Capability Maturity Model Integration

In version 1.3 CMMI existed in two representations: continuous and staged.[2] The continuous representation is designed to allow the user to focus on the specific processes that are considered important for the organization's immediate business objectives, or those to which the organization assigns a high degree of risks. The staged representation is designed to provide a standard sequence of improvements, and can serve as a basis for comparing the maturity of different projects and organizations. The staged representation also provides for an easy migration from the SW-CMM to CMMI.[2]

In version 2.0 the above representation separation was cancelled and there is now only one cohesive model.

[9]

Depending on the areas of interest (acquisition, services, development) used, the process areas it contains will vary.[10] Process areas are the areas that will be covered by the organization's processes. The table below lists the seventeen CMMI core process areas that are present for all CMMI areas of interest in version 1.3.

The process areas below and their maturity levels are listed for the CMMI for services model:

Maturity Level 2 – Managed

• CM – Configuration Management
• MA – Measurement and Analysis
• PPQA – Process and Quality Assurance
• REQM – Requirements Management
• SAM – Supplier Agreement Management
• SD – Service Delivery
• WMC – Work Monitoring and Control
• WP – Work Planning

Maturity Level 3 – Defined

• CAM – Capacity and Availability Management
• DAR – Decision Analysis and Resolution
• IRP – Incident Resolution and Prevention
• IWM – Integrated Work Managements
• OPD – Organizational Process Definition
• OPF – Organizational Process Focus...
• OT – Organizational Training
• RSKM – Risk Management
• SCON – Service Continuity
• SSD – Service System Development
• SST – Service System Transition
• STSM – Strategic Service Management

Maturity Level 4 – Quantitatively Managed

• OPP – Organizational Process Performance
• QWM – Quantitative Work Management

Maturity Level 5 – Optimizing

• CAR – Causal Analysis and Resolution.
• OPM – Organizational Performance Management.

CMMI best practices are published in documents called models, each of which addresses a different area of interest. Version 1.3 provides models for three areas of interest: development, acquisition, and services.

• CMMI for Development (CMMI-DEV), v1.3 was released in November 2010. It addresses product and service development processes.
• CMMI for Acquisition (CMMI-ACQ), v1.3 was released in November 2010. It addresses supply chain management, acquisition, and outsourcing processes in government and industry.
• CMMI for Services (CMMI-SVC), v1.3 was released in November 2010. It addresses guidance for delivering services within an organization and to external customers.

In version 2.0 DEV, ACQ and SVC were merged into a single model where each process area potentially has a specific reference to one or more of these three aspects. Trying to keep up with the industry the model also has explicit reference to agile aspects in some process areas.

Some key differences between v1.3 and v2.0 models are given below:

1. "Process Areas" have been replaced with "Practice Areas (PA's)". The latter is arranged by levels, not "Specific Goals".
2. Each PA is composed of a "core" [i.e. a generic and terminology-free description] and "context-specific" [ i.e. description from the perspective of Agile/ Scrum, development, services, etc.] section.
3. Since all practices are now compulsory to comply, "Expected" section has been removed.
4. "Generic Practices" have been put under a new area called "Governance and Implementation Infrastructure", while "Specific practices" have been omitted.
5. Emphasis on ensuring implementation of PA's and that these are practised continuously until they become a "habit".
6. All maturity levels focus on the keyword "performance".
7. Two and five optional PA's from "Safety" and "Security" purview have been included.
8. PCMM process areas have been merged.

An organization cannot be certified in CMMI; instead, an organization is appraised. Depending on the type of appraisal, the organization can be awarded a maturity level rating (1–5) or a capability level achievement profile.

Many organizations find value in measuring their progress by conducting an appraisal. Appraisals are typically conducted for one or more of the following reasons:

1. To determine how well the organization's processes compare to CMMI best practices, and to identify areas where improvement can be made
2. To inform external customers and suppliers of how well the organization's processes compare to CMMI best practices
3. To meet the contractual requirements of one or more customers

Appraisals of organizations using a CMMI model[11] must conform to the requirements defined in the Appraisal Requirements for CMMI (ARC) document. There are three classes of appraisals, A, B and C, which focus on identifying improvement opportunities and comparing the organization's processes to CMMI best practices. Of these, class A appraisal is the most formal and is the only one that can result in a level rating. Appraisal teams use a CMMI model and ARC-conformant appraisal method to guide their evaluation of the organization and their reporting of conclusions. The appraisal results can then be used (e.g., by a process group) to plan improvements for the organization.

The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is an appraisal method that meets all of the ARC requirements.[12] Results of a SCAMPI appraisal may be published (if the appraised organization approves) on the CMMI Web site of the SEI: Published SCAMPI Appraisal Results. SCAMPI also supports the conduct of ISO/IEC 15504, also known as SPICE (Software Process Improvement and Capability Determination), assessments etc.

This approach promotes that members of the EPG and PATs be trained in the CMMI, that an informal (SCAMPI C) appraisal be performed, and that process areas be prioritized for improvement. More modern approaches, that involve the deployment of commercially available, CMMI-compliant processes, can significantly reduce the time to achieve compliance. SEI has maintained statistics on the "time to move up" for organizations adopting the earlier Software CMM as well as CMMI.[13] These statistics indicate that, since 1987, the median times to move from Level 1 to Level 2 is 23 months, and from Level 2 to Level 3 is an additional 20 months. Since the release of the CMMI, the median times to move from Level 1 to Level 2 is 5 months, with median movement to Level 3 another 21 months. These statistics are updated and published every six months in a maturity profile.

The Software Engineering Institute's (SEI) team software process methodology and the use of CMMI models can be used to raise the maturity level. A new product called Accelerated Improvement Method[14] (AIM) combines the use of CMMI and the TSP.[15]

To address user security concerns, two unofficial security guides are available. Considering the Case for Security Content in CMMI for Services has one process area, Security Management.[16] Security by Design with CMMI for Development, Version 1.3 has the following process areas:

• OPSD – Organizational Preparedness for Secure Development
• SMP – Secure Management in Projects
• SRTS – Security Requirements and Technical Solution
• SVV – Security Verification and Validation

While they do not affect maturity or capability levels, these process areas can be reported in appraisal results.[17]