{"id":333,"date":"2018-07-26T04:22:40","date_gmt":"2018-07-26T04:22:40","guid":{"rendered":"http:\/\/csp8.epgpbooks.inflibnet.ac.in\/?post_type=chapter&p=333"},"modified":"2018-08-08T06:19:55","modified_gmt":"2018-08-08T06:19:55","slug":"capability-maturity-model-2","status":"publish","type":"chapter","link":"https:\/\/ebooks.inflibnet.ac.in\/csp8\/chapter\/capability-maturity-model-2\/","title":{"rendered":"Capability Maturity Model II"},"content":{"raw":"
\r\n\r\n \r\n

CAPABILITY MATURITY MODEL<\/strong><\/p>\r\n \r\n

Capability Maturity Model is a method of assessment used to develop and refine the software development process used by organisations.<\/p>\r\n \r\n

LEARNING OBJECTIVES\u00a0<\/strong><\/p>\r\n \r\n

\u2022\u00a0 To give the importance of regulation and standards.<\/p>\r\n

\u2022\u00a0 To detail on the continuous Process Improvement<\/p>\r\n

\u2022\u00a0 To indicate the various timeline measures<\/p>\r\n \r\n

CMM STAGED REPRESENTATION - 5 MATURITY LEVELS\u00a0<\/strong><\/p>\r\n

<\/p>\r\n\r\n<\/div>\r\n\"\"\r\n\r\nInitial Level<\/strong>\r\n\r\n \r\n

The probability of producing quality software is low. It does not encompass management practices, documentation or evaluation. If reach quality, usually due to extreme efforts of a few people or to individual practices by a manager. At initial level the processes are unpredictable and respond to crises.<\/span><\/p>\r\n\r\n

\r\n\r\n \r\n\r\nRepeatable Level\u00a0<\/strong>\r\n\r\n \r\n

Requirements management <\/em><\/strong>begins with the identification of project pre-requisites & assignment to the appropriate area. Project management <\/em><\/strong>begins with assigning responsibility, software development plan, implementation and analysis of project plan. Quality assurance <\/em><\/strong>begins with comparing actual progress on the project with the project plan. Software management <\/em><\/strong>begins with the collection of data, identification of elements of success and application to new projects. Quality of projects can be replicated.<\/p>\r\n \r\n\r\nDefined Level\u00a0<\/strong>\r\n\r\n \r\n

This level comprises of defining and implementing proven practices throughout the organization. Using these practices the productivity, efficiency and effectiveness are increased. Training groups are emerged in this level to provide organization-wide knowledge. It also involves the emergence of a group called the Software Engineering Process Group, which continues development of software processes.<\/p>\r\n \r\n\r\nManaged Level\u00a0<\/strong>\r\n\r\n \r\n

It involves increased management of software products and processes. Measurable goals are set for quality of software products and processes. Collection and analysis of data from all current projects are executed using software process database. Increased predictability and decreased risk due to improved standardized practices used throughout the organization.<\/p>\r\n \r\n\r\nOptimizing Level\u00a0<\/strong>\r\n\r\n \r\n

Continuous process improvement is done at this level. Proactive consideration of potential problems and weaknesses are done with the goal to prevent defects. Analysis of any defects or problem is done to make adjustments to prevent reoccurrence.<\/p>\r\n\r\n<\/div>\r\n

\r\n\r\n \r\n\r\nBehaviors at the Five Levels\u00a0<\/strong>\r\n\r\n<\/div>\r\n

\"\"<\/p>\r\n

Disadvantages of CMM<\/strong><\/p>\r\n\r\n

    \r\n \t
  • Organisations focus too much on next level as the target, rather than improving processes.<\/li>\r\n \t
  • CMM does not tell you how to achieve the goals, \u2018what\u2019 not \u2018how\u2019.<\/li>\r\n \t
  • Does not help to recover from an emergency situation.<\/li>\r\n<\/ul>\r\n \r\n\r\nSuccess stories\u00a0<\/strong>\r\n\r\n \r\n\r\nSome \u00a0companies \u00a0have \u00a0reached \u00a0level \u00a05 \u00a0according \u00a0to \u00a0the \u00a0CMM. \u00a0Boeings \u00a0Space Transportation Systems Software:\r\n
      \r\n \t
    • 140% increase in general productivity.<\/li>\r\n \t
    • Elimination of defects prior to release increased from 94% to nearly 100%.<\/li>\r\n \t
    • Early defect detections increased to 83% \u2013 knock on effect.<\/li>\r\n<\/ul>\r\n
      \r\n\r\n \r\n\r\nCAPABILITY MATURITY MODEL INTEGRATION (CMMI)\u00a0<\/strong>\r\n\r\n \r\n

      Capability Maturity Model Integration (CMMI) was developed in the late 90\u2019s and it separates organisation functions described earlier. When using more than one variant of CMM there are problems in coordination and cooperation. \u00a0CMMI helps to solve these problems.<\/p>\r\n \r\n\r\nITIL STRATEGY\u00a0<\/strong>\r\n\r\n \r\n

      ITIL is a systematic approach to high quality IT service delivery. It documents the best practice for IT Service Management and provides common language with well-defined terms. ITIL was developed in 1980s by what is now the Office of Government Commerce. itSMF is also involved in maintaining best practice documentation in ITIL. itSMF is global, independent and not-for-profit.<\/p>\r\n \r\n\r\n\"\"\r\n\r\nKey Concepts\u00a0<\/strong>\r\n

        \r\n \t
      • Service \u2013 <\/strong>It delivers value to customer by facilitating outcomes customers want to achieve without ownership of the specific costs and risks. e.g. The HFS backup service\u00a0means that you as Unit ITSS don\u2019t have to care about how much tapes, disks or robots cost and you don\u2019t have to worry if one of the HFS staff is off sick or leaves.<\/span><\/li>\r\n \t
      • Service Level - <\/strong>It is measured and reported achievement against one or more service level targets. E.g. Red = 1 hour response 24\/7, Amber = 4 hour response 8\/5, Green = Next business day<\/span><\/li>\r\n \t
      • Service Level Agreement - <\/strong>Service Level Agreement is written and negotiated agreement between Service Provider and Customer documenting agreed service levels and costs.<\/span><\/li>\r\n \t
      • Configuration Management System (CMS) \u2013 <\/strong>It provides tools and databases to manage IT service provider\u2019s configuration data. CMS contains Configuration Management Database (CMDB) and records hardware, software, documentation and anything else important to IT provision<\/span><\/li>\r\n \t
      • Release \u2013 <\/strong>The collection of hardware, software, documentation, processes or other things require to implement one or more approved changes to IT Services<\/span><\/li>\r\n \t
      • Incident \u2013 <\/strong>The unplanned interruption to an IT service or an unplanned reduction in its quality.<\/span><\/li>\r\n \t
      • Work-around \u2013 <\/strong>Work around focuses on reducing or eliminating the impact of an incident without resolving it.<\/span><\/li>\r\n \t
      • Problem \u2013 <\/strong>It is the unknown underlying cause of one or more incidents.<\/span><\/li>\r\n<\/ul>\r\n<\/div>\r\n
        \r\n\r\n \r\n\r\n4 Ps of Service Management\u00a0<\/strong>\r\n\r\n \r\n\r\nThe 4 Ps of service management include the following:\r\n
          \r\n \t
        • People \u2013 skills, training, communication.<\/li>\r\n \t
        • Processes \u2013 actions, activities, changes, goals.<\/li>\r\n \t
        • Products \u2013 tools, monitor, measure, and improve.<\/li>\r\n \t
        • Partners \u2013 specialist suppliers.<\/li>\r\n<\/ul>\r\n<\/div>\r\n \r\n

          THE SERVICE LIFECYCLE<\/strong><\/p>\r\n \r\n

          The service life cycle involves services strategy, design, transition, operation, continual service improvement.<\/p>\r\n\r\n

            \r\n \t
          • Service Strategy<\/strong>\r\n
              \r\n \t
            • Strategy generation<\/li>\r\n \t
            • Financial management<\/li>\r\n \t
            • Service portfolio management<\/li>\r\n \t
            • Demand management<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t
            • Service Design<\/strong>\r\n
                \r\n \t
              • Capacity, Availability, Info Security Management<\/li>\r\n \t
              • Service level & Supplier Management<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t
              • Service Transition<\/strong>\r\n
                  \r\n \t
                • Planning & Support<\/li>\r\n \t
                • Release & Deployment<\/li>\r\n \t
                • Asset & Configuration management<\/li>\r\n \t
                • Change management<\/li>\r\n \t
                • Knowledge Management<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t
                • Service Operation<\/strong>\r\n
                    \r\n \t
                  • Problem & Incident management<\/li>\r\n \t
                  • Request fulfilment<\/li>\r\n \t
                  • Event & Access management<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t
                  • Continual Service Improvement<\/strong>\r\n
                      \r\n \t
                    • Service measurement & reporting<\/li>\r\n \t
                    • 7-step improvement process<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ul>\r\n \r\n\r\nWeb Links<\/strong>\r\n
                        \r\n \t
                      • istqbexamcertification.com\/what-is-cmm-capability-maturity-model-what-are-cmm-levels\/<\/li>\r\n \t
                      • www.selectbs.com\/process-maturity\/what-is-the-capability-maturity-model<\/li>\r\n \t
                      • https:\/\/www.sei.cmu.edu\/reports\/93tr024.pdf<\/li>\r\n<\/ul>\r\n \r\n\r\nSupporting & Reference Materials<\/strong>\r\n
                          \r\n \t
                        • Roger S. Pressman, \u201cSoftware Engineering: A Practitioner\u2019s Approach\u201d, Fifth Edition, McGraw Hill, 2001.<\/li>\r\n \t
                        • Pankaj Jalote, \u201cAn Integrated Approach to Software Engineering\u201d, Second Edition, Narosa Publications, 2005.<\/li>\r\n \t
                        • Ian Sommerville, \u201cSoftware Engineering\u201d, Sixth Edition, Addison Wesley, 2000.<\/li>\r\n \t
                        • Pankaj Jalote, \u201cCMM in Practice: Processes for executing software projects at infosys\u201d, pearson 2011.<\/li>\r\n<\/ul>\r\n ","rendered":"
                          \n

                           <\/p>\n

                          CAPABILITY MATURITY MODEL<\/strong><\/p>\n

                           <\/p>\n

                          Capability Maturity Model is a method of assessment used to develop and refine the software development process used by organisations.<\/p>\n

                           <\/p>\n

                          LEARNING OBJECTIVES\u00a0<\/strong><\/p>\n

                           <\/p>\n

                          \u2022\u00a0 To give the importance of regulation and standards.<\/p>\n

                          \u2022\u00a0 To detail on the continuous Process Improvement<\/p>\n

                          \u2022\u00a0 To indicate the various timeline measures<\/p>\n

                           <\/p>\n

                          CMM STAGED REPRESENTATION – 5 MATURITY LEVELS\u00a0<\/strong><\/p>\n

                          \n<\/div>\n

                          \"\"<\/p>\n

                          Initial Level<\/strong><\/p>\n

                           <\/p>\n

                          The probability of producing quality software is low. It does not encompass management practices, documentation or evaluation. If reach quality, usually due to extreme efforts of a few people or to individual practices by a manager. At initial level the processes are unpredictable and respond to crises.<\/span><\/p>\n

                          \n

                           <\/p>\n

                          Repeatable Level\u00a0<\/strong><\/p>\n

                           <\/p>\n

                          Requirements management <\/em><\/strong>begins with the identification of project pre-requisites & assignment to the appropriate area. Project management <\/em><\/strong>begins with assigning responsibility, software development plan, implementation and analysis of project plan. Quality assurance <\/em><\/strong>begins with comparing actual progress on the project with the project plan. Software management <\/em><\/strong>begins with the collection of data, identification of elements of success and application to new projects. Quality of projects can be replicated.<\/p>\n

                           <\/p>\n

                          Defined Level\u00a0<\/strong><\/p>\n

                           <\/p>\n

                          This level comprises of defining and implementing proven practices throughout the organization. Using these practices the productivity, efficiency and effectiveness are increased. Training groups are emerged in this level to provide organization-wide knowledge. It also involves the emergence of a group called the Software Engineering Process Group, which continues development of software processes.<\/p>\n

                           <\/p>\n

                          Managed Level\u00a0<\/strong><\/p>\n

                           <\/p>\n

                          It involves increased management of software products and processes. Measurable goals are set for quality of software products and processes. Collection and analysis of data from all current projects are executed using software process database. Increased predictability and decreased risk due to improved standardized practices used throughout the organization.<\/p>\n

                           <\/p>\n

                          Optimizing Level\u00a0<\/strong><\/p>\n

                           <\/p>\n

                          Continuous process improvement is done at this level. Proactive consideration of potential problems and weaknesses are done with the goal to prevent defects. Analysis of any defects or problem is done to make adjustments to prevent reoccurrence.<\/p>\n<\/div>\n

                          \n

                           <\/p>\n

                          Behaviors at the Five Levels\u00a0<\/strong><\/p>\n<\/div>\n

                          \"\"<\/p>\n

                          Disadvantages of CMM<\/strong><\/p>\n

                            \n
                          • Organisations focus too much on next level as the target, rather than improving processes.<\/li>\n
                          • CMM does not tell you how to achieve the goals, \u2018what\u2019 not \u2018how\u2019.<\/li>\n
                          • Does not help to recover from an emergency situation.<\/li>\n<\/ul>\n

                             <\/p>\n

                            Success stories\u00a0<\/strong><\/p>\n

                             <\/p>\n

                            Some \u00a0companies \u00a0have \u00a0reached \u00a0level \u00a05 \u00a0according \u00a0to \u00a0the \u00a0CMM. \u00a0Boeings \u00a0Space Transportation Systems Software:<\/p>\n

                              \n
                            • 140% increase in general productivity.<\/li>\n
                            • Elimination of defects prior to release increased from 94% to nearly 100%.<\/li>\n
                            • Early defect detections increased to 83% \u2013 knock on effect.<\/li>\n<\/ul>\n
                              \n

                               <\/p>\n

                              CAPABILITY MATURITY MODEL INTEGRATION (CMMI)\u00a0<\/strong><\/p>\n

                               <\/p>\n

                              Capability Maturity Model Integration (CMMI) was developed in the late 90\u2019s and it separates organisation functions described earlier. When using more than one variant of CMM there are problems in coordination and cooperation. \u00a0CMMI helps to solve these problems.<\/p>\n

                               <\/p>\n

                              ITIL STRATEGY\u00a0<\/strong><\/p>\n

                               <\/p>\n

                              ITIL is a systematic approach to high quality IT service delivery. It documents the best practice for IT Service Management and provides common language with well-defined terms. ITIL was developed in 1980s by what is now the Office of Government Commerce. itSMF is also involved in maintaining best practice documentation in ITIL. itSMF is global, independent and not-for-profit.<\/p>\n

                               <\/p>\n

                              \"\"<\/p>\n

                              Key Concepts\u00a0<\/strong><\/p>\n

                                \n
                              • Service \u2013 <\/strong>It delivers value to customer by facilitating outcomes customers want to achieve without ownership of the specific costs and risks. e.g. The HFS backup service\u00a0means that you as Unit ITSS don\u2019t have to care about how much tapes, disks or robots cost and you don\u2019t have to worry if one of the HFS staff is off sick or leaves.<\/span><\/li>\n
                              • Service Level – <\/strong>It is measured and reported achievement against one or more service level targets. E.g. Red = 1 hour response 24\/7, Amber = 4 hour response 8\/5, Green = Next business day<\/span><\/li>\n
                              • Service Level Agreement – <\/strong>Service Level Agreement is written and negotiated agreement between Service Provider and Customer documenting agreed service levels and costs.<\/span><\/li>\n
                              • Configuration Management System (CMS) \u2013 <\/strong>It provides tools and databases to manage IT service provider\u2019s configuration data. CMS contains Configuration Management Database (CMDB) and records hardware, software, documentation and anything else important to IT provision<\/span><\/li>\n
                              • Release \u2013 <\/strong>The collection of hardware, software, documentation, processes or other things require to implement one or more approved changes to IT Services<\/span><\/li>\n
                              • Incident \u2013 <\/strong>The unplanned interruption to an IT service or an unplanned reduction in its quality.<\/span><\/li>\n
                              • Work-around \u2013 <\/strong>Work around focuses on reducing or eliminating the impact of an incident without resolving it.<\/span><\/li>\n
                              • Problem \u2013 <\/strong>It is the unknown underlying cause of one or more incidents.<\/span><\/li>\n<\/ul>\n<\/div>\n
                                \n

                                 <\/p>\n

                                4 Ps of Service Management\u00a0<\/strong><\/p>\n

                                 <\/p>\n

                                The 4 Ps of service management include the following:<\/p>\n

                                  \n
                                • People \u2013 skills, training, communication.<\/li>\n
                                • Processes \u2013 actions, activities, changes, goals.<\/li>\n
                                • Products \u2013 tools, monitor, measure, and improve.<\/li>\n
                                • Partners \u2013 specialist suppliers.<\/li>\n<\/ul>\n<\/div>\n

                                   <\/p>\n

                                  THE SERVICE LIFECYCLE<\/strong><\/p>\n

                                   <\/p>\n

                                  The service life cycle involves services strategy, design, transition, operation, continual service improvement.<\/p>\n

                                    \n
                                  • Service Strategy<\/strong>\n
                                      \n
                                    • Strategy generation<\/li>\n
                                    • Financial management<\/li>\n
                                    • Service portfolio management<\/li>\n
                                    • Demand management<\/li>\n<\/ul>\n<\/li>\n
                                    • Service Design<\/strong>\n
                                        \n
                                      • Capacity, Availability, Info Security Management<\/li>\n
                                      • Service level & Supplier Management<\/li>\n<\/ul>\n<\/li>\n
                                      • Service Transition<\/strong>\n
                                          \n
                                        • Planning & Support<\/li>\n
                                        • Release & Deployment<\/li>\n
                                        • Asset & Configuration management<\/li>\n
                                        • Change management<\/li>\n
                                        • Knowledge Management<\/li>\n<\/ul>\n<\/li>\n
                                        • Service Operation<\/strong>\n
                                            \n
                                          • Problem & Incident management<\/li>\n
                                          • Request fulfilment<\/li>\n
                                          • Event & Access management<\/li>\n<\/ul>\n<\/li>\n
                                          • Continual Service Improvement<\/strong>\n
                                              \n
                                            • Service measurement & reporting<\/li>\n
                                            • 7-step improvement process<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n

                                               <\/p>\n

                                              Web Links<\/strong><\/p>\n

                                                \n
                                              • istqbexamcertification.com\/what-is-cmm-capability-maturity-model-what-are-cmm-levels\/<\/li>\n
                                              • www.selectbs.com\/process-maturity\/what-is-the-capability-maturity-model<\/li>\n
                                              • https:\/\/www.sei.cmu.edu\/reports\/93tr024.pdf<\/li>\n<\/ul>\n

                                                 <\/p>\n

                                                Supporting & Reference Materials<\/strong><\/p>\n

                                                  \n
                                                • Roger S. Pressman, \u201cSoftware Engineering: A Practitioner\u2019s Approach\u201d, Fifth Edition, McGraw Hill, 2001.<\/li>\n
                                                • Pankaj Jalote, \u201cAn Integrated Approach to Software Engineering\u201d, Second Edition, Narosa Publications, 2005.<\/li>\n
                                                • Ian Sommerville, \u201cSoftware Engineering\u201d, Sixth Edition, Addison Wesley, 2000.<\/li>\n
                                                • Pankaj Jalote, \u201cCMM in Practice: Processes for executing software projects at infosys\u201d, pearson 2011.<\/li>\n<\/ul>\n

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