CMMI

CMMI

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CMMI®

1 Title/current version of CMMI® books
CMMI® (Capability Maturity Model® Integration) Version 1.3.

2 The basics of CMMI® books
CMMI is an internationally recognized process improvement
approach that helps organizations to identify where to focus their
improvement efforts along an evolutionary maturity path from ad
hoc and chaotic to mature disciplined processes.

3 CMMI® book Summary
CMMI is owned and supported by the Carnegie Mellon®
Software Engineering Institute (SEI). Version 1.0 of the CMM
for Software (SW-CMM) was published in 1991; it was upgraded
to CMM Integration (CMMI) in 2000 and the current version is
Version 1.3, released in November 2010. An important change in
Version 1.3 is the addition of Agile.

CMMI integrates traditionally separate organizational functions,
sets process improvement goals and priorities, provides guidance
for quality processes, and provides a point of reference for appraising
current processes. The CMMI models are collections of best
practices that help organizations to improve their processes:
• The CMMI for Acquisition (CMMI-ACQ) model provides
guidance on managing the supply chain to meet the needs of
the customer
• The CMMI for Development (CMMI-DEV) model supports
improvements in the effectiveness, effi ciency, and quality of
product and service development
• The CMMI for Services (CMMI-SVC) model provides

guidance on establishing, managing, and delivering services
that meet the needs of customers and end users
• The People CMM provides guidance on managing and
developing the workforce
An organization appraises its processes against the CMMI best
practices:
• To determine how well its processes compare to CMMI best
practices, and to identify areas where improvement can be made
• And/or to inform external customers and suppliers of how
well its processes compare to CMMI best practices
• And/or to meet the contractual requirements of one or more
customers

CMMI maturity levels

Organizations can use a staged approach to appraisal to identify
process maturity levels from 1 to 5 (see Figure). They can also
take a more flexible continuous approach to appraisal, measuring
capability maturity in individual process areas. The appraisal
results can then be used to plan process improvements for the
organization.

4 Target audience of CMMI® books
Managers responsible for process improvement programmes,
project managers, process improvement specialists, project team
members, appraisals teams.

5 CMMI® books scope and constraints
• CMMI applies to teams, work groups, projects, divisions, and
entire organizations
• CMMI works best in combination with Agile, Scrum, ITIL®,
Six Sigma, COBIT®, ISO 9001, RUP®, or Lean
• Provides a common, integrated vision of improvement – or
can focus on a specifi c process area
• Generic descriptions based on industry best practice
• Supporting guidance such as roadmaps help to interpret
generic models for specific circumstances

Constraints:
• Aiming for higher maturity levels that will not achieve
increased business benefits
• Rigid adherence to a staged approach– trying to move every
project in the organization to the next level of maturity can be
costly and time-consuming
• Failing to interpret the generic descriptions appropriately for
the specific needs of the organization

6 Relevant websites of CMMI® books
www.sei.cmu.edu/cmmi

 

www.sei.cmu.edu/cmmi

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