CMM(Capability Maturity Model)

Presented By:
Iqra Ejaz
Rida Hameed
Jamshed Sharif
Zain-ul- Abdin
Aqib Rehman

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 CMM
(Capability Maturity Model)

• Created by the Software Engineering Institute, a

research center founded by Congress in 1984
• A structure designed to direct IT organizations through
software process improvement
• Philosophy of “continuous process improvement”

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 Maturity Levels

• A maturity level is a well-defined evolutionary

plateau of process improvement.
• There are five maturity levels.
• Each level is a layer in the foundation of
continuous process improvement using a proven
sequence of improvements, beginning with
basic management practices and progressing
through a predefined and proven path of
successive levels.

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 Maturity levels should not be Skipped

• Each maturity level provides a necessary

foundation for effective implementation of
processes at the next level.

---Higher level processes have less chance of success

without the discipline provided by lower levels.

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5 Levels of the Capability Maturity Model:

Optimizing 18.4%

Measured 4.5%

Defined 32.9%

Managed 32.9%

Initial 2.2%

9.0%

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 CMMI Process Maturity Profile
SEI CMMI v.1.1 Class A Appraisal Results

550

500
Number of Organizations

450

400
350
32.9% 32.9%
300

250
18.4%
200
150
9.0%
100
4.5%
50 2.2%

Not Given Initial Managed

Defined Quantitatively Optimizing
Managed
Based on most recent appraisal of 1,106 organizations , from 3/2002 – 12/2005 & reported by 1/2006.
Incl.s results for system engineering, software engineering, integrated prod & process developm, &
supplier sourcing
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www.sei.cmu.edu/appraisal-program/profile/pdf/CMMI/2006marCMMI.pdf
 The Initial: Level 1

• Probability of producing quality software

is low
• No management practices
• No documentation or evaluation
• If reach quality, usually due to extreme
efforts of a few people or to individual
practices by a manager
• Respond to crises
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 The Managed: Level 2

• Requirements management begins: identification of

project prerequisites & assignment to the appropriate
area
• Project management begins: responsibility, software
development plan, implementation and analysis of
project plan
• Quality assurance begins: comparing actual progress on
the project with the project plan
• Software management begins: collection of data,
identification of elements of success and application to
new projects
• Quality of projects able to be replicated
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 The Defined: Level 3
• Defining and implementing proven practices
throughout the organization
• Increased productivity, efficiency and
effectiveness using these practices
• Emergence of training group to provide
organization-wide knowledge
• Emergence of a group called the Software
Engineering Process Group, which continues
development of software processes

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 The Measured: Level 4

• Increased management of software products and

processes
• Measurable goals set for quality of software products
and processes
• Collection and analysis of data from all current projects
using a software process database
• Increased predictability and decreased
risk due to improved standardized practices
used throughout the organization

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 The Optimization: Level 5

• “Continuous process improvement”

• Proactive consideration of potential problems
and weaknesses
• Work to prevent defects
• Analysis of any defects or problems and making
adjustments to prevent reoccurrence

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Any Questions???

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