High‐maturity levels: achieving CMMI ML‐5 in a consultancy company | Zendy

Grossi Lucas | Zendy; CalvoManzano Jose A. | Zendy; San Feliu Tomas | Zendy

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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.

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