- Authors:
- Ahern,
- Richard Turner,
- Aaron Clouse
Capability Maturity Model IntegrationSM (CMMI) has rapidly become a preferred means of improving organizational processes in industry and government. Building on a decade of work with process improvement models, including the Capability Maturity Model® (CMM®) for Software and the Systems Engineering Capability Model, a team of over two hundred engineering and process improvement experts worked for three years to create this broader, more agile instrument for guiding, integrating, and appraising improvement activities. CMMI provides a single, integrated framework for improving processes throughout an organization, enhancing the quality and efficiency of the organization as a whole.The CMMI Product Suite is rich in detail and guidance, but correspondingly large and somewhat complex. The sheer volume of information it presents can seem overwhelming. CMMI Distilled reduced that complexity with a fresh and approachable introduction to the key elements of CMMI and integrated process improvement.This new edition of CMMI Distilled, updated for CMMI version 1.1, includes more material in layman's language to meet a wider variety of reader's needs, but has not lost any of the technical content that made the first edition so successful. Written for those new to model-based process improvement, it also offers insights that can help even battle-scarred process improvement veterans and experienced systems, software and quality engineers perform better. CMMI® Distilled, Second Edition is especially appropriate for executives and managers who need to understand why process improvement is valuable, why CMMI is a tool of choice, and how to maximize the return on their efforts and investments.The three authors have been involved with CMMI since its inception, and they bring a wealth of their own experience and knowledge to this book. They highlight the pitfalls and short cuts that are all too often learned by costly experience. Above all, they provide a context for understanding why CMMI is the fastest growing process improvement framework in the world. 0321186133B06272003
Cited By
Orenga-Roglá S and Chalmeta R (2018). Framework for implementing a big data ecosystem in organizations, Communications of the ACM, 62:1, (58-65), Online publication date: 19-Dec-2018.- Neff A, Hamel F, Herz T, Uebernickel F, Brenner W and vom Brocke J (2014). Developing a maturity model for service systems in heavy equipment manufacturing enterprises, Information and Management, 51:7, (895-911), Online publication date: 1-Nov-2014.
- Lahrmann G, Marx F, Mettler T, Winter R and Wortmann F Inductive design of maturity models Proceedings of the 6th international conference on Service-oriented perspectives in design science research, (176-191)
- da Cruz J and Ruiz D Uma experiência em mineração de processos de manutenção de software Companion Proceedings of the XIV Brazilian Symposium on Multimedia and the Web, (247-253)
- Toroi T Improving Software Test Processes Proceedings of the 2006 conference on New Trends in Software Methodologies, Tools and Techniques: Proceedings of the fifth SoMeT_06, (462-473)
Index Terms
- CMMI Distilled: A Practical Introduction to Integrated Process Improvement
Recommendations
Charles William Bash
CMMI is the abbreviation for Capability Maturity Model Integration. Many people are familiar with the Capability Maturity Model that came from Carnegie Mellon University, based on work started in 1986. There have been at least 11 models that explicitly flowed from the original CMM study, and this workspace includes such activities as Six Sigma and ISO 9000 as well. The CMMI model is an attempt to create a unified framework for software development, integration of information technology components, support of these components, and much more. The authors note that the complete documentation of CMMI is "yards" long. This book reduces that documentation into a document that is only two centimeters thick, so readers should understand that they will only get a very brief overview of CMMI from this book. I am quite familiar with CMM, and with that caveat, I found the work to be a good reduction. Whether somebody new to the concepts in CMM would find that true is something I cannot guess at. The book is composed of four parts, four appendices, and an excellent index. The first part talks about why CMMI should be used, and includes the history of efforts to produce CMM and CMMI. The second part is the meat of the book, and discusses the actual CMMI models. It is broken into 5 chapters: "The CMMI Concept," "CMMI Content," "CMMI Representations," "CMMI Dimensions for Measuring Improvement," and "CMMI Process Areas." Part 3 discusses how to use CMMI-including a discussion about comparing your company's needs with CMMI's coverage-while Part 4 talks about the future of CMMI. The appendices provide one-sentence summaries of each process area in two different contexts. While they are very useful additions, they do require significant knowledge of the concepts to be very useful. It is my opinion that CMMI looks like a significant improvement over either CMM software or CMM software engineering for most organizations in the modern world. There are very good capabilities included for teaming (constructing, managing, and coordinating multiple teams working on multiple projects) and for coordinating with suppliers. In addition, many of the issues struggled with in trying to work with just CMM seem to have been nicely improved and clarified.
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