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    Capability Maturity Model For Software (CMM) : Maturity Level - 5 (Optimized Level)

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    suhas deshpande
    The document describes the key process areas (KPA) for achieving level 5 maturity in the Capability Maturity Model (CMM) for software. At level 5, continuous process improvement is a way of life, with a focus on preventing defects and promoting innovations. The three KPAs are: 1) Defect prevention, which analyzes past defects to prevent recurrences; 2) Technology change management, which identifies and evaluates new technologies; and 3) Process change management, which continuously improves software processes to increase quality and productivity. All three KPAs emphasize commitment, ability, and measurement to manage their respective improvement activities.

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    Capability Maturity Model For Software (CMM) : Maturity Level - 5 (Optimized Level)

    Uploaded by

    suhas deshpande
    101 views20 pages
    The document describes the key process areas (KPA) for achieving level 5 maturity in the Capability Maturity Model (CMM) for software. At level 5, continuous process improvement is a way of life, with a focus on preventing defects and promoting innovations. The three KPAs are: 1) Defect prevention, which analyzes past defects to prevent recurrences; 2) Technology change management, which identifies and evaluates new technologies; and 3) Process change management, which continuously improves software processes to increase quality and productivity. All three KPAs emphasize commitment, ability, and measurement to manage their respective improvement activities.

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    CMMLevel5

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    The document describes the key process areas (KPA) for achieving level 5 maturity in the Capability Maturity Model (CMM) for software. At level 5, continuous process improvement is a way of life, with a focus on preventing defects and promoting innovations. The three KPAs are: 1) Defect prevention, which analyzes past defects to prevent recurrences; 2) Technology change management, which identifies and evaluates new technologies; and 3) Process change management, which continuously improves software processes to increase quality and productivity. All three KPAs emphasize commitment, ability, and measurement to manage their respective improvement activities.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    101 views20 pages

    Capability Maturity Model For Software (CMM) : Maturity Level - 5 (Optimized Level)

    Uploaded by

    suhas deshpande
    The document describes the key process areas (KPA) for achieving level 5 maturity in the Capability Maturity Model (CMM) for software. At level 5, continuous process improvement is a way of life, with a focus on preventing defects and promoting innovations. The three KPAs are: 1) Defect prevention, which analyzes past defects to prevent recurrences; 2) Technology change management, which identifies and evaluates new technologies; and 3) Process change management, which continuously improves software processes to increase quality and productivity. All three KPAs emphasize commitment, ability, and measurement to manage their respective improvement activities.

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    CAPABILITY MATURITY MODEL

    for Software (CMM)


    Version 1.1
    Maturity Level – 5 (Optimized Level)
    Characteristics of a Level
    5 Organization
    • At level 4, the process is quantitatively understood
    • At level 5, continuous process improvement is a way
    of life. The focus is on preventing the occurrence of
    defects and promoting innovations.
    • In immature organizations, no one may be
    responsible for process improvement
    • Mature organizations usually have 70-80%
    participation in improvement
    Level 5 Key Process Areas

    • Defect prevention
    • Technology change management
    • Process change management
    Defect Prevention
    • Purpose is to identify the cause of defects and
    prevent them from recurring

    • Involves
    – Analyzing defects that were encountered in the
    past.
    – Taking specific actions to prevent the occurrence
    of these types of defects in the future.
    – Trends are analyzed to track the types of defects that
    have been encountered and to identify defects that
    are likely to recur.
    DP - Common Features
    • Commitment
    – Written organizational policy / and policy for the
    project for defect prevention activities.
    • Ability
    – Team that is responsible for coordinating the defect
    prevention activities should exist at the organization
    level and project level.
    – Adequate resources and funding
    – Training on defect prevention for personnel
    performing these activities
    • Measurement
    – To determine the status of the defect prevention
    activities.
    DP - Activities
    • Defect prevention activities are planned.
    – The software project develops and maintains a plan for
    its defect prevention activities.
    – At the beginning of a software task, the members of
    the team performing the task meet to prepare for the
    activities of that task and the related defect prevention
    activities.
    • Common causes of defects are sought out and identified.
    – Causal analysis meetings are conducted according to a
    documented procedure.
    – Defect prevention data are documented and tracked
    across the teams coordinating defect prevention
    activities.
    DP - Activities
    • Common causes of defects are prioritized and
    systematically eliminated.
    – Each of the teams assigned to coordinate defect
    prevention activities meets on a periodic basis to
    review and coordinate implementation of action
    proposals from the causal analysis meetings.
    – Revisions to the organization's standard software
    process resulting from defect prevention actions are
    incorporated
    – Revisions to the project's defined software process
    resulting from defect prevention actions are
    incorporated
    – Members of the software engineering group and
    software-related groups receive feedback on the
    status and results of the organization's and project's
    defect prevention activities on a periodic basis.
    Technology Change
    Management
    • Purpose is to identify new technologies and transfer
    them into an organization in an orderly manner.
    • Involves
    – Identifying, selecting, and evaluating new
    technologies.
    – Pilot efforts are performed to assess new
    technologies.
    – Incorporating effective technologies into the
    organization.
    TCM - Common Features
    • Commitment
    – Written organizational policy for technology change
    management
    – Senior management sponsorship for technology
    change management.
    – Senior management oversees the technology change
    management activities.
    • Ability
    – Group that is responsible for technology change
    management activities exist.
    – Adequate resources and funding
    – Support for collecting and analyzing data needed to
    evaluate technology changes
    TCM - Common Features

    • Measurement
    – To determine the status of technology change
    management activities.
    TCM - Activities

    • Incorporation of technology changes are planned.


    – The organization develops and maintains a plan for
    technology change management.
    TCM - Activities
    • New technologies are evaluated to determine their effect
    on quality and productivity.
    – The group responsible for the organization's technology
    change management activities works with the software
    projects in identifying areas of technology change.
    – The group responsible for the organization's technology
    change management systematically analyzes the
    organization's standard software process to identify
    areas that need or could benefit from new technology.
    – Technologies are selected and acquired for the
    organization and software projects according to a
    documented procedure.
    – Pilot efforts for improving technology are conducted,
    where appropriate, before a new technology is
    introduced into normal practice.
    TCM - Activities

    • Appropriate new technologies are transferred into


    normal practice across the organization.
    – Software managers and technical staff are kept
    informed of new technologies.
    – Appropriate new technologies are incorporated into
    the organization's standard software process
    – Appropriate new technologies are incorporated into
    the projects' defined software processes
    Process Change
    Management
    • Purpose is to continuously improve the software
    process used in the organization with the intent of
    improving software quality, increasing productivity,
    and decreasing the cycle time for product
    development
    • Involves
    – Defining process improvement goals
    – Systematically identifying, evaluating, and
    implementing improvements to the organization’s
    standard software process and the projects’
    defined software processes
    PCM - Common Features
    • Commitment
    – Written organizational policy for implementing
    software process improvements.
    – Senior management sponsorship for software
    process improvement.
    • Ability
    – Adequate resources and funding
    – Training for software managers in software process
    improvement.
    – Senior management receives required training in
    software process improvement.
    • Measurement
    – To determine the status of the software process
    improvement activities.
    PCM - Activities
    • Continuous process improvement is planned.
    – The group responsible for the organization's
    software process activities (e.G., Software
    engineering process group) coordinates the
    software process improvement activities.
    – The organization develops and maintains a
    plan for software process improvement
    according to a documented procedure.
    – The software process improvement
    activities are performed in accordance with
    the software process improvement plan.
    PCM - Activities
    • Participation in the organization’s software process
    improvement activities is ORGANISATION wide.
    – A software process improvement program is
    established which empowers the members of the
    organization to improve the processes of the
    organization.
    – Members of the organization actively participate in
    teams to develop software process improvements for
    assigned process areas.
    PCM - Activities
    • Participation in the organization’s software process
    improvement activities is ORGANISATION wide.
    – Software managers and technical staff receive
    feedback on the status and results of the software
    process improvement activities on an event-driven
    basis.
    • The ORGANISATIONS standard software process and the
    projects’ defined software process are improved
    continuously.
    – The software process improvement activities are
    performed in accordance with the software process
    improvement plan.
    – Software process improvement proposals are handled
    – Where appropriate, the software process
    improvements are installed on a pilot basis to
    determine their benefits and effectiveness before they
    are introduced into normal practice.
    PCM - Activities

    • The ORGANISATIONS standard software process and


    the projects’ defined software process are improved
    continuously.
    – When the decision is made to transfer a software
    process improvement into normal practice, the
    improvement is implemented.
    – Records of software process improvement activities
    are maintained.
    End of Optimized Level (L5) KPAs

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