Professional Documents
Culture Documents
SW CMM
SW CMM
Version 1.1
Mark C. Paulk
Bill Curtis
Mary Beth Chrissis
Charles V. Weber
SW-CMM
Immature Versus Mature Organizations
• Software Process though • Software process is accurately
specified is not followed/enforced communicated to staff and work
activities are carried out
• Reactionary (Fire-Fighting) according to the planned process.
SW-CMM 3
CMM Overview
• It is a software process maturity framework which
provides a roadmap for continuous process
improvement.
SW-CMM 4
The Five Levels of Software Process Maturity
SW-CMM 5
The Maturity Levels
• Level 1
– Ad Hoc processes, ineffective planning and reaction-driven systems
– Crisis – abandon planned procedures & revert to coding and testing
– Schedules, Budget, Functionality, Product Quality: Unpredictable
– Software Process Capability: Unpredictable
• Level 2
– Basic Software Management controls
– Planning/Managing new projects is based on successes with similar projects
– Realistic project commitments based on empirical knowledge
– Project managers track software costs, schedules and functionality
– Projects standards are defined and followed
– Software Process Capability: Disciplined
• Level 3
– Standard Process for developing and maintaining software is documented
– Organization-wide training program: to ensure that staff and managers have
knowledge and skills to fulfill their assigned roles
– Projects tailor the Standard Process to develop their own well-defined process for
their unique project requirements
– Schedules, Budget, Functionality, Product Quality: Under Control and Tracked
– Software Process Capability: Standard and Consistent
SW-CMM 6
The Maturity Levels (contd..)
• Level 4 – Managed Level
– Quantitative quality goals for products and processes
– Organizational Measurement Program for important software process activities
– Variation in process performance is controlled to be within acceptable range
– Software Process Capability: Predictable
SW-CMM 7
Visibility in the Software Process
1. A Black Box
2. Visibility on defined
intervals – could be
project milestones or
reviews
3. Tasks in project’s
defined process are
visible
4. Managers are able to
measure the progress
and problems – as the
software process is
instrumented and
controlled quantitatively
5. New and Improved
ways of building
software are tried.
Disciplined change.
SW-CMM 8
Process Capability &
Performance Prediction
• As Maturity
increases the
difference
between targeted
results and
actual results
decreases
SW-CMM 9
Skipping Maturity Levels
• Every level forms a necessary foundation for the succeeding
levels for implementing processes effectively and efficiently.
SW-CMM 10
Operational Definition of CMM
• Except for Level 1, each maturity
level is decomposed into several
Key Process Areas.
• Key process areas identify the
issues that must be addressed to
achieve a maturity level.
• Every key process area is
organized into five common
features. These are the key
practices, which collectively
accomplish the goals of the key
process area.
• When the goals of the key
process areas are met regularly
across projects, the organization
has institutionalized the process
capability of the key process area.
SW-CMM 11
SW-CMM 12
Supported Uses of CMM
• Assessment teams use CMM to identify strengths and
weaknesses in the organization
SW-CMM 13
Software Process Assessments and Software Capability Evaluations
• Software Process
Assessments focus on
identifying improvement
priorities within an
organization’s own software
process.
• Software Capability
Evaluations focus on
identifying the risks
associated with a particular
project or contract for building