People Capability Maturity Model(Pcmm)

Topics: Capability Maturity Model, Project management, Software development process Pages: 3 (804 words) Published: November 14, 2008
The Capability Maturity Model (CMM) was developed by the Software Engineering Institute at Carnegie-Mellon University to describe a framework of five stages of evolution or levels of capability or process maturity. The CMM describes an evolutionary improvement path from an ad-hoc, immature process to a mature, disciplined process. This model applies to new product development as well as software development. While the CMM provides a model for process maturity, the Product Development Best Practices and Assessment software and the methodology provide a more comprehensive and sound framework for assessing and improving product development. The CMM model has been adapted by DRM Associates to describe the levels of maturity with the product development process. The five product development process CMM levels are: 1.Initial Level (ad-hoc, immature): At the initial level, the organization typically does not provide a stable environment for developing new products. When a organization lacks sound management practices, the benefits of good integrated product development practices are undermined by ineffective planning, reaction-driven commitment systems. process short-cuts and their associated risks, late involvement of key disciplines, and little focus on optimizing the product for its life cycle. The development process is unpredictable and unstable because the process is constantly changed or modified as the work progresses opr varies from one project to another. Performance depends on the capabilities of individuals or teams and varies with their innate skills, knowledge, and motivations. 2.Repeatable Level: At the repeatable level, policies for managing a development project and procedures to implement those policies are established. Effective management processes for development projects are institutionalized, which allow organizations to repeat successful practices developed on earlier projects, although the specific processes implemented by the projects may...
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