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Copyright 1995-2009, Dennis J. Frailey CSE7315 – Software Project ManagementCSE7315 M36 - Version 9.01
SMU CSE 7315Planning and Managing a Software Project
Module 36
Details of the SEI CMM and CMMI
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 2
Objective of This Module
To examine the SEI CMM (capability maturity model) and CMMI (capability maturity model integrated) in further detail
Note: a thorough discussion of these models would require a half day or more – there are
many commercially available short courses on this subject.
Note: a thorough discussion of these models would require a half day or more – there are
many commercially available short courses on this subject.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 3
Structure of the CMM and the "Staged" version of the CMMI
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 4
Structure (continued)
“Each level comprises a set of process goals that, when satisfied, stabilize an important component of the process.
“Achieving each level of the maturity framework establishes a different component in the process, resulting in an increase in the process capability of the organization.”
As one moves up the levels, one exhibits greater maturity and capability and one EXPECTS to achieve better performance
As one moves up the levels, one exhibits greater maturity and capability and one EXPECTS to achieve better performance
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 5
Effects of Higher Levels
At higher levels, one expects the following characteristics:
Better visibility into what is happening
Less variability in outcomes
Less risk associated with software development, due to more accurate planning and better management
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 6
Better Visibility
Level 1Input Output
Level 2 Process Step
Level 2 Process Step
Level 2 Process Step
Input Output
Level 3 Process Step
Level 3 Process Step
Level 3 Process Step
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 7
Lower Variability / Less Risk
Level 1
Level 2
Level 3
etc.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 8
What kind of Model is the CMM or CMMI?
The CMM/CMMI is a descriptive model and a normative model
A descriptive model acts as an example or a paradigm or an ideal
– A model home
– A fashion model
A normative model acts as a way to compare two or more instances of something
– A model of the human body
– A model of an automobile engine
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 9
Descriptive Model The model describes essential (or key)
attributes that would be expected to characterize an organization at a particular maturity level.
– Example: an organization at level 3 has documented its process for configuration management
One can use these attributes to evaluate one’s organization or to establish goals for an organization
– Example: if we do not document our process for CM, we are probably not at level 3
– If we want to be at level 3, we should probably document our process for CM
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Uses of the Models
Appraisal teams will use the models to identify strengths and weaknesses in the organization.
– The SEI has defined processes for doing self-assessments and other forms of appraisals
Evaluation teams will use the models to identify the risks of selecting among different contractors for awarding business and to monitor contracts.
– The SEI has defined processes for doing capability evaluations
– There are many less extensive ways the models can be used to evaluate contractors
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Uses (continued)
Managers and technical staff will use the models to understand the activities necessary to plan and implement a software process improvement program for their organization
– The models are sometimes followed too rigidly, but the goals tend to be universally applicable
Process improvement groups, such as an EPG [engineering process group], will use the models as a guide to help them define and improve the engineering processes in their organization.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 12
Use as A Normative Model
The detailed practices in the models characterize the normal types of behavior that would be expected in an organization doing large-scale projects, such as those found in a government contracting context.
A given organization can compare itself with the models to determine how it “stacks up” with what is considered an example of best practices.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 13
Do These Models Fit a Small Organization?
There is considerable debate about the extent to which these practices should be expected in other kinds of organizations.
Watts Humphrey (1) has shown that the principles, if not always the specific practices, are applicable to
individual, single-person projects (very small scale) that are not in a government contracting mode
(1) Humphrey, Watts, A Discipline of Software Engineering, Addison Wesley, 1994.
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The Principles Seem to Be Universally Applicable
The intent is that the models are at a sufficient level of abstraction that it does not unduly constrain how the development process is implemented by an organization
Rather, the models describe what the essential attributes of a process would normally be expected to be
One must keep this in mind when applying the CMM or CMMI
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 15
Structure of the CMMI (CMM)
Maturity LevelsMaturity Levels
(Key) Process Areas(Key) Process Areas
Common FeaturesCommon Features
Specific or Generic (Key)
Practices
Specific or Generic (Key)
Practices
Goals
Implementation
Infrastructureor Activities
ProcessCapability
Address
Describe
Achieve
Contain
Organized by
Contain
Indicate
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Specific or Generic Goals in
CMMI
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Example
Level 2: RepeatableLevel 2:
Repeatable
SW Project PlanningSW Project Planning
Activities PerformedActivities Performed
DocumentedProcedure forSize Estimates
DocumentedProcedure forSize Estimates
Goal:
SW Estimatesare Documented
...
Implementation:
ImplementationActivities
Infrastructureor Activities
ProcessCapability:
DisciplinedProcess
Address
Describe
Achieve
Contains
Organized by
Contains
Indicate
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Process Areas
Except for Level 1, each level of the CMMI is defined in terms of a series of Process Areas or PAs
Process areas indicate the areas an organization should focus on to improve its software process.
Process areas identify the issues that must be addressed to achieve a maturity level.
– Level 2 PAs are what you focus on when you are at level 1
– Level 3 PAs are what you focus on when you are at level 2
– And so forth.
Process AreasProcess Areas
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 18
Structure of PAs
Each process area identifies a
cluster of related activities
that, when performed collectively,
achieve a set of goals considered important for enhancing process
capability.
– Note that PAs are artificially associated with specific levels in the CMM
– In actual fact, each PA evolves as an organization moves up the maturity scale
Key Process AreasKey Process Areas
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 19
Continuous Model of CMMI
This is an alternative perspective that, instead of looking at maturity as a series of five levels (Staged model) looks, instead, at the maturity of each individual process area
This approach was originated in the systems engineering CMM, but is not as widely used as the Staged model
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 20
Staged Model Scorecard
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
You are Level 3
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Continuous Model Scorecard
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
1st Qtr
PA 1
PA 2
PA 3
PA 4
PA 5
PA 6
PA 7
PA 8
PA 9
PA 10
PA 11
PA 12
PA 13
PA 14
PA 15
PA 16
PA 17
PA 18
PA 19
etc.
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PA DefinitionEach PA is defined in terms of the following:
Goals - why you do it - what you hope to achieve
– The goals signify the scope, boundaries, and intent of each key process area.
– Generic goals apply to all PAs; specific goals apply to specific PAs
Practices (generic or specific) - what you (typically) do to achieve the goals
– Infrastructure elements, such as policies or practices or resources
– Activities, such as reviews or processes
Process AreasProcess Areas
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 23
Achievement of PAs
Certain attributes indicate whether the implementation and institutionalization of a process area are effective, repeatable, and lasting.
The attributes are:
– Commitment to Perform
– Ability to Perform
– Activities Performed
– Measurement and Analysis
– Verifying Implementation
Process AreasProcess Areas
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 24
Commitment to Perform
Commitment to Perform describes the actions the organization must take to ensure that the process is established and will endure
– Example: establishing a policy that mandates a particular activity
We WILL do
this!
Process AreasProcess Areas
Commitment to Perform typically involves
establishing organizational policies
and demonstrating senior management sponsorship.
Commitment to Perform typically involves
establishing organizational policies
and demonstrating senior management sponsorship.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 25
Ability to Perform
Ability to Perform describes the preconditions that must exist in the project or organization to implement the software process competently
Process AreasProcess Areas
Boss
SEPGSW
Manager
Ability to Perform typically involves resources, organizational structures, and
training
Ability to Perform typically involves resources, organizational structures, and
training
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 26
Activities Performed
Activities Performed describes the roles and procedures necessary to implement a key process area
Process AreasProcess Areas
Activities Performed typically involve: -- Establishing plans and procedures, -- Performing the work, -- Tracking it, and -- Taking corrective actions as necessary
Activities Performed typically involve: -- Establishing plans and procedures, -- Performing the work, -- Tracking it, and -- Taking corrective actions as necessary
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 27
Measurement and Analysis
Measurement and Analysis describes the need to measure the process and analyze the measurements
Process AreasProcess Areas
Measurement and Analysis typically includes examples of the measurements
that could be taken to determine the status and effectiveness of the activities
performed.
Measurement and Analysis typically includes examples of the measurements
that could be taken to determine the status and effectiveness of the activities
performed.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 28
Verifying Implementation
Verifying Implementation describes the steps to ensure that the activities are performed in compliance with the process that has been established
Process AreasProcess Areas
Verification typically encompasses reviews
and audits by management and software quality
assurance.
Verification typically encompasses reviews
and audits by management and software quality
assurance.
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Practices
The specific and generic practices describe "what" is to be done
-- Example: a practice for risk management might be periodic evaluation of risks and the status of known risk areas
But they should not be interpreted as mandating "how" the goals should be achieved
PracticesPractices
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Alternative Practices
Alternative practices may accomplish the goals of the key process area
The key practices should be interpreted rationally to judge whether the goals of the key process area are effectively, although perhaps differently, achieved.
PracticesPractices
Key Practice per CMMI Example
Key Practice for Our Situation
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 31
Reviewing the Five Levels for the Software Portion of the CMMI
The five levels correspond to Humphrey’s five levels (see text)
But the CMM and CMMI provide additional detail and many “best practices”
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 32
Level 1- Initial
The software process is characterized as ad hoc, and occasionally even chaotic.
Few processes are defined, and success depends on individual effort (heroes).
Unstable environment is subject to catastrophe if key people leave
– “Bus sensitive projects”
Planning is ineffective -- reaction is the order of the day
Plans are routinely ignored or abandoned
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
“You can be very successful, but you cannot count on it.”
“You can be very successful, but you cannot count on it.”
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 33
Level 2 - Repeatable
Basic project management processes are established to track cost, schedule, and functionality.
The necessary process discipline is in place to repeat earlier successes on projects with similar applications.
Stability is present, even when heroes leave, so long as the overall environment is consistent
Everyone knows how to do it, although they do not always know why
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
“You can expect consistent behavior.”
“You can expect consistent behavior.”
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 34
Process Areas for Level 2
Configuration Management
Project Planning
Process & Product Quality Assurance
Requirements Management
Supplier Agreement Management (**)
Project Monitoring and Control (**)
(*) Measurement and Analysis
(*) Was not in the CMM
(**) Different Title in the CMM
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Level 3 - Defined
The process for both management and engineering activities is documented, standardized, and integrated into a standard process for the organization.
All projects use an approved, tailored version of the organization's standard process for developing and maintaining products.
People know why, not just how to do the job
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
“You can expect stability in a changing environment.”
“You can expect stability in a changing environment.”
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 36
Process Areas for Level 3Part 1 – Similar to CMM
Organizational Process Focus
Organization Process Definition
Organizational Training
Integrated Project Management
Integrated Teaming
Organizational Environment for Integration
Technical Solution
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Process Areas for Level 3Part 2 – New in CMMI (not found in CMM)
Requirements Development
Product Integration
Verification
Validation
Risk Management
Integrated Supplier Management
Decision Analysis and Resolution
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Level 4 – Quantitatively Managed
Detailed measures of the process and product quality are collected.
Both the process and products are quantitatively understood and controlled.
Decisions are based on fact
Process behavior is quantified
Processes are instrumented to facilitate data collection
Measurements are applied across the organization so that norms and exceptions can be identified
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 39
Process Areas for Level 4
Quantitative Project Management
-- Metrics are defined, collected, analyzed and acted upon to improve the project
Organizational Process performance
-- Metrics are defined, collected, analyzed and acted upon to improve the process
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Level 5 - Optimizing
Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 41
Process Areas for Level 5
Causal Analysis and Resolution
– You not only find defects, you correct or remove the process steps that cause them
Organizational Innovation and Deployment
– You insert technology in an orderly and managed fashion
– New methods and tools do not disrupt performance
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 42
A Closer Look at a Few Parts of CMMI Level 2
Configuration Management
Project Planning
Quality Assurance
Requirements Management
Supplier Agreement Management
Project Monitoring and Control
Measurement and Analysis
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 43
We Will Review Two of the PAs
Requirements Management and Supplier Agreement Management have not been discussed very much in the course up until now
So we will examine what the CMMI has to say about them
The other PAs have been discussed in the course, and are discussed further in other courses
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 44
Requirements Management TYPICAL SYMPTOMS
The product is “perfect,” but the customer doesn’t like it
– Often because the developers “know what’s best for the customer”
Finger pointing
– Multiple versions of the requirements
– Multiple interpretations of the requirements
The system will not integrate
– The parts do not fit together
– Some functions are duplicated in software & hardware
– Some functions are missing entirely
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 45
Requirements Management PA
Purpose:
To establish a common understanding between the customer and the software project
Practices:
– Reaching agreement on the requirements
– Documenting the requirements
– Controlling changes to the requirements
– Communicating changes to the requirements
– Allocating requirements - to software, hardware, etc. - in a clear, unambiguous manner
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 46
Requirements ManagementGoals I
1.System requirements allocated to software or other disciplines are controlled to establish a baseline
– Requirements may come directly from the customer on a software-only project
– Requirements may come from a system engineering function on a hardware & software project
– “Controlled” means you don’t change without approval and communication
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 47
Requirements ManagementGoals II
2.Plans, products and activities are kept consistent with the requirements
– If you change the requirements, you must consider changing the plans, etc.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 48
Sample Behaviors System engineer or project lead:
– Allocates requirements to all parts of the system
Don’t forget support, installation, documentation, etc.
Include platform selection, network configuration, and other tasks that are not part of software development
– Controls and communicates changes
May use a system configuration control board
– Listens to understand the impact of changes
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 49
Sample Behaviors (continued)
Software manager:
– Participates in system configuration control process
– Determines the impact of changes on software cost and schedule
– Communicates the impact to affected parties (system engineers, customers, program managers, etc.)
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 50
Sample Behaviors (continued)
Software engineers:
– Review requirements (and changes)
– Communicate the cost/impact of requirements/changes
– For example, which modules need to be redesigned, recoded, retested, etc.
– (This works best if the software engineer can document the estimated cost and schedule impact of each change.)
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 51
Special Issues - I The basic responsibility for requirements
management may lie outside of the software engineering function
– Software may be only part of a larger system product
– Many large projects use a system engineer responsible for design, control and integration of the whole system
Subsystem(segment)
Subsystem(segment)
Subsystem(segment)
Product or Item(configuration
item)
Product or Item(configuration
item)
Product or Item(configuration
item)
System
Subsystem(segment)
Requirements Management Responsibility
Requirements Implementation Responsibility
}
}
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Special Issues - II
The symptoms of poor requirements management tend to show up toward the end of the project -- when it costs the most to fix the problems
– Often the fixes require extensive software changes, but the “fault” may lie outside the software function
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 53
Special Issues - III The cost of proper requirements
management comes at the front end of the project
Integrate& Test
Design theArchitecture& Allocate
Requirements
Buildthe
System
AnalyzeRequirements
The penalty for improper requirements management comes at the back end
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 54
Supplier Agreement Management
TYPICAL SYMPTOMS
They were supposed to deliver it today. They just called and told us
they have a three month delay!
They always delivered on
time in the past!
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 55
More Typical Symptoms
We’ve been hit by a $25,000 fine because our user interface does not meet EPA standards.
The supplier did not know
about the regulations.
The big cost will be the
recall - about $200,000
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 56
Further Typical Symptoms
They delivered the software
module, but no test cases and no documentation
The contract was vague on
this point.
They thought that was our
responsibility.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 57
Supplier Agreement Management
Purpose:
– To select qualified suppliers
– To manage suppliers effectively
Practices:
– Establish policies for supplier management
– Select suppliers based on ability to do the job
– Communicate effectively with suppliers
– Document commitments
– Flow down standards, processes, etc.
– Track and review supplier performance and results.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 58
Supplier Management -- Goals
1. Select qualified suppliers
– Include software management in selection process
2. Agree to commitments
– Get them in writing
3. Maintain ongoing communication
4. Track performance against commitments
– Reviews, audits, etc.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 59
Sample Behaviors
Program manager:
– Includes software manager in software supplier selection process
– Establishes policies and procedures for managing suppliers
Software manager and subcontract manager:
– Track supplier schedule, effort, size, risks, etc.
– Take corrective action when there are significant deviations from plan
– Hold periodic reviews of supplier project status
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 60
Special Issues
Suppliers may not like to be reviewed and audited
– Diplomacy, tact, and firm management skills are needed
– A cooperative approach based on mutual goals for quality can lead to more openness and more accurate information
– Standards and regulations can provide leverage in negotiations
“We trust you, but ISO 9000 requires that we do an audit”
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 61
Special Issues
Other parts of your own company are suppliers too!
– They may not require all the formality, but the principles are still the same:
Statement of work, commitment, tracking, etc.
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 62
Module Summary
The CMM and CMMI can be used as a descriptive or a normative model
Each level has process areas and other common elements
The level 2 process areas are fundamental to good management and correspond to major sections of this course
Copyright 1995-2009, Dennis J. Frailey CSE7315- Software Project ManagementCSE7315 M36 - Version 9.01 63
END OF
MODULE 36