discuss about cmmi model capability
- 1 Answers
- 4351 Views
- I also Faced
- E-Mail Answers
Answer / prav
In CMMI models with a staged representation, there are five
maturity levels designated by the numbers 1 through 5
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
5. Optimizing
Maturity Level Details:
Maturity levels consist of a predefined set of process
areas. The maturity levels are measured by the achievement
of the specific and generic goals that apply to each
predefined set of process areas. The following sections
describe the characteristics of each maturity level in detail.
Maturity Level 1 - Initial
At maturity level 1, processes are usually ad hoc and
chaotic. The organization usually does not provide a stable
environment. Success in these organizations depends on the
competence and heroics of the people in the organization and
not on the use of proven processes.
Maturity level 1 organizations often produce products and
services that work; however, they frequently exceed the
budget and schedule of their projects.
Maturity level 1 organizations are characterized by a
tendency to over commit, abandon processes in the time of
crisis, and not be able to repeat their past successes.
Maturity Level 2 - Managed
At maturity level 2, an organization has achieved all the
specific and generic goals of the maturity level 2 process
areas. In other words, the projects of the organization have
ensured that requirements are managed and that processes are
planned, performed, measured, and controlled.
The process discipline reflected by maturity level 2 helps
to ensure that existing practices are retained during times
of stress. When these practices are in place, projects are
performed and managed according to their documented plans.
At maturity level 2, requirements, processes, work products,
and services are managed. The status of the work products
and the delivery of services are visible to management at
defined points.
Commitments are established among relevant stakeholders and
are revised as needed. Work products are reviewed with
stakeholders and are controlled.
The work products and services satisfy their specified
requirements, standards, and objectives.
Maturity Level 3 - Defined
At maturity level 3, an organization has achieved all the
specific and generic goals of the process areas assigned to
maturity levels 2 and 3.
At maturity level 3, processes are well characterized and
understood, and are described in standards, procedures,
tools, and methods.
A critical distinction between maturity level 2 and maturity
level 3 is the scope of standards, process descriptions, and
procedures. At maturity level 2, the standards, process
descriptions, and procedures may be quite different in each
specific instance of the process (for example, on a
particular project). At maturity level 3, the standards,
process descriptions, and procedures for a project are
tailored from the organization's set of standard processes
to suit a particular project or organizational unit. The
organization's set of standard processes includes the
processes addressed at maturity level 2 and maturity level
3. As a result, the processes that are performed across the
organization are consistent except for the differences
allowed by the tailoring guidelines.
Another critical distinction is that at maturity level 3,
processes are typically described in more detail and more
rigorously than at maturity level 2. At maturity level 3,
processes are managed more proactively using an
understanding of the interrelationships of the process
activities and detailed measures of the process, its work
products, and its services.
Maturity Level 4 - Quantitatively Managed
At maturity level 4, an organization has achieved all the
specific goals of the process areas assigned to maturity
levels 2, 3, and 4 and the generic goals assigned to
maturity levels 2 and 3.
At maturity level 4 Subprocesses are selected that
significantly contribute to overall process performance.
These selected subprocesses are controlled using statistical
and other quantitative techniques.
Quantitative objectives for quality and process performance
are established and used as criteria in managing processes.
Quantitative objectives are based on the needs of the
customer, end users, organization, and process implementers.
Quality and process performance are understood in
statistical terms and are managed throughout the life of the
processes.
For these processes, detailed measures of process
performance are collected and statistically analyzed.
Special causes of process variation are identified and,
where appropriate, the sources of special causes are
corrected to prevent future occurrences.
Quality and process performance measures are incorporated
into the organization.s measurement repository to support
fact-based decision making in the future.
A critical distinction between maturity level 3 and maturity
level 4 is the predictability of process performance. At
maturity level 4, the performance of processes is controlled
using statistical and other quantitative techniques, and is
quantitatively predictable. At maturity level 3, processes
are only qualitatively predictable.
Maturity Level 5 - Optimizing
At maturity level 5, an organization has achieved all the
specific goals of the process areas assigned to maturity
levels 2, 3, 4, and 5 and the generic goals assigned to
maturity levels 2 and 3.
Processes are continually improved based on a quantitative
understanding of the common causes of variation inherent in
processes.
Maturity level 5 focuses on continually improving process
performance through both incremental and innovative
technological improvements.
Quantitative process-improvement objectives for the
organization are established, continually revised to reflect
changing business objectives, and used as criteria in
managing process improvement.
The effects of deployed process improvements are measured
and evaluated against the quantitative process-improvement
objectives. Both the defined processes and the
organization's set of standard processes are targets of
measurable improvement activities.
Optimizing processes that are agile and innovative depends
on the participation of an empowered workforce aligned with
the business values and objectives of the organization. The
organization's ability to rapidly respond to changes and
opportunities is enhanced by finding ways to accelerate and
share learning. Improvement of the processes is inherently
part of everybody's role, resulting in a cycle of continual
improvement.
A critical distinction between maturity level 4 and maturity
level 5 is the type of process variation addressed. At
maturity level 4, processes are concerned with addressing
special causes of process variation and providing
statistical predictability of the results. Though processes
may produce predictable results, the results may be
insufficient to achieve the established objectives. At
maturity level 5, processes are concerned with addressing
common causes of process variation and changing the process
(that is, shifting the mean of the process performance) to
improve process performance (while maintaining statistical
predictability) to achieve the established quantitative
process-improvement objectives.
| Is This Answer Correct ? | 2 Yes | 0 No |
why don't we allow a minimum degree of t=1? in B-tree
waht do you mean by capital market
If Web site developer want to evaluate their current authoring tool, where would they start?
what is another name for Spiral SDLC?
In a theatre having capacity of 800 divided into three. capacity of first is 270, capacity of second is 190 more than third. find capacity of second.
What was the architecture or design of your last project? what were the pros and cons of the design?did it scale well?
How can authoring tools support the production of accessible Web content?
vendor out going payment suppose is 10000/- and after some time vendor returned 2000/- as it is excess where this transaction to be posted in fi/ap
What is platform-driven design?
which is the better institute for software design in bangalore please tell me as soon a possible?
What may be the different component of Build phase? Build is not directly phase in SDLC, but its major part of SDLC, so need to know the different components for this including dcoument process.
What makes virtual platforms a powerful tool for software development?
Design Patterns 
