CMMI for Software Development

The CMMI for Development constellation consists of two models: CMMI for Development +IPPD (Integrated Product and Process Development) and CMMI for Development (without IPPD). Both models share much of their material and are identical in these shared areas. However, CMMI for Development +IPPD contains additional goals and practices that cover IPPD.

Currently, only one model is published since the CMMI for Development +IPPD model contains the full complement of practices available in this constellation, and you can derive the other model from this material. If you are not using IPPD, ignore the information that is marked “IPPD Addition,” and you will be using the CMMI for Development model. If the need arises or the development constellation is expanded, the architecture will allow other models to be generated and published.

CMMI for Development is the designated successor of the three source models. The SEI has retired the Software CMM and the IPD-CMM. EIA has retired the SECM. All three of these models are succeeded by CMMI for Development.

The best practices in the CMMI models have gone through an extensive review process. CMMI version 0.2 was publicly reviewed and used in pilot activities.

The CMMI Product Team evaluated more than 3,000 change requests to create CMMI version 1.0. Shortly thereafter, version 1.02 was released, which incorporated several minor improvements.

Version 1.1 incorporated improvements guided by feedback from early use, with more than 1,500 change requests submitted as part of the public review, and hundreds of comments as part of the change control process.

CMMI version 1.2 was developed using input from nearly 2,000 change requests submitted by CMMI users. More than 750 of those requests were directed at CMMI model content. As you can see, not only is CMMI widely adopted, but it is improved based on the feedback received from the community.

How CMMI was born ?

Since 1991, CMMs have been developed for myriad disciplines. Some of the most notable include models for systems engineering, software engineering, software acquisition, workforce management and development, and integrated product and process development (IPPD).

Although these models have proven useful to many organizations in different industries, the use of multiple models has been problematic. Many organizations would like their improvement efforts to span different groups in their organizations. However, the differences among the discipline-specific models used by each group, including their architecture, content, and approach, have limited these organizations’ capabilities to broaden their improvements successfully. Further, applying multiple models that are not integrated within and across an organization is costly in terms of training, appraisals, and improvement activities.

The CMM Integration^SM project was formed to sort out the problem of using multiple CMMs. Using information from these popular and well-regarded models as source material, the CMMI Product Team created a cohesive set of integrated models that can be adopted by those currently using the source models, as well as by those new to the CMM concept. Hence, CMMI is a result of the evolution of the SW-CMM, the SECM, and the IPD-CMM.

Recently, the CMMI model architecture was improved to support multiple constellations and the sharing of best practices among constellations and their member models. Work has begun on two new constellations: one for services (CMMI for Services) and the other for acquisition (CMMI for Acquisition). Although CMMI for Development incorporates the development of services, including the combination of components, consumables, and people intended to meet service requirements, it differs from the planned CMMI for Services (CMMI-SVC), which focuses on the delivery of services. The CMMI models that have been available in the community prior to 2006 are now considered part of the CMMI for Development constellation.

About Capability Maturity Model

In its research to help organizations develop and maintain quality products and services, the Software Engineering Institute (SEI) has found several dimensions that an organization can focus on to improve its business. Figure below illustrates the three critical dimensions that organizations typically focus on: people, procedures and methods, and tools and equipment.

This is not to say that people and technology are not important. We are living in a world where technology is changing by an order of magnitude every ten years. Similarly, people typically work for many companies throughout their careers. We live in a dynamic world. A focus on process provides the infrastructure necessary to deal with an ever-changing world, and to maximize the productivity of people and the use of technology to be more competitive.

Manufacturing has long recognized the importance of process effectiveness and efficiency. Today, many organizations in manufacturing and service industries recognize the importance of quality processes. Process helps an organization’s workforce meet business objectives by helping them work smarter, not harder, and with improved consistency. Effective processes also provide a vehicle for introducing and using new technology in a way that best meets the business objectives of the organization.

The SEI has taken the process management premise, “the quality of a system or product is highly influenced by the quality of the process used to develop and maintain it,” and defined CMMs (Capability Maturity Models) that embody this premise. The belief in this premise is seen worldwide in quality movements, as evidenced by the International Organization for Standardization/International Electrotechnical Commission (ISO/IEC) body of standards.

CMMs focus on improving processes in an organization. They contain the essential elements of effective processes for one or more disciplines and describe an evolutionary improvement path from ad hoc, immature processes to disciplined, mature processes with improved quality and effectiveness.