HISTORY OF CMMI

In the mid 1980s, the Cold War was still warm, and the U.S. Department of Defence was increasingly relying on computers for all aspects of its operations. The computers were puny compared with today's, and military computers had to meet stringent environmental and reliability requirements that made them even bigger, heavier and slower than civilian machines. Graphical operating systems and applications were starting to appear, and most military software was developed by external contractors. The DOD badly needed a way to determine whether contractors could provide software on time, within budget and to specifications. The answer came from Carnegie Mellon University's Software Engineering Institute. Its Capability Maturity Model was a way to assess and describe the quality of an organization's software development. First released around 1990, CMM was eventually extended to other process areas. SEI began the development of a process improvement model for software engineering in 1988. In August 1991 the first version of the Capability Maturity Model for Software (SW-CMM) was published by the SEI. Subsequently, the Enterprise Process Improvement Collaboration (EPIC), an industry and government collaborative effort, developed and published the Systems Engineering Capability Maturity Model (SE-CMM), and the International Council on Systems Engineering (INCOSE) developed and published the Systems Engineering Capability Assessment Model (SECAM). Additional CMMs were also developed, including: the Software Acquisition CMM, the People CMM, and the Integrated Product Development CMM. Some business domains have also produced their own CMMs. Interest grew in combining the existing systems engineering CMMs into a single systems engineering model. The Electronic Industries Alliance (EIA) in concert with EPIC and INCOSE began an effort to consolidate the two Systems Engineering CMMs. The resulting systems engineering CMM was termed the Systems Engineering Capability Model (SECM) and was assigned the designation EIA/IS-731. Some organizations developed CMMs integrating several disciplines such as the Federal Aviation Administration's integrated Capability Maturity Model (FAA-iCMM). As the SW-CMM Version 2.0 was completing its review process, OSD directed that the CMMI project be undertaken as a collaborative industry, government and SEI effort and that the CMM Version 2.0 be cancelled as a stand-alone CMM and replaced by the software version of the CMMI product suite.

CMMI
Definition: A software engineering and organizational development process improvement approach that provides organizations with the essential elements for effective process improvement. It can be used to guide process improvement across a project, a division, or an entire organization. CMMI helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes and provide a point of reference for appraising current processes.

The primary goal of CMMI is to Improve processes for better products as per CMMIs mantra rather than merely providing certifications to organizations so that they can attract more business. CMMI helps organizations improve quality by optimizing the people, the tools and the methods through consistent processes

Procedures and methods defining the relationship of tasks

B A C D

PROCESS
People with skills, training, and motivation

Tools and equipment

CMMI APPRAISALS
The formal method from determining whether an organization has achieved a maturity level is by way of a SCAMPI (Standard CMMI Appraisal Method for Process Improvement) 1-2 week of evidence reviews and interviews. Appraisal Team Members (ATM) may consist of 6-10 trained appraisers led by a SEIauthorized Lead Appraiser who will conduct the appraisal and log entries within the Method Description Document (MDD) Determine if the CMMI interviewees are following the defined methodology collectively. The defined methodology requires evidence of every practice for every project. Following the SCAMPI, the SEI-authorized Lead Appraiser will produce an Appraisal Disclosure Statement (ADS) based on the MDD results.

MATURITY LEVELS
Level 0 Ad hoc, informal, and inconsistent Level 1 Performed Level 2 Managed (At Project Level) Level 3 Defined (At Organisation Level) Level 4 Quantitatively Managed (Organisation is managed through numbers) Level 5 Optimizing (Focuses on process improvement)

ROAD MAP FOR CMMI IMPLEMENTATION

CMMI Overview Training: The overview training defines CMMI practices that businesses have implemented on their way to success. Practices cover topics that include eliciting and managing requirements, decision making, measuring performance, planning work, handling risks, and more.

Using these practices, you can improve your chances of business success. CMMI practices can be used in a team, a work group, a project, a division, or an entire organization. Significance of CMMI and the impact on the productivity of the organisation is explained so that people do adopt the necessary changes that would be bought to the organisation. How does CMMI brings in effectiveness to the organisational processes are explained and detailed and also how the consultant would implement the CMMI practices in the organisation is explained. Initial Understanding of existing processes: The consultant would then try to understand the existing processes of the organisation, the quality methods being employed in the organisation. Since the whole CMMI practices talks about standardizing the processes incurred in the organisation and continually improve on the standards, it is important for the consultant to understand the existing processes so that the team can be deployed in various places to successfully implement CMMI practices in the organisation. QMS QMS Quality Management System of the organisation is assessed by the consultant so that the GAP report can be prepared and the Gap in the organisational processes can be closed and an effective organisation of processes is developed. The process followed is:

Review Review of the existing QMS is done by the consultant. GAP Report A GAP report of the existing QMS is prepared. Close All the GAPS in the existing QMS needs to be closed and a deadline is given by the consultant to the QMS team. Support All the necessary support is provided by the consultant and the ATMs (Appraiser team members.)

PROJ
All the above processes is repeated on the project level of the organisation by the consultant as shown in the diagram below:

Guide The consultant guides the whole team to implement CMMI practices GAP Report A GAP report of the existing QMS is prepared. Close All the GAPS in the existing QMS needs to be closed and a deadline is given by the consultant to the QMS team. Support All the necessary support is provided by the consultant and the ATMs (Appraiser team members.)

GAP Analysis (Internal / External) :- GAP analysis is done for both Internal and
External organisation to understand the current standards and working of the organisation. Analyse the Gap between the current standards and the expected standards so that the gap can be bridged to achieve organisational effectiveness.

CMMI Official Introduction Training SCAMPI Training The official training of

CMMI is introduced to the process group (the team who is implementing CMMI practices in the organisation). In this stage the process group is trained by the consultant to implement CMMI practices and outlines how can it be implemented in the organisation.

Preaudit The consultant audits the organisation before the final audit and checks for the
readiness of the organisation before the final audit. A readiness report for the same is prepared to understand and analyse the Gaps between the current standards and the desired standards.

Readiness Review The reports of the pre audit is analysed to understand the current
position of the organisation. Actually through this review the consultant understands if the organisation is ready for the final appraisal or not.

Preparation for Final Appraisal Depending on the organisations requirement for the
level of CMMI (3,4 or 5), the quality team and the consultant prepares the processes in the organisation for the audit.

Audit The Lead Appraiser (LA) comes and audits the organisation as per the rules of SEI.
The audit happens and all the documented proof of the processes followed is audited.

Reports Report Audit Submission Results