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There Is More to Process Improvement Than Just CMM
| Content Provider | Semantic Scholar |
|---|---|
| Author | Weszka, Joan S. Ibrahim, Linda |
| Abstract | F ueled by the premise that improving products is predicated on improving processes used to develop and deploy them, early process improvement efforts based on the Capability Maturity Model ® (CMM ®) were focused on software systems. Documented cases of software systems fraught with problems underscored the need for scrutinizing software engineering processes against an industry-standard model compiled from proven best practices. A plethora of benefits have been attributed to using the CMM for Software (SW-CMM) 1 across a broad spectrum of areas directly related to business growth and success. Such benefits include improvements in quality (measured in terms of defect reduction or earlier detection), productivity, cost, and schedule. Due to the scope of the model used, these benefits focused on the software aspects of system development, since improvements were typically constrained to software engineering processes and those directly supporting them. Successful software process improvement spawned the development of models focused on other disciplines, including systems engineering and work force management. Each new model was earmarked for use across a subset of an organization , e.g., the systems engineering or software engineering organizational elements. The resulting stovepiped approach to process improvement resulted in inefficiencies caused by a different model for each discipline, and often inattention to integrated process improvement. However, as capability maturity model use extended across an enterprise, the benefits also accrued in those areas where process improvement ensued. In 1998, an industry and government need surfaced for an integrated maturity model to achieve efficiency and effectiveness of processes and process improvement in a multidisciplinary environment. Earlier work by the Federal Aviation Administration (FAA), as described in this article, demonstrated a proof of concept for an integrated model. The 1998 industry/government effort led to creation of the CMM Integration SM (CMMI ®); CMMI for Systems Engineering, Software Engineering, Integrated Product and Process Development, and Supplier Sourcing (CMMI-SE/SW/IPPD/SS) V1.1 1 , and several variations with more limited scope. Source models used to create CMMI were the SW-CMM, Systems Engineering CMM (SE-CMM) Electronic Industries Alliance/Interim Standard (EIA/IS) 731 2 , and the Integrated Product Development CMM 1. The CMMI model, with its focus on systems engineering, software engineering , integrated process and product development, and supplier sourcing had a broader scope than its predecessor's single discipline models. However, it still lacked comprehensive coverage of broader enterprise processes. Complex enterprises like the FAA and Lockheed Martin engage in engineering activities; operations; acquisition; … |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | http://www.crosstalkonline.org/storage/issue-archives/2004/200406/200406-Ibrahim.pdf |
| Alternate Webpage(s) | http://www.stsc.hill.af.mil/crosstalk/2004/06/0406Ibrahim.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
