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High‐maturity levels: achieving CMMI ML‐5 in a consultancy company
Author(s) -
Grossi Lucas,
CalvoManzano Jose A.,
San Feliu Tomas
Publication year - 2014
Publication title -
journal of software: evolution and process
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.371
H-Index - 29
eISSN - 2047-7481
pISSN - 2047-7473
DOI - 10.1002/smr.1666
Subject(s) - capability maturity model integration , maturity (psychological) , leancmmi , process management , task (project management) , business , process (computing) , capability maturity model , service (business) , service integration maturity model , operations management , marketing , computer science , management , engineering , economics , psychology , developmental psychology , software , software development , software development process , operating system , programming language
Most organizations that use the Capability Maturity Model Integration (CMMI) stop their process improvement journey at Maturity Level 3 or less. The discussion about CMMI high‐maturity levels has always been controversial, going most of the times through the consideration of return of investment, provider selection, and interpretation issues. Achieving Level 5 is not an easy task; it derives a lot of steps during the way. This article will show an example of the implementation of Level 5 in a consultancy company in two constellations: development and service. It depicts the example in steps, to help the understanding of the whole process. Copyright © 2014 John Wiley & Sons, Ltd.