4/6/2022 Group No 02

Amal Nadeem
Hala Ali Khan
Rimsha Shaheen
Sana Akbar
Sabahat Tasleem
Tayyaba Salamat
Ubaida Waheed
Mahrukh Ali Khan
Sadia Azam
 Software Quality Engineering
Class Task
1. Why Bank of Montreal (BMO) Financial Group  couldn't move towards
maturity level 5, list down barriers?
BMO is only the second Canadian company to achieve CMMI level 3 (following IBM) and
the first Canadian bank to achieve CMM and CMMI level 4. BMO financial group couldn’t
move towards maturity level 5 because there is no need for it. The accuracy at level 4 is also
so high and because of its internal vision and leadership, as well as the presence of a local
third-party partner, it is able to see the tangible benefits of such a large-scale implementation,
providing it with constant feedback on the real bottom-line benefits derived from its
investment in CMMI process improvements.
Also, BMO didn’t reach maturity level 5 because there were many issues. The resources required to
manage the change orders on a particular project were enormous and it results in high costs and lead time

In development level 5 we center around how to further develop process execution to save
time and fulfill client. For this situation concentrate on estimating the impacts of interaction
improvement exercises requires long stretches of social affair and investigating estimations
around expanded efficiency, more limited process duration, and expanded quality and further
develops client and worker fulfillment. In this manner, here the accomplishment of CMMI
level 5 rating through SEI gives concrete and approved information.

2. List down the processes that have improved.

The successful implementation of a Capability Maturity Model Integration (CMMI) process
improvement effort does not just depend on an understanding of the CMMI, and the process
innovations, but also on the endorsement of senior management, and the core culture of the
company.
In the case of BMO, the organization applied these measurement techniques to the ongoing
development of a specific software Derivative System application. As a result of their
implementation of quality processes in the ongoing development this application over a
number of releases, BMO was able to:
• Achieve maintenance support productivity 3.8 times the industry average.
• Increased enhancement support productivity to more than 2 times industry average.
• Reduced the defects per release from an industry average 6 -12 to 2.
• Increased the delivery performance of function points per employee to significantly
above industry averages.
• The number of software defects related to requirements has dropped by some 50
percent since implementing the new controls.
3. Why did they not adopt six sigma
Its ongoing commitment to improved productivity has led it to adopt the Carnegie Mellon CMMI
(Capability Maturity Model Integration) approach, which it believes enhances its effectiveness,
decision-making process and overall operational effectiveness.so, they adopted CMMI not Six
sigma. Successful implementation of the CMMI, in a staged approach, increasing maturity levels over
time, can create many benefits for companies.

Later on, to improve the capability of their business processes and to attract new customer Using Lean Six
Sigma methodologies, BMO's deployment, launched in 2005, has reduced errors, improved cycle-time,
eliminated waste and is already anticipated to provide annualized savings of nearly $55 million over a
five-year benefit period on just $5.3 million in investments. Using six sigma model they won international
quality and productivity award.