Capability Maturity Model Integration(CMMI)
Capability Maturity Model Integration (CMMI) evolved from Capability Maturity Model (CMM). CMM was proposed and research began by the Software Engineering Institute (SEI) in 1986. CMMI defines processes that should be implemented in an organisation, but it does not describe the way the processes should be implemented. CMM assists to improve product quality, organisation’s processes, productivity and project development life-cycle. CMMI is successfully applied in safety critical environments like healthcare. Also it is widely deployed in government and military projects. CMMI is widely used in large enterprises, also possible for small teams to incorporate with a little modification of the processes.
Comparison with CMMI & ISO/IEC 15504,SPICE
Similar systematic evaluation: Both of them provide a structured approach with different level to get software process improvement. They represent a continuous conception in software process improvement. Software organization follows the first level at the beginning to achieve goals in each stage, to get the highest level at last.
Similar coverage area: Compared the structure of CMMI & ISO/IEC 15504, it is not difficult to find most of coverage of their key processes are the same. That means we can find corresponding CMMI process in 15504 process, and also can find corresponding 15504 process in CMMI process.
Different goal: CMMI and ISO/IEC 15504 have the different goals. CMMI’s goal is to improve the whole process capability in one’s organisation, but it depends on an assumption, process is the base of product’s quality. CMMI tells the company HOW TO improve the process and its capability.
Different method for evaluation: CMMI evaluates the capability of software process in according with data collection and analysis. The data collection and analysis of 15504 is based on each process, evaluate their properties.
Different structure: CMMI is a concept model on levels. For each level, they are associated with each other. And there is different concentration on each level. To reach one level, the organisation should achieve accomplish goals in all key process areas.
The future of CMM and ISO
All standards have a reputation for being process and document heavy, and for getting “in the way” of the development process. IS0 9000/9001 in particular is seen as a paper exercise and a good example of the “certification doesn’t guarantee good product” issue mentioned previously.
For any of the standards, figuring out how they can be mapped to Agile methods is a significant challenge. Some work has been done on this already, but it is yet to achieve widespread adoption. In fact, it may never be widely adopted as it is not necessary.