A maturity model is a structured collection of elements that describe certain aspects of maturity in an organization. A maturity model may provide, for example:
- a place to start
- the benefit of a community’s prior experiences
- a common language and a shared vision
- a framework for prioritizing actions
- a way to define what improvement means for your organization.
A maturity model can be used as a benchmark for comparison and as an aid to understanding - for example, for comparative assessment of different organizations where there is something in common that can be used as a basis for comparison. In the case of the CMM, for example, the basis for comparison would be the organisations' software development processes.
The levels are:Level 1 - Ad hoc (Chaotic)
It is characteristic of processes at this level that they are (typically) undocumented and in a state of dynamic change, tending to be driven in an ad hoc, uncontrolled and reactive manner by users or events.Level 2 - Repeatable
It is characteristic of processes at this level that some processes are repeatable, possibly with consistent results. The processes may not repeat for all the projects in the organization. The organization may use some basic project management to track cost and schedule.
Level 3 - DefinedIt is characteristic of processes at this level that there are sets of defined and documented standard processes established and subject to some degree of improvement over time. These standard processes are in place (i.e., they are the AS-IS processes) and used to establish consistency of process performance across the organization. Projects establish their defined processes by applying the organization’s set of standard processes, tailored, if necessary, within similarly standardized guidelines.
Level 4 - Managed
It is characteristic of processes at this level that, using process metrics, management can effectively control the AS-IS process (e.g., for software development ). In particular, management can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications. Process Capability is established from this level.
Level 5 - Optimized
It is characteristic of processes at this level that the focus is on continually improving process performance through both incremental and innovative technological changes/improvements.
The CMMI contains several key process areas indicating the aspects of product development that are to be covered by company processes.
| Abbreviation | Name | Area | Maturity Level |
|---|---|---|---|
| REQM | Requirements Management | Engineering | 2 |
| PMC | Project Monitoring and Control | Project Management | 2 |
| PP | Project Planning | Project Management | 2 |
| SAM | Supplier Agreement Management | Project Management | 2 |
| CM | Configuration Management | Support | 2 |
| MA | Measurement and Analysis | Support | 2 |
| PPQA | Process and Product Quality Assurance | Support | 2 |
| PI | Product Integration | Engineering | 3 |
| RD | Requirements Development | Engineering | 3 |
| TS | Technical Solution | Engineering | 3 |
| VAL | Validation | Engineering | 3 |
| VER | Verification | Engineering | 3 |
| OPD | Organizational Process Definition | Process Management | 3 |
| OPF | Organizational Process Focus | Process Management | 3 |
| OT | Organizational Training | Process Management | 3 |
| IPM | Integrated Project Management | Project Management | 3 |
| ISM | Integrated Supplier Management | Project Management | 3 |
| IT | Integrated Teaming | Project Management | 3 |
| RSKM | Risk Management | Project Management | 3 |
| DAR | Decision Analysis and Resolution | Support | 3 |
| OEI | Organizational Environment for Integration | Support | 3 |
| OPP | Organizational Process Performance | Process Management | 4 |
| QPM | Quantitative Project Management | Project Management | 4 |
| OID | Organizational Innovation and Deployment | Process Management | 5 |
| CAR | Causal Analysis and Resolution | Support | 5 |
Source:WikiPedia
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