What is the CMMI?Learn Management Articles on management-info.biz. What is the CMMI? article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
The CMMI is a model for improving and appraising the performance of development organizations. It stands for 'Capability Maturity Model Integration'. It is published and developed by the Software Engineering Institute in Pittsburgh, PA. The CMM (the original version of the CMMI) was originally commissioned by the American Department of Defense to help them qualify software vendors' capabilities. From there it quickly evolved into a powerful tool to guide process improvement initiatives, not only for Software Development but for many related fields such as Systems Engineering, Product Acquisition, Team Management, Research and Development, etc. Today the CMMI is used around the world in military, commercial and government organizations. It has been shown to reduce the risks associated with development projects, increase efficiency and improve the overall quality of products and deliverables. Many civil industries such as transportation and telecommunications are making it a requirement for submissions to large tenders. Countries such as India and China are also using it to position themselves as dependable, trustworthy providers of world class outsourcing services. The CMMI is best known for its five levels of organizational maturity (see figure below). Each level represents a coherent set of best practices organizations are expected to implement as they become better at what they do. Level 1: Initial (Majority of Organizations) Level 2: Managed Process Level 3: Defined Process Level 4: Quantatively Managed Process Level 5: Optimizing Process (less than 5% of Organizations) To each maturity level are associated a number of related process areas. The process areas can be viewed as very detailed checklists of what goals need to be achieved, what activities performed, and what artifact created and maintained to satisfy the requirements for a specific part of the overall development process. The following lists the CMMI process areas organized by maturity level. (Source: CMMI version 1.1 SW/SE/IPPD Staged Representation ) Maturity Level 1: No process area associated with the maturity level 1 Maturity Level 2: Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurements and Analysis Process and Product Quality Assurance Configuration Management Maturity Level 3: Requirements Development Technical Solution Verification Validation Product Integration Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management for IPPD Integrated Supplier Management Risk Management Decision Analysis and Resolution Integrated Teaming Organizational Environment for Integration Maturity Level 4: Quantitative Project Management Organizational Process Performance Maturity Level 5: Causal Analysis and Resolution Organizational Innovation and Deployment The CMMI also include Generic Goals and Generic Practices. These model elements cover the organization's ability to perform, manage, share, measure and improve its processes. A new feature of the CMMI (as opposed to the original CMM) is the ability to choose between two representations of the model: Staged or Continuous. Generally speaking, the Staged representation is better suited to focus the organization towards tangible yet high level goals, while the Continuous representation allows for the precise customization of a process improvement program or appraisal to better meet an organization's specific requirements. BENEFITS Here are some of the major benefits you can achieve by using the CMMI in your organization: 1. KNOWING YOUR TRADE Are you sure everybody involved in your projects knows exactly what their job is and how it relates with what everyone else is doing? Just go around the office and ask these simple questions… … To the project managers: a. What is the difference between a plan and a schedule? b. What do you record about the estimates that are being made? c. Do you estimate size as well as effort when doing your planning? Do you monitor both attributes during the life of the project? … To the configuration managers: a. What is a baseline? b. What is the purpose of a configuration audit? c. Who authorizes changes to the configuration units? … To the quality assurance analysts: a. What is the object of Quality Assurance? b. How is it different from Quality Control? From Testing? c. Who, in the organization, knows about the Quality Assurance activities and results? If people in your organization cannot answer these questions right away or if nobody knows what these roles are or who performs them, then your staff has an urgent need for some education in their respective trade. Why not start with a primer on the CMMI? 2. UNDERSTAND WHERE YOU STAND Are you doing better or worst than your peers and competitors? When it comes to process improvement, are you 'cutting edge' or a laggard organization? How can you tell? The CMMI is both complete and universally relevant, allowing for very precise and detailed benchmarking of process performance within as well as across organizations and industry segments. 3. GETTING A STRUCTURE, LOGICAL, TIME-PROVEN ROADMAP FOR IMPROVEMENT Rather than being a recipe to be followed blindly and faithfully, the CMMI is a well-organized list of things that need to be taken care of in order to be systematically successful in your development projects. Aligning your improvement plan to the CMMI levels ensures that you don't forget anything and effectively protects you from the infamous 'tunnel vision' effect. 4. POSITIONING YOURSELF AS A BEST-PRACTICE COMPANY If your organization develops products, you probably want your clients (be them internal or external) to look up to you as a disciplined, knowledgeable, reliable and trustworthy supplier. Adhering to the principles and practices of the CMMI will go a long way to achieve this, both in your clients' perceptions and in reality. Publicly committing to following the CMMI is like saying 'We will do the right things, and we will do them right'. CONCLUSION: Is the CMMI right for you? Unless you believe that common sense does not apply to your context, then the CMMI is a powerful tool to guide your process improvements efforts. Whether yours is a mega-corporation with thousands of employees or a small outfit with just a handful of developers, the CMMI can help you deliver better products faster. Studies have shown that companies that invest 5% to 10% of their operating costs into process improvement typically experience a return on investment of 100% the first year and upwards of 400% after 3 to 5 years. These returns on investments are based on reductions in the number of defects, faster time to market, improvements in estimation capabilities and better project control resulting in fewer schedule and cost overruns. If you are under the impression that your company or organization is too small to benefit from the CMMI, then consider this: Are you too small for your projects to be late? For your requirements to be vague and imprecise, resulting in a lot of rework and unsatisfied customer? Do you sometime worry that your team won't Be able to deliver in time for the next trade show, yet don't know how help them out? If you can relate to any of these situations, then look more closely into CMMI. It's no silver bullet, but you just might sleep better at night! ========================================================= For additional information: • The CMMI web site: http://www.sei.cmu.edu/cmmi • Some return on investment http://www.sei.cmu.edu/publications/documents/00.reports/00sr003/00sr003chap02.html • Process Academy's web site: http://www.ProcessAcademy.ca A PDF version of this article can be found at: http://www.dovico.com/documents/What-is-the-CMMI-process-improvement-v1-00-20030730.pdf ======================================================== About the Author: Françis Dion is a software development and process improvement specialist. He is an authorized CMMI trainer as well as a certified process assessor and auditor. mailto:Francis.Dion@ProcessAcademy.ca. About the Sponsor: DOVICO Software has been a global market leader in timesheet and project tracking solutions since 1989, producing time related products that help clients attain CMMI standards. An example of such CMMI standards are Timing Devices through which end-users can track time associated with the phases they are in to meet PSP and/or TSP guidelines. To learn more about DOVICO's solutions, go to http://www.dovico.com Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Are Employees Really Your Most Precious Asset? By Rick Johnson I have yet to walk into a company during my thirty five years in the industry that didn’t have some form of this statement about the value of employees printed somewhere. A mission statement, in their employee handbook, on a poster on the wall, the company newsletter and even in the strategic plan for the very few that actually have a strategic plan. However, when I think about it, I almost want to puke. Why ? Because the majority of the company’s that make this claim have no idea what it rea… 2. Organisational Culture for Continuous Improvement By John Hicks I have been working with leading Business Improvement guru, Tim Franklin, preparing the PR for his latest book which offers an introduction to Continuous Improvement (CI) at beginner level, encompassing Lean, TQM, Six Sigma and the other related methodologies of CI.He was developing an analogy of a geographic expedition to describe Continuous Improvement. As you start out on an expedition, you can see the horizon clearly as being the final destination, but as you walk towards it, it recedes an… 3. Safety Policy Sample Outline By Lance Winslow Writing a safety manual is a tough job and most larger corporations outsource such jobs or they have someone on staff with the proper credentials in risk management. Imagine writing the safety manuals for NASA? I had the opportunity to be in the unique position of being able to imagine just such a thing when writing our company safety manuals. It takes lots of studying and review of case law to do it properly. Each industry is somewhat different and hopefully you know your industry and company… 4. Reducing the High Cost of Absenteeism By Etienne Gibbs Employers pay a high price for absenteeism, often more than they may realize, in terms of both financial and production losses and employee morale. Managers may view the tasks of finding a substitute employee as a short-term inconvenience; however, absenteeism frequently has more serious long-term effects. Employers can, nevertheless, ensure that employees report in regularly and remain on the job.Before employers can determine the best way to combat absenteeism, they must identify the organiz… |
||||
