Capability Maturity ModelCS3300Fall 2015

The Problem• Contractors over budget and late.• Need a way to rank how likely a software company is to deliver

software on-time and within budget.• Thus was born CMM (Capability Maturity Model)• Later this was developed into many models for different areas.

Symptoms of Process Failure

Commitments consistently missed• Late delivery• Last minute crunches• Spiraling costs

No management visibility into progress• You’re always being surprised.

Quality problems• Too much rework• Functions do not work correctly.• Customer complaints after delivery

Poor morale• People frustrated• Is anyone in charge?

From CMU, SEI, CMMI Training Slides

Levels• 1 – Initial = ad hoc and chaotic process, not repeatable,

heroics• 2 – Managed = process planned and executed, plans/process

maintained under pressure, process variance between projects

• 3 – Defined = repeatable and in control processes, processes consistent across organization

• 4 – Quantitatively Managed = process have quantitative measurement and goals, these are used to manage projects

• 5 – Optimizing = continuous process improvement

CMMI• Practices NOT Processes• What to do, NOT How to do it• Focus on improvement of existing process, NOT dictate a

preferred process or define processes

Level 2 Process Areas• Configuration Management• Project Monitoring and Control• Project Planning• Process and Product Quality Assurance• Requirements Management• Measurement and Analysis• Supplier Agreement Management

Level 3 Process Areas• Decision Analysis and Resolution• Integrated Project Management• Organizational Process Definition• Organizational Process Focus• Organizational Training• Product Integration• Requirements Development• Risk Management• Technical Solution• Validation• Verification

Level 4 • Organizational Process Performance• Quantitative Project Management

Level 5• Causal Analysis and Resolution• Organizational Performance Management

Big question – Can CMMI and Agile Exist• Is CMMI the waterfall?• Having worked in a CMMI 3 level organisation, I think the issue

with CMMI is not CMMI itself but the culture of the people implementing it being too rigid: they lack of business awarness and they write processes without common sense and understanding on how people work. So I believe the challenge of a CMMI organisation to move from Waterfall to Agile is to change the culture of the Company and its people. CMMI and Agile do fit well together, once you have removed the people who just can't fit in.

CMM detractors• http://www.satisfice.com/articles/cmm.shtml