Quality Concepts within CMM
and PMI
G.C.Reddy
www.gcreddy.net
Agenda
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An overview of CMM
An introduction to PMBOK
Malcolm Baldrige and ISO 9000
How do they fit together?
What is CMM?
• Capability Maturity Model
• Developed by the software community in 1986 with leadership
from the SEI.
• Has become a de facto standard for assessing and improving
processes related to software development
• Has evolved into a process maturity framework
• Provides guidance for measuring software process maturity
• Helps establish process improvement programs
What makes up the CMM?
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The CMM is organized into five maturity levels:
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Initial
Repeatable
Defined
Manageable
Optimizing
Except for Level 1, each maturity level decomposes into several key
process areas that indicate the areas an organization should focus on
to improve its software process.
Continuously
Improving
process
4 - Managed
Predictable
process
3- Defined
Standard,
Consistent
process
Disciplined
process
5 - Optimizing
2 - Repeatable
1 - Initial
Level 2 - Repeatable
• Key practice areas
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Requirements management
Software project planning
Software project tracking & oversight
Software subcontract management
Software quality assurance
Software configuration management
Level 3 - Defined
• Key practice areas
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Organization process focus
Organization process definition
Training program
Integrated software management
Software product engineering
Intergroup coordination
Peer reviews
Level 4 - Manageable
• Key practice areas
• Quantitative Process Management
• Software Quality Management
Level 5 - Optimizing
Key practice areas
Defect prevention
Technology change management
Process change management
Interesting CMM Facts
 The number of companies using CMM to assess their software
management practices more than doubles every five years
(since 1987).
 Software Quality Assurance is the biggest obstacle for
organizations trying to move from level 1 to level 2.
 Organization Process Definition is one of the biggest obstacles
for organization trying to move from level 2 to level 3.
 On average, it takes an organization:
– 25 months to move from level 1 to 2
– 22 months to move from level 2 to 3
– 36.5 months to move from level 3 to 4
More interesting facts…
 Only 1.2% of companies engaged in CMM have IT departments
with over 2000 employees. Of these large companies, 40% are
at CMM levels 3, 4 or 5.
 About 80% of companies engaged in CMM have IT
departments with less than over 300 employees. Oh these
smaller companies, 21% are at CMM levels 3, 4, or 5.
 About a third of companies engaged in CMM are located
overseas (primarily India), and are 3 times more likely to reach
CMM level 4 or 5 than US organizations.
 Only about 23% of organizations surveyed eventually move
from level 2 to level 3 or higher.
What is PMBOK
• Project Management Book of Knowledge
• A virtual collection of processes and knowledge areas generally
accepted as best practices within Project Management
• A internationally recognized standard (IEEE Std1490-1998)
• Provides the fundamentals of project management, irrespective of the
type of project (software, construction, environmental, aerospace, etc.)
• Recognizes 5 basic process groups and 9 knowledge areas typical of
almost all projects
• Basic concepts applicable to all projects and programs (and operations)
Project Management Process Groups
Initiating
Processes
Planning
Processes
Controlling
Processes
Closing
Processes
Executing
Processes
PM Process Groups
• Processes overlap and interact throughout a
project or phase
• Processes described in terms of:
– Inputs (docs,plans, designs, etc)
– Tools & Techniques (mechanisms applied to
inputs)
– Outputs (docs, products, etc.)
PM Knowledge Areas
Project
Integration
Management
Project
Scope
Management
Project
Time
Management
Project
Cost
Management
Project
Quality
Management
Project
Human Resources
Management
Project
Communications
Management
Project
Risk
Management
Project
Procurement
Management
PM Knowledge Areas
• Each knowledge area contains some or all of the
PM processes
• For example, Project Procurement Management
includes:
– Procurement planning processes
– Procurement administration (controlling) processes
– Procurement close-out processes
Project Quality Management
• “all activities of the overall management
function that determines the quality policy,
objectives and responsibilities…”
• “implements them by means such as quality
planning, quality control, quality assurance,
and quality improvement, within the quality
system”
Sections of ISO 9000
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Management responsibility
Quality System
Contract Review
Design Control
Doc/Data control
Purchasing
Control of customer supplied
product
Product ID & traceability
Process Control
Inspection & testing
Control of inspections
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Inspection & Test Status
Control of Nonconforming Product
Corrective & Preventive Action
Handling, Storage, Packaging,
Delivery
Control of quality records
Internal Quality Audits
Training
Servicing
Statistical Techniques
ISO vs CMM
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CMM and the ISO 9000 series of standards share common concerns
with quality and process management.
CMM emphasizes continuous improvement
ISO deals with minimum criteria of quality systems
An ISO 9001-compliant organization would not necessarily satisfy all of
the CMM level 2 key process areas (it would satisfy most of the level 2
goals and many level 3 goals.
Some key practices in CMM that are not addressed in ISO 9000, it is
possible for a level 1 organization to receive 9001 registration; similarly,
there are areas addressed by ISO 9001 that are not addressed in the
CMM.
A level 3 organization would have little difficulty in obtaining ISO 9001
certification
ISO and Baldrige
• ISO is viewed as a subset of Baldrige
• Most areas covered in ISO are addressed in
“Category 6.0: Process Management”
• ISO is prescriptive about systems & docs;
Baldrige is less specific
Compare & Contrast
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CMM - an effective framework for:
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modeling, defining, and assessing the maturity of the software processes
used within projects, programs and operations (business unit or enterprise)
– identifying the key practices that are required to increase the maturity of
these processes.
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Baldrige - an effective framework for:
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implementing & assessing the maturity of all processes used within
operations (business unit or enterprise).
ISO 9000 – an effective framework for:
– Assessing the minimum requirements and processes for a quality
management system
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PMBOK – an effective framework for:
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modeling, defining and measuring the performance of processes used for
projects, programs and operations.
Comparison
Feature
Assesses process maturity
emphasizes continuous improvement
provides self-assessments
applicable to projects
applicable to programs
applicable to organizations (operations)
requires a quality management system
CMM
yes
yes
yes
software only
software only
software only
yes
PMBOK
no
yes
yes
yes
yes
yes
yes
Baldrige
yes
yes
yes
no
yes
yes
yes
ISO 9000
no
no
yes
no
yes
yes
yes
Summary
• CMM and PMBOK compliment each other
• CMM and Baldrige are similar in
objectives, but Baldrige is more
encompassing.
• CMM and ISO differ in their emphasis on
quality improvement.
Future Developments
• OPM3 – Organizational Project Management Maturity Model – a
project underway by PMI
• ISO 15504
– deals with software process assessment, may effect the future
development of CMM
– Generates 9 process attributes, grouped into 6 capability levels