CMMI: Integration and Improvement Continues

by Bob Rassa

CMMI is almost 15 years old, and has clearly become the worldwide de facto standard for process improvement in the development of systems, including systems engineering, software engineering, design engineering, subcontractor management, and program management. Since the release of CMMI V1.2 (for Development) almost 5 years ago, CMMI has embraced process improvement for Acquisition as well as the delivery of Services.

The full product suite of CMMI-DEV, CMMI-ACQ, and CMMI-SVC covers the complete spectrum of process improvement for the entire business, including commercial and defense industry, governments, and even military organizations. After the initial release of CMMI in November 2000, well over 1,000 Class A appraisals were reported in just four years—very successful numbers by our measures at that time; whereas recently almost 1,400 Class A appraisals were conducted in 2009 alone—quite a significant improvement.

As of January 2006, more than 45,000 individuals had received Introduction to CMMI training. As of July 2010, that number has exceeded more than 117,000 students.

CMMI-DEV has been translated into Japanese, Chinese, French, German, Spanish, and Portuguese. Translation of CMMI-SVC into Arabic is beginning. The success in CMMI recognition and adoption worldwide is undeniable.

The CMMI V1.2 architecture was altered slightly to accommodate two additional CMMI constellations, which we designated CMMI-ACQ (CMMI for Acquisition) and CMMI-SVC (CMMI for Services). CMMI V1.3 focuses on providing some degree of simplification as well as adding more integrity to the overall product suite. V1.3 model improvements have a heavy concentration on the high maturity aspects embodied in levels 4 and 5, in both the model structure as well as the appraisal method.

We learned that there were certain ambiguities within the V1.2 product suite, and the areas affected are now clarified in V1.3 to achieve greater consistency in overall model deployment and appraisal conduct of CMMI. The criteria that are used in the appraisal audit process, which was implemented in 2008, have now been incorporated in the product suite where appropriate. We have also provided clarification on the sampling of “focus programs” in the appraised organization to reduce the complexity and time involved in conducting Class A appraisals, thereby reducing the cost of implementing CMMI.

It has been noted by some that CMMI is only for large organizations, but the data tells a different story. In fact, a large number of small organizations have been appraised and have told us that they reap benefits of CMMI far beyond the investment. A comprehensive Benefits of CMMI report is now on the website of the designated CMMI Steward, the Software Engineering Institute of Carnegie Mellon University (http://www.sei.cmu.edu/cmmi). This report, essentially a compendium of real benefits provided by users, clearly shows positive effects such as reduced defects on delivery, reduced time to identify defects, and more. The data tells us that CMMI is truly state-of-the-art in-process improvement, and the substantive benefits reported confirm this.

However, to be truly effective, CMMI must be applied conscientiously within the organization. When we started the initial development of CMMI, it was well-publicized that its purpose was to integrate the divergent maturity models that existed at the time. We soon realized that the real purpose that should have been communicated as the ultimate benefit of CMMI was that this integrated model would integrate the design and management disciplines in terms of both process and performance.

To achieve this ultimate benefit, care is needed to ensure that integrated processes are put into place within the organization, that such processes are implemented across the enterprise on all new programs and projects, and that such implementation is done in a thorough manner to assure that new programs start out on the right foot.

This book provides the latest expert and detailed guidance for effective CMMI implementation. It covers all the specifics of V1.3 and addresses nuances of interpretation as well as expert advice useful to the new and experienced practitioner.

Hundreds of process improvement experts have contributed to the overall CMMI development and update, and many of them contributed their expertise to this volume for the benefit of the worldwide user community. We trust you will enjoy their work and find it useful as you continue your journey along the path of continuous process improvement.

Remember, great designers and great managers will still likely fail without a proven process framework, and this is what CMMI provides.