The Capability Maturity Model Integration is a model of reference which makes it possible to relative evaluate Développeur S of Logiciel S with the use of good practices of software Génie.

History

In the Years 1980, DoD (Department off Defense) American asked for the development of a Référentiel of criteria enabling him to evaluate its suppliers of Logiciel. After a slow maturation, SEI ( Software Engineering Institute ) financed by DoD presented in 1991 the Capability Maturity Model (CM). This model of reference relates to only the good practices of the software Génie. After a strong passion for this model, other similar models were born, such as:

• SE-CMM (for System Engineering );
• SCM (for Software Acquisition );
• IPD-CMM (for Integrated Product Development );
• People CM for the management of the human Resources;
• SCM for To beg Sourcing .

Such an amount of and so that it was necessary to rename “initial” CM in SW-CMM (for Software ).

In 2001, the SEI proposed a new version of its model, the CM ( Capability Maturity Model Integration ) which includes the good practices of the other models, except the management of the human Resources which is not considered yet (version 1.1). The current version of the model was reactualized in 2006 (version 1.2). This last version of CM tends to simplify the model but also aims at taking into account the components of the material type.

Description of the model

In the staged approach (there exists an approach known as " continue"), the good practices recommended by the model are gathered of 22 fields of processes themselves gathered in 5 levels of maturity:

• Initial: the factors of success of the projects are not identified, the success cannot thus be repeated (by derision, this level is also named heroic or chaotic ).

• Reproducible: the projects are controlled individually and their successes are répétables .
• Definite: the processes of piloting of the projects are set up at the level of the organization via Norme S, procedures, tools and methods.
• Managed: the success of the projects is quantified. The causes of variation can be analyzed.
• Optimized: the step of optimization is continuous.

Level 1

Level 1 Initial is the level floor. The results are unforeseeable (respect engagements); the attack of the results rests more on the men, on their engagement and good will, that on the disciplined application of definite good practices. Image: that can go but while running in all the directions: instability.

Level 2

Level 2 is directed Projet . This level ensures that the basic practices of project management are always implemented (management of the requirements, argued estimates of load, follow-up of project, measures indicators, quality control,…), even in the difficult contexts. The projects generally respect their engagements. The discipline is exerted project by project. Certain processes are controlled; it is possible to repeat them. 7 fields of process are gathered on the level of maturity 2

• Gestion of the requirements: To manage the Requirement S of the products and the components produces project and to identify the inconsistencies between these requirements and the plans and intermediate products of the project.
• Project planning: To establish and maintain plans which define the activities of the project.
• Followed and piloting of project: To render comprehensible the advance of the project so that suitable corrective actions can be taken when the execution of the project deviates significantly from the plan.
• Quality assurance of the products and the processes: To provide the teams and to management a visibility objectifies on the processes implemented and the associated intermediate products.
• Measurement and analyzes: To develop and maintain a capacity to be measured which meets the needs for information of management.
• Management of the agreements with the suppliers: To manage the acquisition of products suppliers for which there exists a formal agreement.
• Management of configuration: To establish and maintain the integrity of the intermediate products by using the identification, the control of configuration, the recording of the states of configuration, and the audits of configuration.

Level 3

Level 3 is Défini. This level, the organization has a whole of standard processes, which are adapted by each project. Each project capitalizes its experiment and makes it possible to improve the collective capital. It is as on this level as the processes of engineering are approached.

Level 4

Level 4 is Géré Quantitatively. This level, the key processes are under statistical control (monitoring of quantitative indicators, and actions correct if drifts). Elimination of the special causes of variation.

• e.g. capitalization made it possible to establish the average productivity of the process (produced size/consumed load). The project lays down an objective of productivity in relation and takes measures as soon as there are drifts.

Level 5

Level 5 is Optimisé. The organization is in a permanent loop of continuous improvement. Regularly carried out statistical causal analyzes allow these improvements.

To go further

And the ISO 9001 in all that?

• both Standard S concerning the software development processes, an article of comparison perhaps consulted Comparison between ISO 9001 and CM

CM and ISO 15504 alias SPICE

• CM, used in continuous mode, are one of the models process accepted by the Norme ISO 15504

See too