Capability Maturity Model Integration (CMMI) - process improvement approach was defined by the Carnegie Mellon Software Engineering Institute (SEI). that provides organizations with the essential elements of effective processes. It is a collection of instructions an organization can follow with the purpose to gain better control over its software development process.
Following levels are mentioned in this model:
Level 1 – Initial
At this maturity level software development processes are usually ad hoc. The organization usually does not provide a stable environment. Maturity level 1 organizations often produce products and services that work along with ad hoc processes; however they frequently exceed the budget and schedule of their projects. Success in these organizations depends on the workforce capabilities in the organization and not on the use of proven processes. Maturity level 1 organizations are characterized by a tendency to over commit, abandon processes in the time of crisis, and not be able to repeat their past successes again.
Level 2 – Repeatable
Organization may use some basic project management processes to track cost, schedule, and functionality. Earlier success project processes are in place to repeat on projects with similar applications to ensure that existing practices are retained during times of stress. When these practices are in place, projects are performed and managed according to their documented plans. Project status and the delivery of services are visible to management at defined points. The standards, process descriptions, and procedures may be quite different in each specific instance of the process (for example, on a particular project).
Level 3 – Defined
At this level software development processes are well documented, categorized and understood and are described in standards, procedures, tools, and methods to establish consistency across the organization. Standard processes are defined for various projects according to set guidelines. The organization’s management establishes process objectives based on the organization’s set of standard processes and ensures that these objectives are appropriately addressed. At level 3, the standards, process descriptions, and procedures for a project are based on the organization’s set of standard processes to suit a particular project or organizational unit.
Level 4 – Managed
Software development processes are precisely checked to effectively control the software development effort. Management identify ways to adapt and adjust the processes for particular projects without measurable losses of quality or deviations from specifications. The performance of processes is controlled using statistical and other quantitative techniques, and is quantitatively predictable.
Level 5 – Optimizing
The effects of deployed software development process improvements are measured and evaluated against the quantitative process-improvement objectives. Common causes are evaluated to optimize them to align changing objectives of organization and business values. Both the defined processes and the organization set of standard processes are the metrics of measurable improvement activities.
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