SEI CMM

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SEI CMM

• Robert Johnson
• Bobby Kolski
• Rafi Seddiqi
• Kumeel Alsmail

2
Main Goals of CMM

• Provide an organization with the framework for
  improving its processes and its ability to manage
  the development, acquisition, and maintenance of
  products or services.
• This is provided through appraisals and
  assessments of the organization's processes,
  based on CMM criteria.
• Provide clients with a maturity scale rating
  for potential vendors
• The more mature an organization (Higher CMM
  Rating), the more likely its processes and
  development are to succeed

RDJ
3
First Appearance of CMM

• The process maturity model CMM is based on was
  first described by Watts Humphrey in the book
  Managing the Software Process
• CMM was first published in a Technical Report in
  1993 and as a book in 1995
• Capability Maturity Model for Software
• Mark C. Paulk, Bill Curtis, Mary Beth Chrissis,
  Charles V. Webe

RDJ
4
What motivated CMM/CMMI?

• In the 1980's military projects ran over budget.
• United States Air Force funded SEI study
• The model CMM was being used for software
  development, but problems were found when
  multiple instances of CMM were being used
• CMMI was created to address this issue
• CMMI is Capability Maturity Model Integrated

BK
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CMM vs. Six Sigma

• CMM - Designed with Software in mind
• Design gols - These do not focus on the customer
• Organization Improvement - Improve methods and
  processes
• Key Process Areas Initial, Repeatable, Defined,
  Managed, Optimizing
• Planning and Management oriented
•  
•  
• Six Sigma
• Design goals - customer demands enterprise
  strategy
• Quality Characteristics - Reduce number of errors
  to n-LOC.
• Design alternatives - High level design
• Plan for verification
• Pilot runs 

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CMM Six Sigma

• These work together well at the higher CMM
  levels.
• CMM Level 5
• Mostly in line together although CMM is an
  organizational change model
• CMM Level 1-4
• Although Six Sigma can be used at these levels
  its goals are competing with CMM.
•  

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CMM vs. ISO

• CMM
• Continuous process improvement
• Scope Software.
• Customer Satisfaction is not part of CMM
• Concept - Best practices derived from industry
  leaders, and a rating system
• ISO
• Acceptable quality system
• Scope Hardware, software, processed materials
  and services.
• Customer satisfaction is important in ISO
  requirements.
• Concept - Certification tool

BK
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CMM ISO

• They both can be used together
• Overlap (not 100, but significant enough)
• If you are at level 3 CMM it is usually easy to
  get ISO 9001 certified (level 2 can also, without
  too much grief.)
• Both are for improvement of software
• ISO is to conform to ISO standards, CMM is to
  follow industry standards.  You can use a
  industry standard that conforms to ISO.

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Uses of this Approach

• Regulations and mandates
• Based on it history, most of government
  contractors use it to demonstrated they are
  capable of handling the projects.
•   
• It is also a way for some companies to
  distinguish themselves from others.
• Example Motorola in Bangalore 

RS
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Uses of this Approach

• To deal with Performance problems
• Software companies with motivation to improve
  quality and delivery  of their product. 
• When a problem is seen with current product, and
  when an organization wants to avoid repeating the
  same problem.

RS
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Opinion

• This approach has years solid research, and good
  amount of practical usage to say that it is a
  vital methodology to improve process.
• It is well structured and constantly updated to
  address new issues.

RS
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Opinion

• Complex process for everyone in organization to
  understand and implement.
• It takes time and patience to climb up the
  phases.
• For it to work well for  todays technology
  companies, it needs to have good integration with
  agile methodologies as that's the de-fecto
  standard most companies are implementing. 

RS
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Organization Behind CMM

• Development of the model by the US Department of
  Defense Software Engineering Institute (SEI)
  began in 1986.
• Carnegia Mellon University in Pittsburgh.
• United State Air Force.
• Board of visitors of the SEI.

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Main Features

• The organization's activities are explicitly
  linked to the
• business objectives.
• The visibility into the organization's activities
  is
• increased to help you ensure that your product or
  service meets the customer's expectations.
• Learn from new areas of best practice.
• Maturity model.
• Structure
• - Maturity Levels.
• - Key Process Areas.
• - Goals.
• - Common Features
•  

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Main Features

• Levels
• - Initial.
• - Managed.
• - Defined.
• -Quantitatively managed.
• - Optimizing.

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Resources

• http//en.wikipedia.org/wiki/Capability_Maturity_M
  odel
• http//www.sei.cmu.edu/reports/93tr024.pdf
• http//www.sei.cmu.edu/reports/08tn003.pdf
• http//en.wikipedia.org/wiki/Capability_Maturity_M
  odel
• http//www.geekinterview.com/question_details/6294
  2
• http//www.brighthub.com/office/project-management
  /articles/69310.aspx
• http//www.unf.edu/ncoulter/cen6070/handouts/iso-
  cmm.pdf
• http//sqa.fyicenter.com/FAQ/Testing-Techniques/Wh
  ats_the_difference_between_ISO_vs_CMM_.html
• http//www.codeguru.com/forum/archive/index.php/t-
  311306.html
• http//www.sei.cmu.edu/about/organization/
• http//www.acq.osd.mil/