The CMM Integration Project

Dr. Jack R. FergusonDr. Rick HefnerCMMI Project ManagerAssessment Team Co-Lead

ObjectivesPresent the background and current status of the CMM Integration ProjectDiscuss structure and sample content of the new maturity modelsDiscuss timeline for public release of the models and pilot assessmentsDiscuss transition from the current maturity models and assessment methods

AgendaIntroductionDr. Jack Ferguson (SEI)BackgroundDesign Approach

Comparison to SW-CMM v1.1Dr. Rick Hefner (TRW)Comparison to EIA IS 731 (SECM)Assessment MethodologyComment ProcessDr. Jack Ferguson (SEI)Transition ProcessDiscussion

Background Dr. Jack FergusonObjectivesReview project objectivesReview key requirements and source materialDiscuss CMMI project teamCompare and contrast current maturity modelsCMM for Software, SECM, IPD-CMMStaged, continuous

What are Capability Maturity Models?Organized collections of best practicesBased on work by Crosby, Deming, Juran, Humphrey...Systematic ordered approach to process improvement.Means of measuring organizational maturity.Have proven to bring significant return on investment in productivity and quality.

How are CMMs used?Process ImprovementProcess DefinitionCompetency AssessmentRisk ManagementCommunication

The Current Situation - every silver lining has a dark cloudExplosion of CMMs and CMM-like modelsMultiple models within an organization

Multiple assessmentsMultiple trainingMultiple expenses

Courtesy Sarah Sheard, SPC

Why is This a Problem?Similar process improvement concepts, but...Different model representations (e.g. staged, continuous, questionnaire, hybrid)Different terminologyDifferent contentDifferent conclusionsDifferent appraisal methods

The Common Basis for Model-Based Process ImprovementImprovement in any discipline is a function of performing: Implementing practices that reflect the fundamentals of a particular topic (e.g. configuration management)Institutionalizing practices that lead to sustainment and improvement of an implementation

All CMMI source models contain:Implementing practices grouped by affinity

Institutionalizing practices that vary from model to model, however all models specify levels that describe increasing capability to perform

Improvement LevelsInitial (1)Managed (2)Defined (3)QuantitativelyManaged (4)Optimizing (5)Disciplined processStandard, consistent processPredictable processContinuously improving processNot performed (0)(performed)(planned and tracked)(standard)(measured)

The CMMI ProjectDoD sponsoredCollaborative endeavorIndustryGovernmentAcademiaOver 100 people involved

CMM Integration ProjectProject Manager J. FergusonChief ArchitectR. BateSteering GroupStakeholder/ReviewersCo-ChairsP. Babel / B. RassaReqmts. IPTArchitecture IPTPA Author GroupsTrainingMeth.IPTAssessment Meth. IPTCoordinating IPTTeam leadsProduct Development TeamIPPD IPTUsability TeamLotus Notes TeamEditors (CCB)

Pilot Planning

The CMMI Development TeamU.S. Air ForceU.S. NavyFederal Aviation AdministrationNational Security AgencySoftware Engineering Institute (SEI)ADP, Inc.BoeingComputer Sciences Corp.Ericsson CanadaGeneral DynamicsHoneywellLittonLockheed MartinNorthrop GrummanPacific BellRaytheonRockwell CollinsThomson CSFTRW

Integrate the models, eliminate inconsistencies, reduce duplicationReduce the cost of implementing model-based process improvementIncrease clarity and understanding Common terminologyConsistent styleUniform construction rulesCommon componentsAssure consistency with ISO 15504Be sensitive to impact on legacy effortsCMMI Design Goals

BenefitsEfficient, effective assessment and improvement across multiple process disciplines in an organizationReduced training and assessment costsA common, integrated vision of improvement for all elements of an organizationA means of representing new discipline-specific information in a standard, proven process improvement context

The ChallengeExtract the common or best features from the source modelsProvide users the ability to produce single- or multiple-discipline models, both continuous and staged, tailored to their organizational needs.Provide users the ability to assess and train based on these models.

CMMI Source ModelsCapability Maturity Model for Software V2, draft C (SW-CMM V2C)EIA Interim Standard 731, System Engineering Capability Model (SECM)Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)

Staged RepresentationsKey Process Areas are grouped in the stages (levels) from 2 to 5A Key Process Area contains specific practices (activities) to achieve the purpose of the process area.For a Key Process Area at a given stage, institutionalization practices are integral to the process area.

Staged Model1

InitialCompetent people and heroicsOrg Improvement DeploymentOrg Process and Tech InnovationDefect Prevention5

Optimizing4 QuantitativelyManaged3

DefinedContinuous process improvementQuantitativemanagementProcessStandardizationOrganization Process PerformanceStatistical Process ManagementOrg Software Asset Commonality

Peer ReviewsProject Interface CoordinationSoftware Product EngineeringOrganization Training ProgramOrganization Process DefinitionOrganization Process FocusLevelFocusKey Process AreasBasicProjectManagementSoftware Configuration ManagementSoftware Quality AssuranceSoftware Acquisition ManagementSoftware Project ControlSoftware Project PlanningRequirements Management

Continuous RepresentationsA process area contains specific practices to achieve the purpose of the process area.Generic practices are grouped in Capability LevelsGeneric practices are added to the specific practices of each process area to attain a capability level for the process area.The order in which Process Areas are addressed can follow a recommended staging.

Continuous Model

Source Model Terminology

SW-CMM

V2C

EIA IS 731

SECM

IPD-CMM

V0.98

Staged

Continuous

Hybrid

Maturity Levels

Capability Levels

Categories

Maturity and Capability Levels

Key Process Areas

Focus Areas

Process Areas

Key Process Area Goals

Themes

Capability and Process Area Goals

Activities Common Feature

Specific Practices

Base Practices

Common Features

Generic Practices

Generic Practices

Advanced Practices

Generic Attributes (process effective-ness, product value)

CBA IPI Method

SECM Appraisal Method

Assessment MethodsCBA IPI Method

Rating of goalsSingle digit ratingFull goal satisfactionMore strict data validation requirementSECM Assessment MethodRating of practicesGranularity optionsPartial credit optionsLess strict data validation requirementBoth methods use the same basic set of activities

The CMMI ChallengeIntegrate three source models that have many differencesProvide consistency with ISO 15504 Maintain support from user communitiesDevelop framework to allow growth to other disciplines

Design ApproachObjectivesReview design goalsDiscuss framework of CMMI modelsDescribe CMMI terminology and componentsOutline CMMI productsDiscuss CMMI Schedule and current issues

The CMMI SolutionA Product Line Approach

The CMMI Product LineThe CMMI product line is a product suite sharing a common, managed set of features that satisfy specific needs of a selected domain.pertain toshare anare built fromis satisfied byguides development ofProducts

CMMI Product SuiteInputCommoncontentDiscipline contentCriteria forcontent

TransformRules forgeneratingproducts-Model-Assessment-Training

FrameworkRepositoryOutputIntegrated model(s)Assessment method(s)Training materials

FrameworkComponentsConstruction rules Conceptual architecture

The CMMI FrameworkShared (Discipline X+Y)Discipline YFramework GeneralGlossaryDevelopment Standards and GuidelinesDocument TemplatesAssessment MethodologyFramework Training MaterialsProcess Management Core (PMC)PMC Generic Practices/TemplatesPMC Process AreasPMC Assessment MaterialPMC Model Training MaterialPMC Assessment Training Material

Integration Core (IC) IPPD EnvironmentIC Generic Practices/TemplatesIC Process AreasIC Assessment MaterialIC Model Training MaterialIC Assessment Training Material

Discipline X (DX)

DX Amplifications DX Process AreasDX Assessment MaterialDX Model Training MaterialDX Assessment Training Material

+OutputModelsAssessment MethodsModel Training MaterialsAssessment Training Materials

CMMI TerminologyCMMI Models contain institutionalization (Generic) and implementation (Specific) parts:Front matterProcess Areas that contain:Generic and Specific GoalsGeneric and Specific Practices (in Common Features in staged representation)SubpracticesNotesDiscipline-specific amplificationsGlossary and tailoring guidelinesInformativeExpectedRequired

CMMI V0.2 Process Areas - 1 Maturity Level 2Process Management CoreEngineering Shared (SE & SW)Project PlanningRequirements ManagementProject Monitoring and ControlConfiguration ManagementProcess & Product Quality AssuranceSupplier Agreement Management Data ManagementMeasurement & Analysis

CMMI V0.2 Process Areas - 2 Maturity Level 3Process Management CoreOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk ManagementDecision Analysis & ResolutionEngineering Shared (SE & SW)Customer & Product RequirementsTechnical SolutionProduct IntegrationProduct VerificationValidation

CMMI V0.2 Process Areas - 3Maturity Levels 4 & 5Process Management CoreQuantitative Management of Quality and ProcessOrganizational Process PerformanceCausal Analysis and ResolutionOrganizational Process Technology InnovationProcess Innovation Deployment

CMMI ProductsCMMI ModelsAssessment MaterialTraining MaterialModel Developer Material

CMMI ModelsStaged and Continuous (with equivalent staging) versions of:Software EngineeringSystems EngineeringSystems Engineering + SoftwareSystems Engineering + Software with IPPDTailoring Guidance

Assessment MaterialAssessment requirementsAssessment methodologyAssessment data collection methods and tools (e.g., questionnaires, interviews)Assessment Team qualifications

Training MaterialModel TrainingAssessment TrainingTeam TrainingLead Assessor Training

Model Developer MaterialGlossaryFramework and model content criteriaFramework Training

CMMI ScheduleAugust 31, 1999Release CMMI-SE/SW V0.2 for public review.Nov 30, 1999Release CMMI-SE/SW/IPPD for public review Nov 1999-May 2000 Pilot assessmentsJun-Aug 2000Publish models V1.0

Issues Concerning Initial CMMI DraftsSize of modelComplexity of modelNormative modelGoals and ThemesOrder of process areasISO Consistency

Equivalence between staged and continuous representationsAdvanced practicesProcess area boundariesGeneric practicesCMMI team received 4000+ change requests from reviewers

CMMI-SE/SW compared to SW-CMM v1.1Dr. Rick HefnerObjectivesPhilosophyModel Component ComparisonProcess Area ComparisonCommon Features Comparison

Philosophy - 1SEI had completed updates to the SW-CMM when the CMMI project was startedSW-CMM v2 Draft C was used as the source model for CMMIAdapted for compatibility with SEMost of the community is currently using SW-CMM v1.1Detailed traceability matrices are being developed

Philosophy - 2CMMI- SE/SW staged representation is similar to SW-CMM v1.1Maturity Levels composed of Process AreasGoals are required; implemented & institutionalizedKey practices are expected; alternative practices are acceptable if effective at meeting the goalsAll else is informativeCMMI- SE/SW continuous representation reflects the same info in a SPICE-like structure

Model Component ComparisonProcess AreaKey Process AreaCMMI ModelsSW CMMGeneric GoalPlanning Goal sometimes used v1.1, Institutionalization Goal in 2.0Specific GoalKPA GoalGeneric PracticeKey practices from institutionalization common features

Specific Practice Key Practice from Activities Performed Common FeaturesSubpracticeSubpracticeMaturity LevelMaturity LevelCapability Level NoneNotes Explanatory MaterialWork Products ExamplesFor Software EngineeringExamples and explanatory materiel

SW-CMM v1.1 CMMIDefect preventionCausal Analysis and ResolutionTechnology change mgmtOrg. Process Technology InnovationProcess change mgmtProcess Innovation Deployment

Quantitative process mgmtOrg. Process PerformanceSoftware quality mgmtQuantitative Mgmt of Quality & ProcessOrganization process focusOrganization process focus Organization process definition Organization process definitionTraining programOrganizational trainingIntegrated software mgmtIntegrated project managementRisk ManagementSoftware product engrCustomer and Product ReqmtsTechnical SolutionProduct IntegrationIntergroup coordination Product VerificationPeer reviews ValidationDecision Analysis and ResolutionRequirements managementRequirements managementSoftware project planningProject planningSoftware project tracking & oversightProject Monitoring and ControlSoftware subcontract mgmtSupplier Agreement ManagementSoftware quality assuranceProduct & Process Quality Assurance Software configuration mgmtConfiguration ManagementData ManagementMeasurement and AnalysisLEVEL 5OPTIMIZINGLEVEL 4MANAGEDLEVEL 3DEFINEDLEVEL 2REPEATABLE

Software Product EngineeringSW-CMM v1.1 Activities1Appropriate software engineering methods and tools are integrated into the project's defined software process.2The software requirements are developed, maintained, documented, and verified by systematically analyzing the allocated requirements according to the project's defined software process.3The software design is developed, maintained, documented, and verified, according to the project's defined software process, to accommodate the software requirements and to form the framework for coding.4The software code is developed, maintained, documented, and verified, according to the project's defined software process, to implement the software requirements and software design.5Software testing is performed according to the project's defined software process.Customer and Product Req PATechnical Solution PATechnical Solution PAProduct Verification PA

Software Product EngineeringSW-CMM v1.1 Activities (continued)6Integration testing of the software is planned and performed according to the project's defined software process.7System and acceptance testing of the software are planned and performed to demonstrate that the software satisfies its requirements. 8The documentation that will be used to operate and maintain the software is developed and maintained according to the project's defined software process.9Data on defects identified in peer reviews and testing are collected and analyzed according to the project's defined software process.10Consistency is maintained across software work products, including the software plans, process descriptions, allocated requirements, software requirements, software design, code, test plans, and test procedures. Product Integration PAProduct Verification PACMMI *

Common Feature ComparisonHandled by the Measurement and Analysis PA

Sheet1

SW-CMM v1.1 Common FeaturesCMMI Common Features

Commitment to PerformCommitment to Perform

Establish an Organizational PolicyEstablish an Organizational Policy

Ability to PerformAbility to Perform

Plan the Process

Provide ResourcesProvide Resources

Assign ResponsibilityAssign Responsibility

Train PeopleTrain People

Directing Implementation

Manage Configurations

Monitor and Control the Process

Activities PerformedActivities Performed

Plan the Process

Perform the ProcessPerform the Process

Monitor and Control the Process

Measurement & Analysis

Measurement the Process

Analyze the Measurements

Verifying ImplementationVerifying Implementation

Review with Org. ManagementReview with Management

Review with Project Management

Objectively Verify AdherenceObjectively Verify Adherence

ConclusionsOrganizations using SW-CMM v1.1 should be able to smoothly transition to CMMIMeasurement and Analysis & Data Mgmt at L2Risk Management & Decision Analysis and Resolution at L3Expansion of Software Product EngineeringConfiguration Management for all Process Areas

Comparing CMMI-SE/SW to EIA IS 731-SECMObjectivesPhilosophyProcess Area ComparisonPlanned IPPD Extensions

Philosophy - 1EIA 731 was created as a merger of the SE-CMM and INCOSE SECM modelsUsed as a source model for CMMICMMI-SE/SW merges software ideasStaged representation of SE availableContinuous representation with equivalent staging

Sheet1

CMMI-SEEIA731/SECMSE-CMM

Process Management Core

Project PlanningPlan and OrganizePlan technical effort

Project Monitoring and ControlMonitor and ControlMonitor and control technical effort

Configuration ManagementManage ConfigurationsManage configurations

Process and Product Quality AssuranceEnsure QualityEnsure quality

Supplier Agreement ManagementCoordinate with SuppliersCoordinate with suppliers

Data ManagementManage Data

Measurement and AnalysisMeasure and Improve

Organizational Process FocusDefine and Improve the SE ProcessImprove organization's SE process

Organizational Process DefinitionDefine organization's SE processes

Manage Support EnvironmentManage SE support environment

Organizational TrainingManage CompetencyProvide ongoing skills and knowledge

Integrated Project ManagementIntegrate Disciplines

Risk ManagementManage RiskManage risk

Decision Analysis and ResolutionAssess and Select

Quantitative Mgmt of Quality & Process

Organizational Process Performance

Causal Analysis and Resolution

Org. Process Technology InnovationManage Technology

Process Innovation Deployment

Engineering Shared (SW & SE)

Requirements MgmtDerive and allocate requirements

Customer & Product RequirementsDefine Stakeholder and System Level ReqsUnderstand customer needs & expect.

Technical SolutionDefine Technical ProblemEvolve system architecture

Define SolutionAnalyze candidate solutions

System IntegrationIntegrate SystemIntegrate system

Product VerificationVerify SystemVerify & validate system

ValidationValidate System

Other

Manage product line evolution

Sheet2

Sheet3

EIA 731 Focus Areas - 1Technical Focus AreasDefine Stakeholder and System Level RequirementsDefine Technical ProblemDefine SolutionAssess and SelectIntegrate SystemVerify SystemValidate SystemProject Planning (PM)Project Monitoring and Control (PM)Configuration Management (PM)Product and Process Quality Assurance (PM)Supplier Agreement Management (PM)Data Management (PM)Measurement and Analysis (PM)Requirements Management (Eng)Organizational Process Focus (PM)Organizational Process Definition (PM)Organizational Training (PM)Integrated Project Management (PM)Risk Management (PM) Decision Analysis and Resolution (PM)Customer and Product Requirements (Eng)Technical Solution (Eng) Product Integration (Eng)Product Verification (Eng) Validation (Eng)Quantitative Mgmt of Quality and Process (PM)Organizational Process Performance (PM)Causal Analysis and Resolution (PM)Org Process Technology Innovation (PM)Process Innovation Deployment (PM)

EIA 731 Focus Areas - 2Management Focus AreasPlan and OrganizeMonitor and ControlIntegrate DisciplinesCoordinate with SuppliersManage RiskManage DataManage ConfigurationsEnsure QualityProject Planning (PM)Project Monitoring and Control (PM)Configuration Management (PM)Product and Process Quality Assurance (PM)Supplier Agreement Management (PM)Data Management (PM)Measurement and Analysis (PM)Requirements Management (Eng)Organizational Process Focus (PM)Organizational Process Definition (PM)Organizational Training (PM)Integrated Project Management (PM)Risk Management (PM) Decision Analysis and Resolution (PM)Customer and Product Requirements (Eng)Technical Solution (Eng) Product Integration (Eng)Product Verification (Eng) Validation (Eng)Quantitative Mgmt of Quality and Process (PM)Organizational Process Performance (PM)Causal Analysis and Resolution (PM)Org Process Technology Innovation (PM)Process Innovation Deployment (PM)

EIA 731 Focus Areas - 3Environment Focus AreasDefine and Improve the Systems Engineering ProcessManage CompetencyManage TechnologyManage Systems Engineering Support EnvironmentProject Planning (PM)Project Monitoring and Control (PM)Configuration Management (PM)Product and Process Quality Assurance (PM)Supplier Agreement Management (PM)Data Management (PM)Measurement and Analysis (PM)Requirements Management (Eng)Organizational Process Focus (PM)Organizational Process Definition (PM)Organizational Training (PM)Integrated Project Management (PM)Risk Management (PM) Decision Analysis and Resolution (PM)Customer and Product Requirements (Eng)Technical Solution (Eng) Product Integration (Eng)Product Verification (Eng) Validation (Eng)Quantitative Mgmt of Quality and Process (PM)Organizational Process Capability (PM)Causal Analysis and Resolution (PM)Org Process Technology Innovation (PM)Process Innovation Deployment (PM)

Whats New?Not a EIA 731 Focus Area (but in the content) Causal Analysis and ResolutionProcess Innovation DeploymentQuantitative Process and Quality MgmtOrganizational Process PerformanceProject Planning (PM)Project Monitoring and Control (PM)Configuration Management (PM)Product and Process Quality Assurance (PM)Supplier Agreement Management (PM)Data Management (PM)Measurement and Analysis (PM)Requirements Management (Eng)Organizational Process Focus (PM)Organizational Process Definition (PM)Organizational Training (PM)Integrated Project Management (PM)Risk Management (PM) Decision Analysis and Resolution (PM)Customer and Product Requirements (Eng)Technical Solution (Eng) Product Integration (Eng)Product Verification (Eng) Validation (Eng)Quantitative Mgmt of Quality and Process (PM)Organizational Process Performance (PM)Causal Analysis and Resolution (PM)Org Process Technology Innovation (PM)Process Innovation Deployment (PM)

ConclusionsEIA 731 users should be able to smoothly transition to the CMMI-SE/SW modelContinuous representation (+ equivalent staged representation)Some lower level differencesIntegrated Product and Process Development (IPPD) will be addedBased on IPPD-CMM practices

Assessment MethodologyDr. Rick Hefner (TRW)Assessment Methodology Team Co-leadObjectivesAssessment approachAssessment Requirements for CMMI (ARC)SCAMPI assessment methodLead Assessor program, transition plan

Assessment MethodsCBA IPI MethodRating of goalsSingle digit ratingFull goal satisfactionMore strict data validation requirementSECM MethodRating of practicesGranularity optionsPartial credit optionsLess strict data validation requirementEssentially the same activities in the two methods

Assessment Requirements for CMMI (ARC)Similar to the current CMM Appraisal Framework (CAF) V1.0Specifies the minimum requirements for full, comprehensive assessment methods, e.g., SCAMPIOther assessment methods may be defined for situations not requiring a comprehensive assessmentinitial assessment, quick-look, process improvement monitoring, etc.

Standard CMMI Assessment Method for Process Improvement (SCAMPI)Similar to CBA IPI methodLed by authorized Lead AssessorTailorable to organization and model scopeArtifacts:SCAMPI Method description documentMaturity questionnaire, work aids, templatesCurrent activitiesMerger of SECM appraisal method features

CMMI Lead Assessor ProgramSimilar to existing SEI Lead Assessor and Lead Evaluator programsGrandfather current Lead AssessorsUnder considerationDelineate by discipline, e.g., SW Lead Assessors, SE Lead Assessors?Details of transition process for current Lead Assessors and other assessment leadersRequired training in CMMI models

Comment ProcessDr. Jack FergusonRelease CMMI-SE/SW v0.2 August 31Available at http://www.sei.cmu.eduPublic comments due November 30Release CMMI-SE/SW/IPPD November 30Comments due February 28Hold Focus Group discussionsSEI TransitionAssessors for both communitiesSPINs

Pilot AssessmentsNine initial assessments (desired)Supported by 3 Product Development Team (PDT) members,Covering all CMMI models, staged and continuous representationsNine organizations (4 DoD & 5 industry) volunteered to participate1 - CMMI SE/SW with IPPD, staged or continuous representation4 - CMMI SE/SW, staged representation2 - CMMI SE/SW, continuous representation1 - CMMI SE, continuous representation1 - CMMI SW, staged representationProduct Development Team (PDT) member rolesCMMI Product Suite TrainingCoaching and structured observationStructured feedback from assessment participantsAssessors and Sponsors, andParticipating organization members

CMMI Transition PlanDevelopment PhaseDevelopment of CMMI productsVerification and Validation of CMMI productsTransition PhaseApproval of a CMMI Product for public releaseEvidence of sufficient useTransition planning to help organizations use CMMI productsSustainment PhaseUpkeep & continuous improvement of the product suiteAdditional evidence of adoption and use

Development PhaseTransition PhaseSustainment Phase

Transitioning to Use of CMMIUnderstand how models are used:Steps to enterprise-wide process improvementApply Lessons Learned in transitioning from single-discipline modelsFederal Aviation Administrations experiences with iCMMUS Air Force experiences with transitioning between modelsOthers...

Steps to Enterprise-wide Organizational Maturity1. Vision, Goals, Buy-in

CMMI BenefitsCMMI product users can expect to:Efficiently and effectively improve and assess multiple disciplines across their organizationReduce costs (including training) associated with improving and assessing processesDeploy a common, integrated vision of process improvement that can be used as a basis for enterprise-wide process improvement efforts.

The promise...CMMI team is working to assure the CMMI Product Suite addresses needs of software and systems engineering communities of practiceUse of an integrated model to guide enterprise process improvement promises to be one of the more sustainable & profitable initiatives that any organization might pursue

Discussion

To start off, a very brief CMM-101. CMMs grew out of the quality improvement work in the 70s and 80sFirst and foremost, CMMs are used for a systematic, orderedSystematic because there is an experience-based rationale for improvement. Ordered in that the improvement follows well defined steps, with initial practices that provide the foundation for advanced practices and so forth.Because of this ordering, the CMM provides a means of measuring the maturity of an organization.The significant ROI is a key issue - DoD acquisitions stick and carrot approach is not the only reason CMM-based improvement has been so widespread.

PI is the primary focus of CMMsNew organizations, or organizations that are re-engineering their processes can use CMMs to define new processesCMMs provide guidance in developing competency areas (FAA)CMMs can help identify strengths and weaknesses in organizations for risk management in subcontracting, outsourcing, acquisitions, and teaming arrangements Basically, we have been victims of the CMMs success. Because the idea of an ordered way of improving processes is an appealing next step after TQM or other quality-focused improvement strategies. Everyone seems to have decided that they could use a CMM for their particular discipline, sosome of CMMs or CMM-like models have been created over the past few years. This leads to a concern in organizations who have multiple disciplines using multiple - and perhaps incompatible - models. This requires multiple assessments using different criteria or methods, multiple training to address different models or approaches, and most importantly, higher costs because of the duplication of effort.Currently, software and systems engineering seem to be the most frequently shared, but other situations have been documented and the problem seems to be getting worse.

Now, given that all of these models are based on the same concepts, .Another view of the situation is shown here in a representation of all the various frameworks and how they relate - or dont.It is true that the models all use similar process improvement concepts, butDifferent model representations are the biggest issue - as we will see later.

So lets review how CMM based-improvement works.Implementing practices are what you do to produce your product or service and what you do to manage and control your organizationInstitutionalizing practices are things that mature your performance of the implementing practices that is, increase predictability, quality, and flexibility.So, based on the problem and an understanding of the fundamental similarities of CMMs and CMM-based improvement methods, the CMMI project was born!

243Full scale assessments?Similar to current CBA IPIOther assessment types to follow -- anticipated method development by others than PDT, using CMMI assessment method frameworkModel coverage? TBDMay limit to organizations with prior CMM experience -- to mitigate risk of subjecting novices to not-yet-fully-cooked models; and to ensure availability of authorized lead assessorsDepending on applications, may focus first/more on a subset of the six models -- not necessarily two for each of the six models