The Capability Maturity Model (Chapter 1 & 2)

1. The Capability Maturity Model(Chapter 1 & 2) Presented by: (Group 8) Ramesh Karki Rachel Donelson Jinmei Wu

2. Introducing Software Process Maturity • Problem facing software products: • Software crisis • Inability to manage the software process • Projects late and over budget

3. Introducing Software Process Maturity (continued) • SEI(Software Engineering Institute) • Developed CMM for software • CMM covers practices for • Planning • Engineering • Managing software development and maintenance

4. Evolution of CMM • In 1986 SEI & MITRE Corporation began developing process maturity framework to improve software process. • In 1987 SEI released a brief description of the framework • 2 methods • Software process assessment • Software capability evaluation • Maturity questionnaire

5. Evolution of CMM • CMM continues to evolve • International Organization for Standardization (ISO) will influence CMM

6. Evolution of CMM (continued) • CMM • Based on actual practices • Reflects the best of state of the practices • Reflects the needs of individuals performing software process improvement and software process appraisals • Documented • Publicly available

7. Immature vs. MatureOrganizations • Immature Software Organization • Software processes are improvised by practitioners and their managers • Managers use fire fighting (reactionary) approach • Little quality control such as reviews, testing • Results in: • Over budget • Buggy software to meet deadline

8. Immature vs. MatureOrganization (continued) • Mature Organization • Communicates to both existing and new staff • planned • documented • Quality control and cost control • Results in: • Realistic schedules • Realistic budgets

9. Fundamental Concepts CMM focuses on the capability of software organizations to produce high-quality products consistently and predictably: • Process • Software process • Software process capability • Software process performance • Software process maturity • Infrastructure • Institutionalization

10. TQM and CMM • Total Quality Management is defined as the application of quantitative methods and human resources to improve all of the processes within the organization CMM = Application of TQM to software

11. TQM and CMM Project A Project C Project B TQM Project x System Hardware Software CMM Applying TQM to software

12. Customer Satisfaction • Goal of CMM is to provide customer satisfaction • Customer requirement should be documented and software products should meet the requirements.

13. Benefits of CMM • Establishes a common language for talking about the software process • Represents a broad-based consensus of good software engineering and management practices. • Defines a set of priorities for attacking software problems • Supports measurement of the software process, and builds a set of processes and practices

14. Risks of CMM • is not an exhaustive description of software process • does not address all issues. • is not perfect. • does not guarantee success. • is only a tool

15. Chapter 2: The Software Process Maturity Framework • Continuous Process Improvement • Evolutionary not Revolutionary • 5 Levels of Maturity • Initial • Repeatable • Defined • Managed • Optimizing

16. Initial Level • Overcommitment of Staff • Operate in Crisis Mode • *Example: The difference between speed and progress

17. Repeatable Process • Policies for managing software project and the procedures to implement those policies are established • Processes are defined, documented, practiced, trained, measured, enforced, and improvable. • Intuitive Historical Base

18. Key Actions Required • Establish Process Group • Identifying Technological Needs • Defining the Processes • Advising on New Projects • Conducting Quarterly Management Reviews • Establish Software Development Architecture • Describes Technical and Management Activities

19. Defined Process • Organization has achieved a solid foundation • Can follow process during crisis • Well Defined Process • Readiness and completion criteria • Inputs & outputs • Standards • procedures

20. Managed Process • An organization-wide focus on process improvement, deployment and institutionalization • Above average level of senior and middle management involvement • A high visibility of company business objectives and goals • Consistency of engineering and management objectives promoted by program control reviews and program management plans, and • An extensive process library

21. Optimizing Process • Continuous Process Improvement • Identifying Strengths and Weakness • Available Data Gives New Perspective on Testing • Organization is now focused on continuous process improvement through continued analysis of defects data and to determine root causes and prevent these from happening • The process capability of organizations at this level can be characterized as continuously improving • Only level where the present tense has been used in naming the level

22. 5 Maturity Levels

23. Improvements Through Usage of CMM • Predictability • Outcome is more on target with expectation • Control • More apt to meet deadlines • Effectiveness • Increase in productivity and Quality

24. Results • Many companies have increased productivity, improved quality, established better control of their projects, reduced cycle time and saved costs by using the SEI Capability Maturity Model as a guide for process improvement. Organizations typically report productivity improvements of 10-50% and a return on investment of 5:1

25. Defects found before release

26. Bragging Rights • Wipro-SEI CMM Level 5 for software process improvement. We were the first software services company in the world to be awarded this certification • Future Software is the 27th company and 53rd organization worldwide to be assessed at the SEI CMM Level 5.