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A portrait of a CMMI SM level 4 effort
Author(s) -
Hollenbach Craig,
Smith Doug
Publication year - 2002
Publication title -
systems engineering
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.474
H-Index - 50
eISSN - 1520-6858
pISSN - 1098-1241
DOI - 10.1002/sys.10012
Subject(s) - capability maturity model integration , leancmmi , process (computing) , confusion , computer science , process management , engineering , software development process , operating system , psychology , psychoanalysis , software , software development
There is a significant amount of confusion over the quantitative and statistical nature of SW − CMM ®‡ Level 4 within the assessment and improvement communities. Past SEI surveys of Level 4 and 5 companies have found a lack of consensus on what constitutes the necessary characteristics for Level 4. While the CMMI SM model is an attempt to rectify this situation, experience with the CMMI SM is limited. This article describes what a CMMI SM Level 4 effort looks like by describing Northrop Grumman Information Technology's quantitative management program. Even though Northrop Grumman Information Technology has not been evaluated against the CMMI SM , the authors have verified with the CMMI SM model team that their processes meet the intent of the CMMI SM model. This paper provides actual objectives, measures, results, and baselines that show how the specific goals and practices of the CMMI SM Level 4 process areas can be implemented. The article provides a picture of how quantitative measures can be derived from business objectives, tracked at the project level using statistical process control, and meaningfully analyzed at the organizational level. © 2002 Wiley Periodicals, Inc. Syst Eng 5: 52–61, 2002; DOI 10.1002/sys.10012