Capability Maturity Model (CMM)

CMM is an abbreviation for Capability Maturity Model (CMM). The CMM was originally intended as a tool for objectively assessing the ability of government contractors' processes to perform a contracted software project. CMM (Capability Maturity Model) Level 5 represents the top level of certified software development process: managed, repeatable, documented, self-optimizing. It is certified by Software Engineering Institute, USA. The company will be evaluated in all aspects of Quality, Customer report, document management, HR Management etc

Maturity model

A maturity model can be described as a structured collection of elements that describe certain aspects of maturity in an organization. A maturity model may provide, for example:
• a place to start
• the benefit of a community’s prior experiences
• a common language and a shared vision
• a framework for prioritizing actions
• a way to define what improvement means for your organization.
A maturity model can be used as a benchmark for comparison and as an aid to understanding - for example, for comparative assessment of different organizations where there is something in common that can be used as a basis for comparison. In the case of the CMM, for example, the basis for comparison would be the organizations' software development processes.

Levels of the Capability Maturity Model

There are five levels defined along the continuum of the CMM, and, according to the SEI: "Predictability, effectiveness, and control of an organization's software processes are believed to improve as the organization moves up these five levels. While not rigorous, the empirical evidence to date supports this belief."

1. Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a new process.
2. Managed - the process is managed according to the metrics described in the Defined stage.
3. Defined - the process is defined/confirmed as a standard business process, and decomposed to levels 0, 1 and 2 (the latter being Work Instructions).
4. Quantitatively managed
5. Optimized - process management includes deliberate process optimization/improvement.

Within each of these maturity levels are Key Process Areas (KPAs) which characterise that level, and for each KPA there are five definitions identified:

1. Goals
2. Commitment
3. Ability
4. Measurement
5. Verification

The KPAs are not necessarily unique to CMM, representing — as they do — the stages that organizations must go through on the way to becoming mature.

The CMM provides a theoretical continuum along which process maturity can be developed incrementally from one level to the next. Skipping levels is not allowed/feasible.

Level 1 - Initial (Chaotic)
It is characteristic of processes at this level that they are (typically) undocumented and in a state of dynamic change, tending to be driven in an ad hoc, uncontrolled and reactive manner by users or events. This provides a chaotic or unstable environment for the processes.

Level 2 - Repeatable

It is characteristic of processes at this level that some processes are repeatable, possibly with consistent results. Process discipline is unlikely to be rigorous, but where it exists it may help to ensure that existing processes are maintained during times of stress.

Level 3 - Defined

It is characteristic of processes at this level that there are sets of defined and documented standard processes established and subject to some degree of improvement over time. These standard processes are in place (i.e., they are the AS-IS processes) and used to establish consistency of process performance across the organization.

Level 4 - Managed
It is characteristic of processes at this level that, using process metrics, management can effectively control the AS-IS process (e.g., for software development). In particular, management can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications. Process Capability is established from this level.

Level 5 - Optimized
It is a characteristic of processes at this level that the focus is on continually improving process performance through both incremental and innovative technological changes/improvements.

At maturity level 5, processes are concerned with addressing statistical common causes of process variation and changing the process (for example, to shift the mean of the process performance) to improve process performance. This would be done at the same time as maintaining the likelihood of achieving the established quantitative process-improvement objectives.