceability
willingness of customers to
rate.
recommend an application
• Number of software
to others
versions.
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EVALUATIONS IN CMMI
The evaluations are used as

The use of CMMI as a framework or
mechanisms to determine the level
model that specifies best practices
of capacity and maturity of an
for developing and maintaining
organization, including internal
software. It implements the
evaluations for the improvement of
evaluations through the SCAMPI
processes, products and services
evaluation method that has a
that have higher quality and better
rigorous and objective approach.
delivery times.
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EVALUATION OF RESULTS
Objective evidence
• Deals with qualitative or quantitative information, records or documentation directly related to the
characteristics of the product or services or to the existence and implementation of an element of the
process, which are based on observation, measurement or testing and which are verifiable.
The instruments
• Written information related to the implementation in the organizational unit consisting of questionnaires,
surveys or organizational mapping of the practices of the model to their corresponding processes.
Presentations
• Information prepared by the organization and delivered visually or verbally to the evaluation team to
describe the organizational processes and the implementation of the practices of the model.
Documents:
• Artifacts that reflect the implementation of one or more practices of the model; organization policies,
procedures artifacts at the implementation level.In appraisals, CMMI
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Required: Describes what the organization must accomplish to satisfy the

process area. This achievement must be implemented in a visible way in the
processes of the organization. Goal satisfaction is used in evaluations as the
basis for deciding whether or not the process area is satisfied.
Expected: While the objectives are considered required, the practices are
considered expected. The practices represent the activities that are normally
expected when the organization tries to satisfy a generic or specific objective.
The way in which organizations
Informative: There are three classes of standard appraisals in CMMI for
process improvement, also called SCAMPI.
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 SCAMPI “A” Assessment: It is the broadest method, with a

greater coverage of the model and as a result a level of
maturity or capacity profile is obtained that can be used for
purposes of comparison between organizations. It is the only
evaluation that allows determining if the organization is at a
certain level of maturity or the levels of capacity of the
processes.
 SCAMPI “B” Assessment: Corresponds to an initial, partial
or intermediate evaluation. With less complexity and
coverage than a class “A” or SCAMPI A. It focuses on areas
of interest and does not provide any type of qualification on
the process areas.
 SCAMPI “C” Assessment: This is typically an initial or
diagnostic assessment, with a faster approach, with less
scope to assess certain areas of concern, and requires fewer
resources. It is a source for identifying improvement
opportunities for the improvement program.
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CMMI MODELS
CMMI Working Model
CMMI was developed from the CMM process improvement model by

the Software Engineering Institute known in English as Software
Engineering Institute and abbreviated by SEI, located at Carnegie
Mellon University. The SEI developed a product that contains the
improvement model, the training associated with the model and the
evaluation methods. The CMMI model arises with the idea of being
applied to process improvement in a wide spectrum of organizations
It is a process model.
- It includes
• Recognized good practices
• References to set goals
• References to set priorities
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CMMI MODELS
Initially CMMI consisted of a single model. With time and

thanks to success and given that certain disciplines had
unique processes or with characteristics singular three
different models were developed:
• CMMI-DEV (Integrated Capacity Maturity Model
for Development) focused on the development of
software projects
• CMMI-ACQ (Integrated Capacity Maturity Model
for Services) focused on the acquisition or outsourcing
of systems and software services.
• CMMI-SVC (Integrated Capacity Maturity Model
for Acquisition) focused on improving the provision of
software services.
CARRERA DE SOFTWARE
CMMI MODELS
CMMI-DEV (Integrated Capacity Maturity Model for

Development)
The CMMI model for development or CMMI-DEV was the
first to be developed, and the model of interest for this TFM.
The goal of CMMI-DEV is that of improving development
and engineering processes in those organizations dedicated
to product development. Although CMMI is tied to industry
software, the CMMI-DEV model can be used in any type of
industry that produces any type of good or product
CARRERA DE SOFTWARE
CMMI MODELS
CMMI-ACQ (Integrated Capacity Maturity Model for

Services)
The CMMI model for acquisition is used to improve the
processes of supplier management in organizations with
multiple suppliers.
The acquisition model helps organizations develop
requirements, select suppliers and obtain services and
products.
CMMI-ACQ is widely used by government organizations in
the processes of acquisition of products and services and in
the automotive industry for the selection of suppliers
CARRERA DE SOFTWARE
CMMI MODELS
CMMI-SVC (Integrated Capacity Maturity Model for

Acquisition)
The latest model to be incorporated into the CMMI
framework is CMMI-SVC, oriented to services.
CMMI-SVC is intended to be used for process improvement
of management and provision of services in organizations
that develop, manage or provide services.
CMMI-SVC can be used by any organization that provides
services. Among the industries that have used this model the
most are telecommunications, energy supply companies, IT
companies, call centers, etc
CMMI Models
Version 1.1 Version 1.2

In the new version, the concept of CMMI constellations is
It includes systems engineering, software included. A constellation is a set of CMMI components designed
engineering, and the integrated development of to meet the needs of a specific area of interest.
products and processes.
• CMMI-SE/SW/IPPD/SS
• CMMI-SE/SW
• CMMI-SE/SW/IPPD
• CMMI-SW
CARRERA DE SOFTWARE
CASE STUDY
CONTEX
Tecnológico de Monterrey is the most recognized
educational institution in Latin America for the leadership
of its graduates in the private, public, and social sectors;
and for the research and technological development it
carries out to promote the knowledge-based economy,
generate models of management and business
incubation.
CARRERA DE SOFTWARE
CASE STUDY
BACKGROUND
As an educational entity and organization, Tecnológico de
Monterrey has operational processes that generate a lot
of fundamental information for the institution. That is
why the implementation of a Master Data Management
system was analyzed and accepted to have a central
repository of information that allows the maintenance
and intelligent propagation of all data that turn out to be
of common interest for the operation of the various
information systems that support the operation of the
organization.
CARRERA DE SOFTWARE
CASE STUDY
PROCESS
A preliminary work plan was defined to establish commitment dates
by all participants to always consider the duration of activities and in
accordance with the practices of the CMMI Level 2 project planning
(PB) process.
N1. Create the database infrastructure necessary to host the data that
will integrate the ITESM MDM.
This need is mentioned to establish the precedent of activities
that have to be carried out as part of this technological
infrastructure solution.
N2. Purge master data in the Banner information system.
Master data scrubbing is a preliminary step that will be
performed on the Banner system in order to populate the
underlying MDM database.
CARRERA DE SOFTWARE
CASE STUDY
PROCESS
N3. Clean up master data in the SAP information system.
Master data scrubbing is a preliminary step that will
be performed on the SAP system in order to populate
the underlying database to the MDM.
N4. Consolidate in the MDM all those data filtered from
the information systems of Banner and SAP.
N5. Create the necessary developments for the operation
of the ITESM MDM using the tools of Data Quality and
PowerCenter of Computing.
CARRERA DE SOFTWARE
CASE STUDY
RESULTS
A strong satisfaction was observed on the part of the
participants since the expectations established in the
documented requirements were met according to the
project planning process of CMMI Level 2, which fully
met the previously expressed needs.
Tecnológico de Monterrey, through the Information
Systems Project Directorate of the VRHTI, obtained after
two years of evaluation, the international CMMI Level 2
certification, focused on the area of services and
institutional software development.
CARRERA DE SOFTWARE
CMMI LEARNING BARRIERS AND SOLUTION STRATEGIES
Lack of enough time Not Relevant

CMMI implementation should be Facing this challenge implies
done in parallel with enterprise establishing a clear, authentic and
software projects, with the same persuasive argument about the
people and during working time. relevance of implementing CMMI in
the company, both for the well-being
of the business and for the employees,
who must know how CMMI will benefit
Lack of support and assistance them in their day-to-day work.
Due to the lack of knowledge and
use of Software Engineering
techniques and methodologies by
engineers, this project requires a
strong training, guidance and
adequate support for the innovation
groups.
CARRERA DE SOFTWARE
CMMI LEARNING BARRIERS AND SOLUTION STRATEGIES
Deliver what is promised Not Relevant

In this challenge, the key aspect is the Facing this challenge implies establishing a
congruence between management's clear, authentic and persuasive argument
language, values and behavior. This about the relevance of implementing CMMI
occurs when the values stated are different in the company, both for the well-being of
from the values applied. This challenge the business and for the employees, who
has two manifestations must know how CMMI will benefit them in
their day-to-day work.
CARRERA DE SOFTWARE
CONCLUSION
• The CMMI model has constantly evolved, this is due to the need to improve the processes of companies
and organizations. Using CMMI, which is a model for process improvement, can help to the organizations
that their projects reach an optimal balance with respect to other companies, thus achieving a competitive
advantage.
• The levels organized within the CMMI, is oriented to the continuous improvement of its processes, carrying
out improving its quality and capacity, making use of specific technologies and methods, which are
analyzed globally in this way, it is possible to achieve a set of goals to a level of maturity within the
organization.
• The CMMI model helps to develop the maturity of Software Development Organizations on a progressive
level by level basis. When an organization moves from one level to the next level up, it must implement a
set of key practices that increase its ability to meet the increasingly demanding challenges of the
Development and Maintenance business.
CARRERA DE SOFTWARE
REFERENCES
• Alqadri, Yuki, Eko K. Budiardjo, Alex Ferdinansyah, and Mokhammad F. Rokhman. 2020. “The CMMI-
Dev Implementation Factors for Software Quality Improvement: A Case of XYZ Corporation.” Pp. 34–40
in ACM International Conference Proceeding Series. Association for Computing Machinery.
• Anon. 2022. “CMMI.” 1–40. Retrieved November 4, 2022 (https://www.slideteam.net/business-cmm-
powerpoint-presentation-slides.html).
• Anon. n.d. “Modelo CMMI y Metodos Agiles.”
• Báez Pérez, C. I., and M. I. Suárez Zarabanda. 2013. “Proceso de Desarrollo de Software: Basado En La
Articulación de RUP y CMMI Priorizando Su Calidad.” Universidad de Boyacá.
• Brualla, Cecilia Rigoni. n.d. Oportunidades Para La Industria Española Del Software En La Economía
Global CMMI®: Mejora Del Proceso En Fábricas de Software.
• Carnegie Mellon. 2010. CMMI ® Para Desarrollo, Versión 1.3 Equipo Del Producto CMMI.
• Goldenson, Dennis R., and Diane L. Gibson. 2003. Demonstrating the Impact and Benefits of CMMI ® : An
Update and Preliminary Results.

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UNIVERSIDAD TÉCNICA DEL NORTE

FACULTAD DE INGENIERÍA EN CIENCIAS APLICADAS

In 1993, the Software Engineering Institute (SEI) Capability

The purpose of the CMMI model is to assess the

How was the CMMI created?

The CMMI was created by the SEI (Software

Required components describe what an organization must do to satisfy a process area.

IMPACTS AND BENEFITS

Improvements Median #Data points Low High

Cost 20% 21 3% 87%

Schedule 37% 19 2% 90%

Productivity 62% 17 9% 55%

Quality 50% 20 7% 40%

Customer satisfaction 14% 6 4% 60%

Managing a CMMI Implementation Project

Managing a CMMI Implementation Project

Managing a CMMI Implementation Project

4. Supplier Agreement Management Process

Managing a CMMI Implementation Project

CMMI Learning Obstacles and Solution Strategies

CMMI Learning Obstacles and Solution Strategies

Challenges Evaluation and measurement: this challenge arises when

change innovation groups.

CMMI Learning Obstacles and Solution Strategies

thinking to reciprocally take advantage of the successes that others

Process areas Process areas Maturity levels

Specific Generic Specific Generic

• Capability levels refer to the achievement of an • Maturity levels refer to an organization's

All CMMI models reflect capability levels in their

Capability Level 0: Capability Level 1: Capability Level 2: Capability Level 3:

An incomplete process is A realized process is a A managed process is a A defined process is a

• To support those using the staged

Maturity Level 1: Initial

Maturity Level 2: Managed IMPORTANT

• Processes characterized for projects and is often

Process Management Project Management Engineering Support

Below is a summary of the process areas

Integrated Project Management (IPM). 3. Defined

Causal Analysis and Resolution (CAR). 5. Optimization

Maturity Level 3: Defined

processes, tools, and methods to make it

Formation of Definition of the

Requirements Technical Product

• In this process, the work • The needs of the

Definition of the Integrated Process

• In this process, the analysis

Maturity Level 4: Quantitatively Managed

Maturity Level 4: Quantitatively Managed

Maturity Level 4: Quantitatively Managed

Maturity Level 4: Quantitatively Managed

Maturity Level 4: Quantitatively Managed

A critical distinction between maturity

Organization has a achieved all the specific goals of the process

Processes are continually improved based on a

Focuses on continually improving process performance through

Optimizing processes that are agile and innovative depends on the

CMMI level 5 objective: Create trustworthy environments,

IT organizations rely on a variety of these KPIs to fully

Developer productivity Software performance Defect Metrics

The evaluations are used as

Required: Describes what the organization must accomplish to satisfy the

 SCAMPI “A” Assessment: It is the broadest method, with a

CMMI Working Model