Capability Maturity Model

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The CMU Capability Maturity Model ( CMM for short) is a maturity model for assessing the quality ("maturity") of the software process ( software development , maintenance, configuration, etc.) of organizations and for determining the measures to improve the same.

The variants of the CMU CMM were supplemented by Capability Maturity Model Integration (CMMI for short) at the end of 2003 in order to counteract the proliferation of CM models (each development discipline developed its own model) and to create a uniform, modular and above all generally applicable model .

Other popular models based on the original CMU CMM are Spice for maturity determination and assessment of software processes and COBIT for IT governance processes.

historical development

  • In 1986 , on the initiative of the US Department of Defense (DoD), the Software Engineering Institute (SEI) at Carnegie Mellon University / Pittsburgh , which is subordinate to the US Department of Defense, began developing a system for evaluating the maturity of software processes.
  • In 1991 the model was released as Capability Maturity Model 1.0
  • In 1993 it was revised and made available in version 1.1
  • In 1997 , CMM 2.0 was withdrawn shortly before the DoD was passed, and the CMMI project was started instead
  • In the fall of 2000 , CMMI - at that time still under the name Capability Maturity Model Integrated - was published as a pilot version 1.0
  • At the beginning of 2002 , CMMI was released under the new name Capability Maturity Model Integration (CMMI for short)
  • CMM expired at the end of 2003 .

Structure of the model

With the CMU CMM, the quality is rated with one of five levels, with the quality increasing with each level. Special key process areas are assigned to each level, which in turn contain goals and exemplary activities on how these goals can be achieved. These levels are:

Characteristics of the maturity levels.
1 - initial (beginning)
This is the basic state that every organization achieves, even without a process for software development being defined and implemented.
Costs, times and quality cannot be foreseen.
No Key Process Areas (KPA) are defined.
2 - Repeatable (repeatable; with CMMI Managed)
A basic process exists. The planning of new projects is based on experience with previous projects.
Times are reasonably controllable. Cost and quality are subject to strong fluctuations.
Key Process Areas (KPA): Requirements management, software project planning, software project tracking and oversight, software subcontractor management, software quality assurance, software configuration management.
3 - Defined
A typical software development and maintenance process has been introduced and documented in the organization (standard software process).
A special organizational unit is responsible for implementation.
Costs and times can be assessed more or less reliably here. Quality is still subject to fluctuations.
KPA: Organizational process focus, organizational process definition, training program, integrated software management, software product engineering, intergroup coordination, peer reviews.
4 - Managed (controlled; with CMMI Quantitatively Managed)
Quantitative goals are specified for both the product and the process, and their achievement is measured and monitored.
Times, costs and quality can be reliably controlled.
KPA: Quantitative process management, software quality management.
5 - Optimizing (optimizing)
The entire organization is focused on finding weaknesses and further improving the process.
KPA: Defect prevention, technology change management, process change management.

Differentiation from other standards

In contrast to DIN EN ISO 9001 , the CMM is specially developed for the software process and can be used alternatively or in combination with it.

Another standard that deals with the evaluation of process maturity and a. employed in software development, is the ISO standard 15504, also known under the name Spice .

See also

literature

  • Alain April, Alain Abran: Software maintenance management. Evaluation and continuous improvement . Wiley et al., Hoboken NJ et al. 2008, ISBN 978-0-470-14707-8 .
  • Kenneth M. Dymond: CMM Handbook. The capability maturity model for software . Springer-Verlag, Berlin et al. 2002, ISBN 3-540-67771-2 , ( Xpert.press ).
  • Watts S. Humphrey : Managing Technical People. Innovation, teamwork and the software process . 5. print. Addison-Wesley, Reading MA 1999, ISBN 0-201-54597-7 , ( The SEI series in software engineering ).
  • Ralf Kneuper: CMMI. Improvement of software processes with Capability Maturity Model Integration . 2nd revised and expanded edition. dpunkt Verlag, Heidelberg 2006, ISBN 3-89864-373-5 .
  • Georg Erwin Thaller: Software quality. The path to excellence in software development . VDE-Verlag, Berlin et al. 2000, ISBN 3-8007-2494-4 , ( EDV-Praxis ).
  • Ernest Wallmüller: SPI - Software Process Improvement with CMMI and ISO 15504 . Hanser, Munich 2006, ISBN 3-446-40492-9

Web links

Individual evidence

  1. ↑ Watts S.Humphrey, Managing Technical People, p 288