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Capability Maturaty Model

The document discusses the Capability Maturity Model (CMM) which is a development model for improving software processes and generating quality software. The CMM has five levels from initial to optimized that represent increasing process formality, optimization, and management. The CMM is used to judge an organization's software process maturity and identify key practices to increase maturity.

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ankitgupta0429
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44 views3 pages

Capability Maturaty Model

The document discusses the Capability Maturity Model (CMM) which is a development model for improving software processes and generating quality software. The CMM has five levels from initial to optimized that represent increasing process formality, optimization, and management. The CMM is used to judge an organization's software process maturity and identify key practices to increase maturity.

Uploaded by

ankitgupta0429
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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CAPABILITY MATURATY MODEL

• CMM is a strategy for improving the software process, to generate quality software.

• The Capability Maturity Model (CMM) is a development model created after a study
of data collected from organizations that contracted with the U.S. Department of
Defense, who funded the research. The term "maturity" relates to the degree of formality
and optimization of processes, from ad hoc practices, to formally defined steps, to
managed result metrics, to active optimization of the processes.

• It is use to judge the maturity of s/w process an organization and to identify the key
practice that are required to increase the maturity of theses process.

There are five levels of the CMM

• Initial (process unpredictable and poorly controlled) • No engineering management, everything


done on ad hoc basis • Software process is unpredictable with respect to time and cost • It depends on
current staff, as staff change so does the process.

• Repeatable (basic project management) • Planning and managing of new projects are based on the
experience with the similar projects
• Realistic plans based on the performance based on the previous projects.
• Defined (process standardization)
• Process of developing and maintaining s/w across the organization is documented including
engineering and management.
• Training programs are implemented to ensure that the staff have skills and knowledge required
• Risk management .

• Managed (Quantitative measurement)


• Organization set quantitative goals for both product and process.
• Here process is predictable both with respect to time and cost .

• Optimized (continuous process improvement)


• Here organization analysis defects to determine their causes and goals is to preventing the occurrence
of defects
• Here company continuously improve the process performance of their projects.

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