What is the mean of SEI CMMI Level 5 Companies? SEI CMM or The Capability Maturity Model for Software is a model for judging the maturity of the software processes of an organization & for identifying the key practices that are required to increas. CMMI for Development, Version 1.3 Preface iii Chapter 4, Relationships Among Process Areas, provides insight into the meaning and interactions among the CMMI-DEV process areas. Chapter 5, Using CMMI Models, describes paths to adoption and the use of CMMI for process improvement and benchmarking of practices in a development organization. NetSol Technologies (Pvt.) Ltd. CMMI Level 5. Netsol is the first CMMI level five maturity level company in Pakistan. Netsol has 800+ employees. Systems (Pvt.) Ltd. CMMI Level 3. Systems limited is the first software house of Pakistan, established in 1977. Systems has grown it strength since then and now number of employees are 400+, working in.

1. Cmm Level 3 Company
2. Cmm Level 5 Software Companies In Mumbai

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.

The model's aim is to improve existing software development processes, but it can also be applied to other processes.

• 2History
• 3Model topics

Overview[edit]

The Capability Maturity Model was originally developed as a tool for objectively assessing the ability of government contractors' processes to implement a contracted software project. The model is based on the process maturity framework first described in IEEE Software^[1] and, later, in the 1989 book Managing the Software Process by Watts Humphrey. It was later published in a report in 1993^[2] and as a book by the same authors in 1995.

Though the model comes from the field of software development, it is also used as a model to aid in business processes generally, and has also been used extensively worldwide in government offices, commerce, and industry.^{[3][citation needed]}

History[edit]

Prior need for software processes[edit]

In the 1980s, the use of computers grew more widespread, more flexible and less costly. Organizations began to adopt computerized information systems, and the demand for software development grew significantly. Many processes for software development were in their infancy, with few standard or 'best practice' approaches defined.

As a result, the growth was accompanied by growing pains: project failure was common, the field of computer science was still in its early years, and the ambitions for project scale and complexity exceeded the market capability to deliver adequate products within a planned budget. Individuals such as Edward Yourdon,^[4]Larry Constantine, Gerald Weinberg,^[5]Tom DeMarco,^[6] and David Parnas began to publish articles and books with research results in an attempt to professionalize the software-development processes.^[3][7]

In the 1980s, several US military projects involving software subcontractors ran over-budget and were completed far later than planned, if at all. In an effort to determine why this was occurring, the United States Air Force funded a study at the Software Engineering Institute (SEI).

Precursor[edit]

The first application of a staged maturity model to IT was not by CMU/SEI, but rather by Richard L. Nolan, who, in 1973 published the stages of growth model for IT organizations.^[8]

Watts Humphrey began developing his process maturity concepts during the later stages of his 27-year career at IBM.^[9]

Development at Software Engineering Institute[edit]

Active development of the model by the US Department of Defense Software Engineering Institute (SEI) began in 1986 when Humphrey joined the Software Engineering Institute located at Carnegie Mellon University in Pittsburgh, Pennsylvania after retiring from IBM. At the request of the U.S. Air Force he began formalizing his Process Maturity Framework to aid the U.S. Department of Defense in evaluating the capability of software contractors as part of awarding contracts.

The result of the Air Force study was a model for the military to use as an objective evaluation of software subcontractors' process capability maturity. Humphrey based this framework on the earlier Quality Management Maturity Grid developed by Philip B. Crosby in his book 'Quality is Free'.^[10] Humphrey's approach differed because of his unique insight that organizations mature their processes in stages based on solving process problems in a specific order. Humphrey based his approach on the staged evolution of a system of software development practices within an organization, rather than measuring the maturity of each separate development process independently. The CMM has thus been used by different organizations as a general and powerful tool for understanding and then improving general business process performance.

Watts Humphrey's Capability Maturity Model (CMM) was published in 1988^[11] and as a book in 1989, in Managing the Software Process.^[12]

Organizations were originally assessed using a process maturity questionnaire and a Software Capability Evaluation method devised by Humphrey and his colleagues at the Software Engineering Institute.

The full representation of the Capability Maturity Model as a set of defined process areas and practices at each of the five maturity levels was initiated in 1991, with Version 1.1 being completed in January 1993.^[2] The CMM was published as a book^[13] in 1995 by its primary authors, Mark C. Paulk, Charles V. Weber, Bill Curtis, and Mary Beth Chrissis.United States of AmericaNew York, USA.

CMMI[edit]

The CMM model's application in software development has sometimes been problematic. Applying multiple models that are not integrated within and across an organization could be costly in training, appraisals, and improvement activities. The Capability Maturity Model Integration (CMMI) project was formed to sort out the problem of using multiple models for software development processes, thus the CMMI model has superseded the CMM model, though the CMM model continues to be a general theoretical process capability model used in the public domain.^{[14][citation needed][15]}

Adapted to other processes[edit]

The CMM was originally intended as a tool to evaluate the ability of government contractors to perform a contracted software project. Though it comes from the area of software development, it can be, has been, and continues to be widely applied as a general model of the maturity of process (e.g., IT service management processes) in IS/IT (and other) organizations.

Model topics[edit]

Maturity models[edit]

A maturity model can be viewed as a set of structured levels that describe how well the behaviors, practices and processes of an organization can reliably and sustainably produce required outcomes.

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A maturity model can be used as a benchmark for comparison and as an aid to understanding - for example, for comparative assessment of different organizations where there is something in common that can be used as a basis for comparison. In the case of the CMM, for example, the basis for comparison would be the organizations' software development processes.

Structure[edit]

The model involves five aspects:

• Maturity Levels: a 5-level process maturity continuum - where the uppermost (5th) level is a notional ideal state where processes would be systematically managed by a combination of process optimization and continuous process improvement.
• Key Process Areas: a Key Process Area identifies a cluster of related activities that, when performed together, achieve a set of goals considered important.
• Goals: the goals of a key process area summarize the states that must exist for that key process area to have been implemented in an effective and lasting way. The extent to which the goals have been accomplished is an indicator of how much capability the organization has established at that maturity level. The goals signify the scope, boundaries, and intent of each key process area.
• Common Features: common features include practices that implement and institutionalize a key process area. There are five types of common features: commitment to perform, ability to perform, activities performed, measurement and analysis, and verifying implementation.
• Key Practices: The key practices describe the elements of infrastructure and practice that contribute most effectively to the implementation and institutionalization of the area.

Levels[edit]

There are five levels defined along the continuum of the model and, according to the SEI: 'Predictability, effectiveness, and control of an organization's software processes are believed to improve as the organization moves up these five levels. While not rigorous, the empirical evidence to date supports this belief'.^[16]

1. Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented repeat process.
2. Repeatable - the process is at least documented sufficiently such that repeating the same steps may be attempted.
3. Defined - the process is defined/confirmed as a standard business process
4. Capable - the process is quantitatively managed in accordance with agreed-upon metrics.
5. Efficient - process management includes deliberate process optimization/improvement.

Within each of these maturity levels are Key Process Areas which characterise that level, and for each such area there are five factors: goals, commitment, ability, measurement, and verification. These are not necessarily unique to CMM, representing — as they do — the stages that organizations must go through on the way to becoming mature.

The model provides a theoretical continuum along which process maturity can be developed incrementally from one level to the next. Skipping levels is not allowed/feasible.

Level 1 - Initial

It is characteristic of processes at this level that they are (typically) undocumented and in a state of dynamic change, tending to be driven in an ad hoc, uncontrolled and reactive manner by users or events. This provides a chaotic or unstable environment for the processes. (Example - a surgeon performing a new operation a small number of times - the levels of negative outcome are not known).

Level 2 - Repeatable

It is characteristic of this level of maturity that some processes are repeatable, possibly with consistent results. Process discipline is unlikely to be rigorous, but where it exists it may help to ensure that existing processes are maintained during times of stress.

Level 3 - Defined

It is characteristic of processes at this level that there are sets of defined and documented standard processes established and subject to some degree of improvement over time. These standard processes are in place. The processes may not have been systematically or repeatedly used - sufficient for the users to become competent or the process to be validated in a range of situations. This could be considered a developmental stage - with use in a wider range of conditions and user competence development the process can develop to next level of maturity.

Level 4 - Managed (Capable)

It is characteristic of processes at this level that, using process metrics, effective achievement of the process objectives can be evidenced across a range of operational conditions. The suitability of the process in multiple environments has been tested and the process refined and adapted. Process users have experienced the process in multiple and varied conditions, and are able to demonstrate competence. The process maturity enables adaptions to particular projects without measurable losses of quality or deviations from specifications. Process Capability is established from this level. (Example - surgeon performing an operation hundreds of times with levels of negative outcome approaching zero).

Cmm Level 5 Software Companies In Mumbai

Level 5 - Optimizing (Efficient)

It is a characteristic of processes at this level that the focus is on continually improving process performance through both incremental and innovative technological changes/improvements.

At maturity level 5, processes are concerned with addressing statistical common causes of process variation and changing the process (for example, to shift the mean of the process performance) to improve process performance. This would be done at the same time as maintaining the likelihood of achieving the established quantitative process-improvement objectives. There are only a few companies in the world that have attained this level 5.^{[citation needed]}.

Critique[edit]

The model was originally intended to evaluate the ability of government contractors to perform a software project. It has been used for and may be suited to that purpose, but critics^[who?] pointed out that process maturity according to the CMM was not necessarily mandatory for successful software development.

Software process framework[edit]

The software process framework documented is intended to guide those wishing to assess an organization's or project's consistency with the Key Process Areas. For each maturity level there are five checklist types:

See also[edit]

References[edit]

1. ^Humphrey, W. S. (March 1988). 'Characterizing the software process: a maturity framework'. IEEE Software. 5 (2): 73–79. doi:10.1109/52.2014. ISSN0740-7459.
2. ^ ^abPaulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (February 1993). 'Capability Maturity Model for Software (Version 1.1)'(PDF). Technical Report. Pittsburgh, PA: Software Engineering Institute, Carnegie Mellon University. CMU/SEI-93-TR-024 ESC-TR-93-177.
3. ^ ^abMcKay, Vivienne. 'What is the Capability Maturity Model? (CMM) Process Maturity FAQ'. www.selectbs.com. Retrieved 2017-03-20.
4. ^Yourdon, E. (1989). 1989. Modern Structured Analysis. New York: Prentice Hall.ISBN978-0135986240.
5. ^Weinberg, G. M. (1992). Quality Software Management: Anticipating Change. Vol. 1: Systems Thinking. New York: Dorset House Pub.ISBN978-0-932633-72-9.
6. ^DeMarco, T.; Lister, T. (1997). Waltzing with Bears: Managing Risk on Software Projects. New York: Dorset House Pub.ISBN978-0-932633-60-6.
7. ^'CMMI-Six Sigma, their roots'. Process Enhancement Partners, Inc. 2011-01-23. Retrieved 2018-05-11.
8. ^Nolan, R. L. (July 1973). 'Managing the computer resource: A stage hypothesis'. Comm. ACM. 16 (7): 399–405. doi:10.1145/362280.362284.
9. ^'People Capability Maturity Model (P-CMM) Version 2.0'. resources.sei.cmu.edu. Retrieved 2017-01-17.
10. ^Crosby, P. B. (1979). Quality is Free. New York: New American Library. ISBN0-451-62247-2.
11. ^Humphrey, W. S. (March 1988). 'Characterizing the software process: A maturity framework'(PDF). IEEE Software. 5 (2): 73–79. doi:10.1109/52.2014.
12. ^Humphrey, W. S. (1989). Managing the Software Process. SEI series in software engineering. Reading, Mass.: Addison-Wesley. ISBN0-201-18095-2.
13. ^Paulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (1995). The Capability Maturity Model: Guidelines for Improving the Software Process. SEI series in software engineering. Reading, Mass.: Addison-Wesley. ISBN0-201-54664-7.
14. ^Juran (2010-08-26). Juran'S Quality Hb 6E. McGraw-Hill Education (India) Pvt Limited. ISBN9780071070898.
15. ^Natarajan, R (2015). Proceedings of the International Conference on Transformations in Engineering Education. Springer.
16. ^State of Michigan SDLC Appendix on CMM Attests to 2001 use of the text so it couldn't have come from here.

External links[edit]

• Capability Maturity Model at Curlie
• Architecture Maturity Models at The Open Group

• SEI CMMI® Tutorial

• CMMI Terminology

• CMMI Useful Resources

• Selected Reading

A maturity level is a well-defined evolutionary plateau toward achieving a mature software process. Each maturity level provides a layer in the foundation for continuous process improvement.

In CMMI models with a staged representation, there are five maturity levels designated by the numbers 1 through 5

1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing

CMMI Staged Represenation- Maturity Levels

Now we will give more detail about each maturity level. Next section will list down all the process areas related to these maturity levels.

Maturity Level Details:

Maturity levels consist of a predefined set of process areas. The maturity levels are measured by the achievement of the specific and generic goals that apply to each predefined set of process areas. The following sections describe the characteristics of each maturity level in detail.

Maturity Level 1 - Initial

At maturity level 1, processes are usually ad hoc and chaotic. The organization usually does not provide a stable environment. Success in these organizations depends on the competence and heroics of the people in the organization and not on the use of proven processes.

Maturity level 1 organizations often produce products and services that work; however, they frequently exceed the budget and schedule of their projects.

Maturity level 1 organizations are characterized by a tendency to over commit, abandon processes in the time of crisis, and not be able to repeat their past successes.

Maturity Level 2 - Managed

At maturity level 2, an organization has achieved all the specific and generic goals of the maturity level 2 process areas. In other words, the projects of the organization have ensured that requirements are managed and that processes are planned, performed, measured, and controlled.

The process discipline reflected by maturity level 2 helps to ensure that existing practices are retained during times of stress. When these practices are in place, projects are performed and managed according to their documented plans.

At maturity level 2, requirements, processes, work products, and services are managed. The status of the work products and the delivery of services are visible to management at defined points.

Commitments are established among relevant stakeholders and are revised as needed. Work products are reviewed with stakeholders and are controlled.

The work products and services satisfy their specified requirements, standards, and objectives.

Maturity Level 3 - Defined

At maturity level 3, an organization has achieved all the specific and generic goals of the process areas assigned to maturity levels 2 and 3.

At maturity level 3, processes are well characterized and understood, and are described in standards, procedures, tools, and methods.

A critical distinction between maturity level 2 and maturity level 3 is the scope of standards, process descriptions, and procedures. At maturity level 2, the standards, process descriptions, and procedures may be quite different in each specific instance of the process (for example, on a particular project). At maturity level 3, the standards, process descriptions, and procedures for a project are tailored from the organization's set of standard processes to suit a particular project or organizational unit. The organization's set of standard processes includes the processes addressed at maturity level 2 and maturity level 3. As a result, the processes that are performed across the organization are consistent except for the differences allowed by the tailoring guidelines.

Another critical distinction is that at maturity level 3, processes are typically described in more detail and more rigorously than at maturity level 2. At maturity level 3, processes are managed more proactively using an understanding of the interrelationships of the process activities and detailed measures of the process, its work products, and its services.

Maturity Level 4 - Quantitatively Managed

At maturity level 4, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, and 4 and the generic goals assigned to maturity levels 2 and 3.

At maturity level 4 Subprocesses are selected that significantly contribute to overall process performance. These selected subprocesses are controlled using statistical and other quantitative techniques.

Quantitative objectives for quality and process performance are established and used as criteria in managing processes. Quantitative objectives are based on the needs of the customer, end users, organization, and process implementers. Quality and process performance are understood in statistical terms and are managed throughout the life of the processes.

For these processes, detailed measures of process performance are collected and statistically analyzed. Special causes of process variation are identified and, where appropriate, the sources of special causes are corrected to prevent future occurrences.

Quality and process performance measures are incorporated into the organization.s measurement repository to support fact-based decision making in the future.

A critical distinction between maturity level 3 and maturity level 4 is the predictability of process performance. At maturity level 4, the performance of processes is controlled using statistical and other quantitative techniques, and is quantitatively predictable. At maturity level 3, processes are only qualitatively predictable.

Maturity Level 5 - Optimizing

At maturity level 5, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, 4, and 5 and the generic goals assigned to maturity levels 2 and 3.

Processes are continually improved based on a quantitative understanding of the common causes of variation inherent in processes.

Maturity level 5 focuses on continually improving process performance through both incremental and innovative technological improvements.

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Quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement.

Xforce keygen 64bits autocad 2014. The effects of deployed process improvements are measured and evaluated against the quantitative process-improvement objectives. Both the defined processes and the organization's set of standard processes are targets of measurable improvement activities.

Optimizing processes that are agile and innovative depends on the participation of an empowered workforce aligned with the business values and objectives of the organization. The organization's ability to rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and share learning. Improvement of the processes is inherently part of everybody's role, resulting in a cycle of continual improvement.

A critical distinction between maturity level 4 and maturity level 5 is the type of process variation addressed. At maturity level 4, processes are concerned with addressing special causes of process variation and providing statistical predictability of the results. Though processes may produce predictable results, the results may be insufficient to achieve the established objectives. At maturity level 5, processes are concerned with addressing common causes of process variation and changing the process (that is, shifting the mean of the process performance) to improve process performance (while maintaining statistical predictability) to achieve the established quantitative process-improvement objectives.

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.

• The effect of innovation can be obscured in a noisy process.

Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being consistently applied in a crisis.

Maturity Levels and Process Areas:

Here is a list of all the corresponding process areas defined for a S/W organization. These process areas may be different for different organization.

This section is just giving names of the related process areas, for more detail about these Process Areas go through CMMI Process Areas Chapter.

What is Next:

In the next chapter we will discuss Continuous Representation in terms of Capability Levels. After completing next chapter you will understanding on all the 6 capability levels.