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and doing so on time and within the budget is generally recognized to be fairly low across the industry. As the software projects continue to increase in size and importance, this inability greatly increases the risk to the customer. This risk can only be reduced by the software development organisation if a focused and sustained effort is made at building a process infrastructure of effective software engineering and management practices. To build this process infrastructure, software producers need ways to appraise the capability of their processes to produce quality products. They also need guidance to improve their process capability. At the same time, customers need ways to evaluate the software producer organisation so that customer risks are minimized. To help achieve both the above, the Software Engineering Institute (SEI) at Carnegie Mellon University, Pittsburgh, USA has developed the Capability Maturity Model (CMM) that delineates the characteristics of a mature capable software process. The progression from an immature software process to a mature, well managed software process is described in terms of maturity levels in the model. CMM Maturity Levels Level 1 - The Initial Level
This
Level
has
been
variously
termed
as
chaotic
or
software
Disciplined with basic management controls in place e.g. Project Planning, Only the management processes are addressed in this level and, none of
the processes which would have helped the project team to perform more effectively technically are yet to be put in place, e.g. training, product quality metrics
A standard process for the organisation is developed and documented, Still, various projects teams in organisation are free to tailor this process to their specific project requirements and unique project
according
characteristics
The management has a good insight into technical progresses of all its on
Organisation is able to set quantitative quality goals for both products and Productivity and quality are measured as part of an organisation-wide Projects achieve control by narrowing the variation in their performance to The products produced by this organisation are of predictably high quality
processes
continued analysis of defects data and to determine root causes and prevent these from happening
The process capability of organizations at this level can be characterized Only level where the present tense has been used in naming the level
as continuously improving
Each KPA identifies a cluster of related activities that, when performed collectively, achieve a set of goals considered important for enhancing process capability.
Oversight
KPAs None Requirements Management Software Project Planning Software Project Tracking And
Software Subcontract Management Software Quality Assurance Software Configuration Management Organisation Process Focus Organisation Process Definition Training Program Integrated SW Management SW Product Engineering Intergroup Coordination Peer Reviews Quantitative Process Management Software Quality Management Defect Prevention Technology Change Management Process Change Management
Level 3 KPAs