The Capability Maturity Model Integration (CMMI) is a framework developed by the Software
Engineering Institute (SEI) in 1990 to assess and improve the maturity of an organization's processes.
It defines the levels of process maturity, along with the goals and practices needed to achieve those
goals. The goal is to help organizations improve their software development processes and product
quality.
The Capability Maturity Model Integration (CMMI) is a framework developed by the Software
Engineering Institute (SEI) in 1990 to assess and improve the maturity of an organization's processes.
It defines the levels of process maturity, along with the goals and practices needed to achieve those
goals. The goal is to help organizations improve their software development processes and product
quality.
CMMI Process Areas
CMMI defines a series of process areas that are key to improving organizational performance. Each
process area includes:
Specific Goals (SGs): The outcomes an organization wants to achieve within that process area.
Specific Practices (SPs): The activities needed to meet the specific goals.
For example, in Project Planning, specific goals would be related to estimating, scheduling, and
monitoring projects. The specific practices could include creating detailed project plans, tracking
progress, and ensuring alignment with business objectives.
CMMI Levels: Overview of Each Level
Level 0: Incomplete
Description: The processes are not performed or do not achieve all the specific goals and objectives
defined by CMMI.
Characteristics:
Processes are chaotic or non-existent.
No defined method to assess or improve processes.
Example: A startup that has no defined project management or quality control practices; its projects
depend entirely on individuals' effort and luck.
Level 1: Performed
Description: The processes required to meet specific goals are performed, but they might not be
structured or consistent across the organization.
Characteristics:
The organization has some processes in place, but they may be ad-hoc or reactive.
Success depends more on the people involved than on defined processes.
Example: A small software firm might have a team that completes tasks effectively, but each
developer works according to their own understanding, and there's no consistent process across the
team.
Level 2: Managed
Description: This level builds on Level 1 and adds a layer of formal project management. Processes
are planned, monitored, and controlled to ensure that they are being executed as intended.
Characteristics:
All the processes from Level 1 are in place and are followed.
Processes are managed to meet specific project goals like cost, schedule, and functionality.
Example: A growing company may have formal processes for managing schedules, tracking costs, and
controlling risks during software development.
Level 3: Defined
Description: At Level 3, processes are not only performed and managed, but they are also
standardized and documented across the organization. Work is performed according to
organizational standards and policies.
Characteristics:
Processes are consistent and tailored to organizational needs.
The organization uses standard practices to develop software across all projects.
Example: A medium-sized firm has a defined and standardized software development lifecycle
(SDLC), which all teams follow to ensure consistency and quality.
Level 4: Quantitatively Managed
Description: This level involves measuring and analyzing process performance. Organizations collect
data and use statistical methods to manage process performance and make data-driven decisions.
Characteristics:
Data collection, analysis, and statistical methods are used to control and predict performance.
Processes are quantitatively measured, and decisions are based on data.
Example: A large organization like TCS may track defect rates, cycle time, and other key metrics to
ensure that development processes are consistently high-performing and meet customer
expectations.
Level 5: Optimizing
Description: At this level, the organization focuses on continuous improvement. The organization
uses feedback and data-driven insights to optimize and refine its processes continually.
Characteristics:
There’s a strong focus on innovation and process improvement.
The organization proactively addresses weaknesses and optimizes processes for efficiency.
Example: TCS, Infosys, HCL, Wipro, IBM – These large organizations continuously invest in process
improvements, adopt new technologies like AI, and optimize their software development processes
based on real-time data and feedback from previous projects.
