Problem with Capability Maturity Model (CMM)
Anbesa Jima Department of Computing Science, Adama Science and Technology University, Ethiopia
Abstract The Capability Maturity Model is an organizational model that describes 5 evolutionary stages (levels) in which an organization manages its processes. The Capability Maturity Model does come with some drawbacks. It is a goal, not a method, being used just as stamp of approval, doesn’t say anything about software, and doesn’t help in a crisis, only for repetitive tasks. In any context in which the CMM is applied, a reasonable interpretation of the practices should be used. The CMM must be appropriately interpreted, using informed professional judgment, when the business environment of the organization differs significantly from that of a large contracting organization. The CMM is not prescriptive; it does not tell an organization how to improve. The CMM describes an organization at each maturity level without prescribing the specific means for getting there.
One of the most comprehensive software process improvement and assessment framework is the Capability Maturity Model (CMM) developed by the Software Engineering Institute (SEI) at Carnegie Mellon University. Describes an evolutionary improvement path for software organizations from an ad hoc, immature process to a mature, disciplined one. Provides guidance on how to gain control of processes for developing and maintaining software and how to evolve toward a culture of software engineering and management excellence. The Capability Maturity Model categories software process maturity into five levels, starting from an initial level to an optimized level. The Model specifies key process areas (KPAs) for each level, which determine the process maturity in the organization in respect of software development .Building quality software is a process supported by methodology and tools and involves people working over a fairly long period of time. Software projects therefore need to be managed well throughout this lifecycle. Software Engineering Institute (SEI) at Carnegie Mellon University developed a Capability Maturity Model (CMM), which defined key performance areas from an initial level of maturity to a level of optimization. The model focuses on the management at each level. Effective software project management focuses on people, process and the product. At every level of CMM it is important to consider the people issues as the success or failure depends largely on the people capabilities both managerial and engineering. The SEI has therefore developed a People CMM (1), which provides a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce.
Capability Maturity Model (CMM)
The Capability Maturity Model is an organizational model that describes 5 evolutionary stages (levels) in which an organization manages its processes. Capability Maturity Model (CMM) describes 5 evolutionary stages in which an organization manages its processes. The thought behind the Capability Maturity Model, originally developed for software development, is that an organization should be able to absorb and carry its software applications. The model also provides specific steps and activities to get from one level to the next. The 5 Stages of the Capability Maturity Model are: 1. Initial (processes are ad-hoc, chaotic, or actually few processes are defined) 2. Repeatable (basic processes are established and there is a level of discipline to stick to these processes) 3. Defined (all processes are defined, documented, standardized and integrated into each other) 4. Managed (processes are measured by collecting detailed data on the processes and their quality) 5. Optimizing (continuous process improvement is adopted and in place by quantitative feedback and from piloting new ideas and technologies) The Capability Maturity Model is useful not only for software development,...
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