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The Capability Maturity Model® Integration (CMMI) is a process improvement approach that organizations can leverage to improve the consistency, predictability, and cost of their products and product delivery efforts. It is a framework that should be applied to systems and software development environments to improve internal practices. Most importantly, the organization should adopt CMMI to meet their strategic business needs; not just try to satisfy the requirements of having CMMI as a process management discipline.

Strategic considerations for adopting the CMMI framework include the need to clarify goals and objectives, define the methods to drive those objectives, and measure the success of executed methods. If those strategic goals are defined then the CMMI framework should prove beneficial to the organization.

To be most effective, the CMMI framework should function as a guide and a tool in the implementation and evaluation of a given program. CMMI framework should not be viewed as the program itself. The best program will be that which the organization has chosen, enhanced by CMMI. With the CMMI framework, the program can be further explored, defined, managed, and measured.

The CMMI framework, based on a collection of proven best practices, is recommended for all technology organizations developing product and system solutions.

CMMI PROCESS AREAS

The best practices of CMMI have been organized into process areas, twenty-two (22) in total. Each process area focuses on a specific aspect of development. The process areas are:
01 - Causal Analysis and Resolution (CAR)
02 - Configuration Management (CM)
03 - Decision Analysis and Resolution (DAR)
04 - Integrated Project Management +IPPD (IPM)
05 - Measurement and Analysis (MA)
06 - Organizational Innovation and Deployment (OID)
07 - Organizational Process Definition +IPPD (OPD)
08 - Organizational Process Focus (OPF)
09 - Organizational Process Performance (OPP)
10 - Organizational Training (OT)
11 - Product Integration (PI)
12 - Project Monitoring and Control (PMC)
13 - Project Planning (PP)
14 - Process and Product Quality Assurance (PPQA)
15 - Quantitative Project Management (QPM)
16 - Requirements Development (RD)
17 - Requirements Management (REQM)
18 - Risk Management (RSKM)
19 - Supplier Agreement Management (SAM)
20 - Technical Solution (TS)
21 - Validation (VAL)
22 - Verification (VER)

Cohesively, these 22 areas cover the full development lifecycle in a comprehensive, effective approach that is widely recognized in the quality and process management disciplines as promoting consistency, predictability, and quality.

Each of the 22 process areas of CMMI can be implemented individually or selected in groups to meet the needs of the performing organization. However, a general recommendation would be to organize the process areas into four distinct categories: Project Management, Process Management, Engineering, and Support.

The extensive coverage of CMMI is impressive. Having access to 22 process areas expanding across the scope of technology development and process management is a tremendous strategic advantage to any organization. Additionally, the organization has the flexibility to implement only those process areas that are most essential in meeting their strategic goals.

Goals and Practices Defined

There are two categories of goals and practices: Generic and Specific. Specific goals and practices are specific to a process area. Generic goals and practices are a part of every process area. A process area is satisfied when organizational processes cover all of the generic and specific goals and practices for that process area.

Specific Goals and Practices
Each process area is defined by a set of goals and practices. These goals and practices appear only in that process area.

Generic Goals and Practices
Generic goals and practices are a part of every process area. Each process area may have one or more of these goals along with their underlying practices:

Achieve Specific Goals
- Perform Specific Practices

Institutionalize a Managed Process
- Establish an Organizational Policy
- Plan the Process
- Provide Resources
- Assign Responsibility
- Train People
- Manage Configurations
- Identify and Involve Relevant Stakeholders
- Monitor and Control the Process
- Objectively Evaluate Adherence
- Review Status with Higher Level Management

Institutionalize a Defined Process
- Establish a Defined Process
- Collect Improvement Information

Institutionalize a Quantitatively Managed Process
- Establish Quantitative Objectives for the Process
- Stabilise Subprocess Performance

Institutionalize an Optimizing Process
- Ensure Continuous Process Improvement
- Correct Root Causes of Problems

Summary
Each CMMI Process Area is made up of one or more goals. The goals are targets the company should establish to ensure control, visibility, and quality. These targets represent the real focus of CMMI. The CMMI structure is comprehensive; a collection of process areas, each with a defined set of goals and each goal facilitated by a set of generic and/or specific practices.

An organization is considered compliant with CMMI when it demonstrates it has achieved the goals. To facilitate this effort, CMMI defines a series of practices consistent with each goal. The practices represent activities that can be deployed cohesively to meet the stated goal. As described above, each goal in CMMI usually has two or more practices associated with it.

Most organizations create policies to define what their program should achieve and then establish procedures that describe the steps to be followed in carrying out each activity. To facilitate the implementation of the procedures the organization should consider creating templates, forms, and checklists that can be leveraged as new projects are sanctioned.

Bottomline...CMMI is absolutely vital for organizations dedicated to delivering first-class information technology products and service solutions. Because its features can be customized to meet the needs of each organization, its implementation can be light and effective with little need for complexity.

In upcoming issues of this feature column we will offer more indepth discussion on CMMI maturity levels 2 -5 with details of the specific process area components.

Credits, references and recommended readings
Sally Godfrey (2008) What is CMMI ?. NASA presentation. Accessed 8 dec 2008.
Ahern, Dennis M.; Armstrong, Jim; Clouse, Aaron; Ferguson, Jack; Hayes, Will; Nidiffer, Kenneth (2005). CMMI SCAMPI Distilled: Appraisals for Process Improvement.
Addison-Wesley Professional. ISBN 0-8493-1654-5. http://www.sei.cmu.edu/publications/books/process/scampi-distilled.html.
Ahern, Dennis M.; Clouse, Aaron; Turner, Richard (2003). CMMI Distilled: A Practical Introduction to Integrated Process Improvement. Addison-Wesley Professional. ISBN 0-8493-1654-5. http://www.sei.cmu.edu/cmmi/adoption/distilled.html.