MultiIndustry Applications of Software Capability Maturity Model Integration.docx

1、MultiIndustry Applications of Software Capability Maturity Model IntegrationMulti-Industry Applications of Software Capability Maturity Model IntegrationHuei-Zhen GuDepartment of Information Management, Lunghwa University of Science and TechnologyHsiu-Yin LuGraduate School of Business & Management,

2、Lunghwa University of Science and TechnologyAbstractThe Capability Maturity Model Integration (CMMI) is currently the most widely adopted and influential process improvement framework which has been recognized worldwide, it totally contains 25 process areas covering a range of supplier sourcing, pro

3、duct concept to product delivery, and maintenance of the whole production lifecycle, continuous or staged models may be used for representation during application. To date, the government of Taiwan is enthusiastically launching CMMI-related plans, in order to boost the competitiveness of software in

4、dustry. Nevertheless, it should be noted that the CMMI framework is not only providing as the basis of process improvement for software industry, but also a valuable reference for other organizations which intend to engage in process improvement. Therefore, this paper intends to discuss and analyze

5、on interpreting CMMI model, multi-industrial applications of CMMI model tailoring, IDEAL methodology for implementation, and process improvement appraisal, hopefully to provide as an enlightenment reference for those industrial organizations that intend to apply the CMMI model for process improvemen

6、t. Keywords：Capability Maturity Model Integration (CMMI), Staged Representation, Continuous Representation1. IntroductionSince 1991, the Software Engineering Institute of Carnegie Mellon University (CMU/SEI) has developed the Capability Maturity Model for Software (SW-CMM), under the sponsorship of

7、the U.S. Department of Defense (DoD). From that time on, many different maturity models have been developed for and applied in a myriad of disciplines, such as Systems Engineering, Software Acquisition, Integrated Product and Process Development. Although these models have been proved useful, but th

8、e differences, in terms of architecture, content, and implementation practice, exist among these discipline-specific models would restrict these organizations capabilities in implementing process improvement (CMU/SEI, 2002). In other words, to apply different models for one enterprise would signific

9、antly increase the costs of training and evaluation. Therefore, it was necessary to integrate different models into one integrated single model; CMM Integration was developed under this historical background to solve such problems of using multiple CMMs.Capability Maturity Model Integration (CMMI) w

10、as developed by the CMMI Project Team, which was formed together by DoD, National Defense Industrial Association, and CMU/SEI. To date, CMMI offered four disciplines as the reference framework of process improvement including, Systems Engineering (SE), Software Engineering (SW), Integrated Product a

11、nd Process Development (IPPD), and Supplier Sourcing (SS).Nowadays, CMMI is an internationally recognized and widely used process improvement framework that has provided systems/software organizations with sustained improvement in software development and management capability, enhanced their softwa

12、re productivity and quality, and boosted their competitiveness (Chrissis et. al., 2003). In 2004, CMU/SEI performed an investigation among 13 companies which implemented CMMI process improvement, and it was found that all of these companies gained improvements on aspects of cost, scheduling, product

13、ivity, product quality, customer satisfaction and return of investment.Among the investigation on these 6 aspects, the cost aspect is shown with higher benefit of 83%, while the lowest benefit is enhanced by 5%；the scheduling aspect is shown with higher benefit of 95% , while the lowest benefit is e

14、nhanced by 15%；the productivity aspect is shown with higher benefit of 60%, while the lowest benefit is enhanced by 11%；the product aspect is shown with higher benefit of 72% , while the lowest benefit is enhanced by 20%；the customer satisfaction aspect is shown with higher benefit of 55%, while the

15、 lowest benefit is enhanced by 10%；the return of investment aspect is shown with higher benefit of 13 times than before, while the lowest benefit is enhanced by double. Therefore, the government of Taiwan is actively launching CMMI plans, and encouraging many software service companies to obtain CMM

16、I certification, in order to boost their R&D capabilities in software development. From the illustration above, it is reflecting that the process improvement of CMMI would actually result in quite remarkable outcome. Although, CMMI was initially designated only for software industry, but, after thor

17、ough understanding, it is eventually also very suitable for other industries. However, according to Lin (Lin, 2004), CMMI framework should not be misunderstood, it is purely and simply a management tool for organizational process improvement and this framework is not confined to software industry or

18、ganizations or software products such as digital contents, games, customized software or COTS (Commercial Off The Shelf). In addition, CMMI contains some of the best patterns for engineering and engineering management. When applied properly and effectively, it would multiply product quality and allo

19、w organization to receive benefits on pursing excellence and perpetual growth. However, currently, there are only limited implementation methodologies, relevant resources and knowledge on the applications of other industries, and it is far short of successful implementation cases from non-software i

20、ndustrial organizations (III, 2002). Therefore, this paper focuses on the interpretation of the CMMI model, the cross industrial application of CMMI model tailoring, IDEAL methodology, and, thereby extending its applications underlying the CMMI model. Thus, hopefully to offer as an enlightenment ref

21、erence for all the industrial organizations that intend to apply the CMMI model for process improvement. 2. The interpretation of the CMMI modelCMMI is developed to provide an organization with guidance for improving its organizational processes and capabilities to manage development, acquisition, a

22、nd maintenance of products or services (CMU/SEI, 2001). CMMI incorporates proven practices into a framework to help organization evaluate its maturity level (ML) or process area capability level (CL), in order to set priorities for process improvement, and then implement these improvement activities

23、.In addition, CMMI contains Continuous Representation and Staged Representation model types; an organization can choose its appropriate representation model and process improvement methodology (Maturity Level or Capability Level) in compliance with its industrial demands. Among them, Continuous Repr

24、esentation supports process capability level methodology while Staged Representation supports organizational maturity level methodology. 2.1 Staged representationCMMI staged representation classifies process areas into five maturity levels (ML) in order to support and guide process improvement. Fig.

25、 1 shows these 5 CMMI maturity levels. Except Maturity Level 1, each maturity level has a focus: Maturity Level 2(Managed) focuses on project management, Maturity Level 3(Defined) focuses on process standardization, Maturity Level 4(Quantitatively Managed) focuses on quantitative management process,

26、 whereas Maturity Level 5(Optimizing) focuses on the continuous improvement of organizational processes. Figure 1. The focus of CMMI maturity levels for staged representationSource: CMU/SEI, 2002CMMI maturity levels provide a suggested sequence; each maturity level is a critical part to stabilizing

27、organizational processes. Once a maturity level is reached, it means the organizations processing capacity is enhanced. Except Maturity Level 1, all the other maturity levels are composed of multiple process areas, and the entire CMMI model provides an improvement path to follow (CMU/SEI, 2002). The

28、 components of this staged representation framework are shown in Fig. 2, whereas their corresponding process areas (PAs) are shown in Table 1.Figure 2 Structural componential diagram of the maturity levels for staged representationSource: CMU/SEI, 2002Table 1. Synopsis of maturity levels and their c

29、orresponding PAsLevelFocusProcess AreasLevel 5 OptimizingContinuous Process ImprovementOrganizational Innovation and Deployment (OID)Causal Analysis and Resolution (CAR)Level 4 Quantitatively ManagedQuantitative ManagementOrganizational Process Performance (OPP)Quantitative Project Management (QPM)

30、Level 3 DefinedProcess StandardizationRequirements Development (RD)Technical Solution (TS)Product Integration (PI)Verification (VER)Validation (VAL)Organizational Process Focus (OPF)Organizational Process Definition (OPD)Organizational Training (OT) Integrated Project Management(IPM)Risk Management

31、(RSKM)Integrated Teaming (IT)Decision Analysis and Resolution (DAR)Organizational Environment for Integration (OEI)Level 2 ManagedBasic Project ManagementRequirements Management (REQM) Project Planning (PP)Project Monitoring and Control(PMC)Supplier Agreement Management (SAM)Measurement and Analysis

32、 (MA)Process and Product Quality Assurance (PPQA)Configuration Management (CM)Level 1 InitialSource: CMU/SEI, 20022.2 The characteristics of maturity levels of Staged RepresentationStaged Representation is consisted of 5 maturity levels and their underlying meanings are stated below: 1. Maturity Level 1: InitialAt maturity level 1, processes are usually ad hoc and chaotic and the organization usually does not support a stable environment; success in the organization depends on personal competence and heroics. Consequently, unless t