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A Slightly Skeptical View on CMM
 (Capability Maturity Model) as an example Of Cargo Cult Software Engineering

The Software Capability Maturity Model (CMM), is a software development methodology that is as close to scam as ISO 9000. The current version is was released in December 2001 by the Software Engineering Institute and is often called version 1.1 of the Capability Maturity Model Integration (CMMI). More politically inclined authors would claim that this is a variant of  "Brezhnev socialism" applied to software engineering (or worse a variant of Lysenkoism  as there is some government pressure to get the certification), but that's another story.  But labels aside  the fact that some organization is CMM-certified (and it does not matter to what level -- see below)  in current environment should probably be viewed as a slick marketing trick (especially useful for outsourcers).

The initial development of CMM is attributed to Watts Humphrey, who  founded the Software Process Program of the Software Engineering Institute (SEI) at Carnegie Mellon University. From 1959 to 1986 he worked for IBM.  He holds a bachelor's degree in physics from the University of Chicago, a master's degree in physics from the Illinois Institute of Technology, and a master's degree in business administration from the University of Chicago. It looks like CMM originated from 1987 document written by Watts S. Humphrey (Evolution of CMM and CMMI from SEI):

• 1987, September - Watts S. Humphrey authored the first CMM, A Method for Assessing the Software Engineering Capability of Contractors, CMU/SEI-87-TR-23.

This was a 40-page document containing a list of questions to be used as an assessment tool. Each question was mapped to the five levels, still present today. To achieve a level, an organization had to demonstrate they could answer "Yes" to 90% of the "starred" questions and 80% of all questions for that level.

However, there was also a second "Technology" dimension, with two levels A and B, which was displayed vertically (with the 5 -levels horizontal)! The technology dimension assessed the level of automation present. Organizations "matured" from 1A to 5B.

Like it is often the case with questionable doctrines his views of CMM are more realistic then many of his followers  and he has second thought about the effectiveness of his creation (Sidebar Watts Humphrey on Software Quality): 

Is CMM the only quality tool software developers need?

The CMM framework is essentially aimed at how do you establish a good management environment for doing engineering work. It's about the planning you need, the configuration management, the practices, the policies -- all that stuff. It doesn't talk about how you do things.

When I looked at organizations that were at high [CMM] levels, I discovered that the engineering practices hadn't changed that much. I had naively assumed that when we put good practices in place, like planning and measurement and quality management, that it would seep down to the engineers [programmers], and they'd start to use it in their personal work. It didn't happen.

The author probably never read Brooks famous The Mythical Man-Month book. In his later, 1987, essay "No Silver Bullet," Frederick P. Brooks wrote,

"The essence of a software entity is a construct of interlocking concepts ... I believe the hard part of building software to be the specification, design, and testing of this conceptual construct, not the labor of representing it and testing the fidelity of the representation ... If this is true, building software will always be hard. There is inherently no silver bullet."

Road to hell is paved with good intentions. Good work can be done under any software development model. But excessive bureaucratization inevitably leads to bad work no matter what software development methodology is used.  What is important is that CMM shifts focus from improvement of real capabilities of software organization into creation of  useless, expressively defined bureaucratic perversions. Excessive, I would say obsessive,  focus on procedures as well as an illusive goal of "process improvement" is the most detrimental and dangerous feature of CMM. It directly encourages excessive bureaucratization,   mandates wasteful paperwork in best "mature socialism" style.  Some problem associated with the CMM are somewhat similar to problems of  traditional waterfall approach to software development: both are detached from reality. In many ways CMM's activity-based measurement approach is similar to the sequential paradigm mandated by the waterfall software development model.   Here is  a relevant quote from CMM vs. CMMI: from Conventional to Modern Software Management - article originally published in The Rational Edge, February 2002

Is the CMM Obsolete?

Some issues associated with the practice of the CMM are also recurring symptoms of traditional waterfall approaches and overly process-based management. The CMM's activity-based measurement approach is very much in alignment with the sequential, activity-based management paradigm of the waterfall process (i.e., do requirements activities, then design activities, then coding activities, then unit testing activities, then integration activities, then system acceptance testing). This probably explains why many organizations' perspectives on the CMM are anchored in the waterfall mentality.

Alternatively, iterative development techniques, software industry best practices, and economic motivations drive organizations to take a more results-based approach: Develop the business case, vision, and prototype solution; elaborate into a baseline architecture; elaborate into usable releases; and then finalize into fieldable releases. Although the CMMI remains an activity-based approach (and this is a fundamental flaw), it does integrate many of the industry's modern best practices, and it discourages much of the default alignment with the waterfall mentality.

One way to analyze CMM and CMMI alignment with the waterfall model and iterative development, respectively, is to look at whether each model's KPAs motivate sound software management principles for these two different development approaches. First, we will define those software management principles. Over the last ten years, I have compiled two sets: one for succeeding with the conventional, waterfall approach and one for succeeding with a modern, iterative approach. Admittedly, these "Top Ten Principles" have no scientific basis and provide only a coarse description of patterns for success with their respective management approaches. Nevertheless, they do provide a suitable framework for my view that the CMM is aligned with the waterfall mentality, whereas the CMMI is more aligned with an iterative mentality.

If you look at official and semi-official documents the amount of Dilbert type "management-speak" and acronyms is really staggering; see for example CMM-Tutorial and  phillips2004. Some aspects of CMM might make some sense for software maintenance, but hardly for software development. 

CMM presupposes certification of organizations for 4 "maturity" levels (from 2 to 5):

1. Initial. Ad hoc process (chaotic, ad hoc, heroic)
2. Repeatable. Basic project management (project management, process discipline)
3. Defined level. Process definition is used (institutionalized)
4. Managed level. Process measurement is used (quantified)
5. Optimizing level. Process control is used (process improvement)

Like one critic of CMM aptly noted, the initial level of CMM (Level 2  or  "managed") is actually a certification "of the ability to stand upright and make fire" applied to software development. This is so basic (and fuzzy) that any software development organization can legitimately claim CMM level 2 readiness.  

The most insightful critique of CMM was provided by James Bach in his artile  The Immaturity of CMM  originally published in the September 1994 issue of American Programmer. 

Here is one relevant quote from James Bach's paper (I strongly encourage to read it ) which dispels the "institutionalization" myth that is the cornerstone of CMM: 

The idea that process makes up for mediocrity is a pillar of the CMM, wherein humans are apparently subordinated to defined processes. But, where is the justification for this? To render excellence less important the problem solving tasks would somehow have to be embodied in the process itself. I've never seen such a process, but if one exists, it would have to be quite complex. Imagine a process definition for playing a repeatably good chess game. Such a process exists, but is useful only to computers; a process useful to humans has neither been documented nor taught as a series of unambiguous steps. Aren't software problems at least as complex as chess problems?

The CMM reveres institutionalization of process for its own sake. Since the CMM is principally concerned with an organization's ability to commit, such a bias is understandable. But, an organization's ability to commit is merely an expression of a project team's ability to execute. Even if necessary processes are not institutionalized formally, they may very well be in place, informally, by virtue of the skill of the team members.

Institutionalization guarantees nothing, and efforts to institutionalize often lead to a bifurcation between an oversimplified public process and a rich private process that must be practiced undercover. Even if institutionalization is useful, why not instead institutionalize a system for identifying and keeping key contributors in the organization, and leave processes up to them?  The CMM contains very little information on process dynamics.

In other words, the right organizational processes can improve the output of a group of talented software developers, but they do not create one.  By ignoring this critical fact, the CMM loses credibility with anyone experienced with a wide range of software development projects.

In his review of Back's groundbreaking and courageous paper Kelly Nehowig observed:

The author describes six basic problem areas that he has identified with the CMM:

1. The CMM has no formal theoretical basis and in fact is based on the experience “of very knowledgeable people”.  Because of this lack of theoretical proof, any other model based on experiences of other experts would have equal veracity.

2. The CMM does not have good empirical support and this same empirical support could also be construed to support other models.  Without a comparison of alternative process models under a controlled study, an empirical case cannot be built to substantiate the SEI’s claims regarding the CMM.  Primarily, the model is based on the experiences of large government contractors and of Watts Humprey’s own experience in the mainframe world.  It does not represent the successful experiences of many shrink-wrap companies that are judged to be a “level 1” organization by the CMM.

3. The CMM ignores the importance of people involved with the software process by assuming that processes can somehow render individual excellence less important. In order for this to be the case, problem-solving tasks would somehow have to be included in the process itself, which the CMM does not begin to address.

4. The CMM reveres the institutionalization of process for its own sake.  This guarantees nothing and in some cases, the institutionalization of processes may lead to oversimplified public processes, ignoring the actual successful practice of the organization.

5. The CMM does not effectively describe any information on process dynamics, which confuses the study of the relationships between practices and levels within the CMM.   The CMM does not perceive or adapt to the conditions of the client organization.  Arguably, most and perhaps all of the key practices of the CMM at its various levels could be performed usefully at level 1, depending on the particular dynamics of an organization.  Instead of modeling these process dynamics, the CMM merely stratifies them.

6. The CMM encourages the achievement of a higher maturity level in some cases by displacing the true mission, which is improving the process and overall software quality.  This may effectively “blind” an organization to the most effective use of its resources.

The author’s most compelling argument against the CMM is the many successful software companies that, according to the CMM, should not exist.  Many software companies that provide “shrink wrap” software such as Microsoft, Symantec, and Lotus would definitely be classified by the CMM as level 1 companies.   In these companies, innovation reigns supreme, and it is from the perspective of the innovator that the CMM seems lost.

The author claims that innovation per se does not appear in the CMM at all, and is only suggested by level 5.  Preoccupied with predictability, the CMM is ignorant of the dynamics of innovation.  In fact, where innovators advise companies to be flexible, to push authority down into the organization, and to recommend constant constructive innovation, the CMM mistakes all of these attributes to the chaos that it represents in level 1 companies.  Because the CMM is distrustful of personal contributions, ignorant of the environment needed to nurture innovative thinking, and content to bury organizations under an ineffective superstructure, achieving level 2 on the CMM scale may actually destroy the very thing that caused the company to be successful in the first place.

The highest level (Level 5) means the ability to use a double set of books and produce a lot of bogus paperwork in English language. It has tremendous marketing value, especially if the other side is represented by PHBs. For that reason this level of CMM certification is simply loved by outsourcers. Nine Indian firms claim level 5 certification, and not without a reason :-). If you look at Usenet discussion of CMM hype the most strong defenders of this marketing trick are people connected to outsourcers. The level of argumentation reminds me the USSR Communist Party Congresses with its long applauses, changing into a standing ovation for each monstrous stupidity invented by the Politburo jerks ;-).

Sometimes CMM-compliance is mandated. In this case the less efforts spend on obtaining it the better. In fact, anyone can proclaim themselves to be on CMM Level they want without any significant changes in the software development process. This is  a "paper tiger" type of certifications: all that is needed is paperwork.

At the same time too much zeal in achieving CMM-compliance can be very destructive for the organization. The CMM absolutize the value of  formal processes, but ignores people. And it is people, the software developers,  who are the key to success. This is readily apparent to anyone who is familiar with the work of Gerald Weinberg on programming psychology. The net result of excessive zeal in achieving CMM compliance can be the proliferation of dangerous and clueless "software development bureaucracy" and micromanagers.  If this is possible I would recommend for CIO to find volunteers who work on CMM-compliance, created an appropriate organization unit and after it is achieved dismantle or outsource the unit and let go people who were the most enthusiastic about the whole process ;-). They were extremely dangerous for the organization health anyway. 

All-in-all obtaining CMM certification is by-and-large a waist of organizational resources, but you might need to do in order to participate in government contacts. If you do, please it take it easy and understands that this is pretty much useless exercise.  Still the world is not perfect and sometime you need to play the game.  The most constructive was to play CMM game is to concentrate on introduction of automation tools like bug tracking software (for example Bugzilla), test automation tools (for example DejaGnu) and  compilation and linkage automation software ( for example Tivoli can be adapted for this purpose).

But the key issue here is to block the promotion to management ranks a special category of people who thrive under the organizational atmosphere of "software development socialism".   Those people are the most dangerous and destructive for any software development organization and  CMM can serve as a litmus test for exposing them.  If CMM process helps them to grow in the management ranks everything is lost, if opposite is true (as with the suggestion above that CMM-compliance unit should first be created and then outsourced :-) then CMM process can even be useful.

Remember about the danger of "software development socialism", folks ;-). Such side effects of typical CMM adoption as  bureaucratization, micromanagement and promotion of wrong type of people should never be overlooked as they kill software developers creativity and any innovation capability within the organization. Everything becomes way too  predictable as in "predictable failure".  And you know what happen with the USSR with its "mature socialism", don't you ?

Software companies which try to push technology envelope would be better off ignoring CMM. As Back noted "Studies alleging that the CMM is valuable don't consider alternatives, and leave out critical data that would allow a full analysis of what's going on in companies that claim to have moved up in CMM levels and to have benefited for that reason."  All-in-all CMM is just yet another variant of cargo cult science.

Old News ;-)

The Immaturity of CMM by James Bach

Review of The Immaturity of CMM" by James Bach Published in American Programmer, Sept. 1994 Kelly Nehowig Applied Logic Engineering

Introduction

The paper being reviewed was written to support the thesis that the Software Engineering Institute's Capability Maturity Model (SEI CMM) is a collection of software engineering practices that are organized according to a simple model based on process evolution that are not completely effective in every software organization.  The author makes his case by describing six areas in which he has general problems with the CMM.  This is followed by a section outlining the author’s claim that a “level 1” organization is completely misunderstood by the SEI and that effective software can be (and actually is) created by many level 1 organizations.  Finally, the author briefly describes an alternative to CMM that can be used as a framework for process improvement.

For the most part, I believe that the author has accurately critiqued the CMM and, from my experience, I would agree with the problems he discusses.  In my mind, the CMM is a good theoretical guideline for establishing a basic understanding of the characteristics of a good software development organization, but by stringently following its processes and procedures to the letter, an organization is not guaranteed to be successful.   The CMM does not deal effectively with innovation issues and people issues.  It also does not reconcile the fact that many successful software organizations can claim various attributes associated with four (or sometimes all five) of the CMM levels but, due to the rules established by the CMM, would officially be designated a Level 1 organization, which unfairly describes the organization’s capabilities.

Summary of the Reviewed Article

The article is broken into several sections that describe the CMM in general, the problems that the author has with the CMM, an alternative to the CMM, and a postscript that was added to the original paper in February of 1999.

Brief description of the CMM

The author describes the CMM as a group of key practices that are divided into five levels representing various maturity levels that organizations should go through on their way to becoming “mature”.

The author lists the CMM levels as follows:

1. Initial (chaotic, ad hoc, heroic)

2. Repeatable (project management, process discipline)

3. Defined (institutionalized)

4. Managed (quantified)

5. Optimizing (process improvement)

The author states that the original intent of the CMM was that of a tool to evaluate the ability of government contractors to perform a contracted software project.  His primary concern is that many tout the CMM as a general model for process improvement and he believes that in this area, it has many weaknesses.

General Problems with the CMM

The author describes six basic problem areas that he has identified with the CMM:

1. The CMM has no formal theoretical basis and in fact is based on the experience “of very knowledgeable people”.  Because of this lack of theoretical proof, any other model based on experiences of other experts would have equal veracity.

2. The CMM does not have good empirical support and this same empirical support could also be construed to support other models.  Without a comparison of alternative process models under a controlled study, an empirical case cannot be built to substantiate the SEI’s claims regarding the CMM.  Primarily, the model is based on the experiences of large government contractors and of Watts Humprey’s own experience in the mainframe world.  It does not represent the successful experiences of many shrink-wrap companies that are judged to be a “level 1” organization by the CMM.

3. The CMM ignores the importance of people involved with the software process by assuming that processes can somehow render individual excellence less important. In order for this to be the case, problem-solving tasks would somehow have to be included in the process itself, which the CMM does not begin to address.

4. The CMM reveres the institutionalization of process for its own sake.  This guarantees nothing and in some cases, the institutionalization of processes may lead to oversimplified public processes, ignoring the actual successful practice of the organization.

5. The CMM does not effectively describe any information on process dynamics, which confuses the study of the relationships between practices and levels within the CMM.   The CMM does not perceive or adapt to the conditions of the client organization.  Arguably, most and perhaps all of the key practices of the CMM at its various levels could be performed usefully at level 1, depending on the particular dynamics of an organization.  Instead of modeling these process dynamics, the CMM merely stratifies them.

6. The CMM encourages the achievement of a higher maturity level in some cases by displacing the true mission, which is improving the process and overall software quality.  This may effectively “blind” an organization to the most effective use of its resources.

The author’s most compelling argument against the CMM is the many successful software companies that, according to the CMM, should not exist.  Many software companies that provide “shrink wrap” software such as Microsoft, Symantec, and Lotus would definitely be classified by the CMM as level 1 companies.   In these companies, innovation reigns supreme, and it is from the perspective of the innovator that the CMM seems lost.

The author claims that innovation per se does not appear in the CMM at all, and is only suggested by level 5.  Preoccupied with predictability, the CMM is ignorant of the dynamics of innovation.  In fact, where innovators advise companies to be flexible, to push authority down into the organization, and to recommend constant constructive innovation, the CMM mistakes all of these attributes to the chaos that it represents in level 1 companies.  Because the CMM is distrustful of personal contributions, ignorant of the environment needed to nurture innovative thinking, and content to bury organizations under an ineffective superstructure, achieving level 2 on the CMM scale may actually destroy the very thing that caused the company to be successful in the first place.

The author discusses the issue of “heroism”, defined as the individual effort beyond the call of duty to make a project successful.  The SEI regards heroism as a negative and as an unsustainable sacrifice on people that have special gifts.  It considers heroism the sole reason that Level 1 companies can survive.  The author claims a different definition for heroism – taking initiative to solve ambiguous problems.  He claims that this is a definable and teachable set of behaviors that enhance creativity, which leads to personal mastery of the subject matter.  In his opinion, it is not a negative, but it is a requirement of most successful organizations.

As an alternative to the CMM, the author introduces the idea of a framework based on heuristics for conducting successful projects.  The key to this model is that it is an aid for judgement, not a prescription for institutional formalisms.  In this model, maturity means recognizing problems through the analysis of experience and the use of metrics and to solve them through selective definition and deployment of processes.

This process model consists of a seven-dimensional framework for analyzing problems and identifying the correct processes.  These dimensions include: business factors, market factors, project deliverables, four primary processes (commitment, planning, implementation, and convergence), teams, project infrastructure, and milestones.  This framework connects to a set of processes that are repeatable for performing certain common tasks.

In an addendum to the original thesis, the author comments that not much has changed in his opinion on the CMM in the five years since originally writing his paper.  Some software companies are successfully using the CMM in their organizations, but many, including most of the newer Internet-based software companies, are not using the CMM.

The author does comment on one shift in his thinking – that is the fact that he has become more comfortable with the idea of using CMM as a basic philosophy and not as an issues list.  He now believes that using CMM to identify a list of issues worth addressing in the course of overall software improvement may be useful, but that it should not be adapted as a philosophy for good software engineering.

For the most part, I agree with the author’s assessment of the CMM.  Some of his arguments seem weaker than others, but I believe they are valid.

Due to the fact that the CMM has no theoretical basis and that it has no empirical proof, it loses value from an academic point of view.  Although this (in my opinion) is one of the author’s weaker arguments, it is important from the aspect of substantiation of the claims made by SEI.  Without the theoretical proof and the lack of empirical support based on comparison of alternative models under a controlled study, the SEI’s case for promoting CMM as the optimal model for software development is weakened.

The author’s implication that the CMM institutionalizes process for its own sake without regard to current practices is an accurate assessment in my view.  I have seen organizations that implement policies without regard to current organizational practices (some of which are quite successful).  The result is a confused development group that gets a series of mixed messages from “management” which do not necessarily improve the development process.

Another key fault in the CMM described by the author is the overriding pressure to move to the next maturity level, sometimes by ignoring the true mission, which is the quality of the software product.  The factors important in moving up to the next level may or may not necessarily benefit the organization and its products because all subjectivity is removed.  What benefits one organization may not have the same effect in another organization.

The author’s claims about heroism are interesting, but I differ slightly with the conclusions that he draws.  I agree that heroism, as defined by taking the initiative to solve ambiguous problems, is critical to the success of an organization.  However, in my experience, heroism is a trait that is difficult to teach.  I believe it is inherent within the individual for the most part and, without a good process model, can be abused by the organization in order to accomplish its goals.

Probably one of the more important points that the author touches on is the CMM’s implied claim of the importance of process over people.  It has been my experience that processes are not direct substitutes for the quality of the development team personnel.  In other words, the right organizational processes can improve the output of a group of talented software developers, but they do not create one.  By ignoring this critical item, the CMM loses credibility with anyone experienced with a wide range of development teams.

A striking example that is prevalent throughout the author’s thesis is the number of software companies that probably exist at CMM Level 1, but that are incredibly successful.  Microsoft is a prime example – although they do not model their organization in a manner that the SEI considers to be “mature”, their products mostly meet or exceed the customer’s needs and this creates a very successful company.

In considering the alternatives to the CMM, I believe that the author is correct in his assertion that a model based on past experience and the use of metrics is probably more effective in practice as compared to the CMM.  The implementation of such a model is based on selective definition of problems and the selective deployment of specific processes. 

... ... ...

Laser Summer School - Lectures

Title: Lean software development

Speaker: Mary Poppendieck

Description: As global competitiveness comes to the software development industry, the search is on for a better way to create first-class software rapidly, repeatedly, and reliably. Lean initiatives in manufacturing, logistics, and services have led to dramatic improvements in cost, quality and delivery time; can they do the same for software development? The short answer is “Absolutely!”
Of the many methods that have arisen to improve software development, Lean is emerging as one that is grounded in decades of work understanding how to make processes better. Lean thinking focuses on giving customers what they want, when and where the want it, without a wasted motion or wasted minute.

You will learn how to:

• Develop a value stream map for your current software development organization, and then create a new map for the future.
• Create customer-focused value that lasts over time.
• Reorganize the software development process around iteration cycles and implement responsibility-based planning and control.
• Assess the state of the basic disciplines which determine a software development process capability.
• Drive software quality by moving testing to the front and center of the development process.
• Organize so as to most effectively deliver superb software rapidly and at minimum cost.
• Apply queuing theory to effectively manage the software development pipeline.
• Create a financial model for a software development project and use it to make optimal tradeoff decisions.

Outline:

Lecture 1 – Overview

• A History of Lean
• Principles of Lean Software Development
  • Eliminate Waste
    MYTH: Early Specification Reduces Waste
  • Build Quality In
    MYTH: Do It Right The First Time
  • Amplify Learning
    MYTH: Predictions Create Predictability
  • Delay Commitment
    MYTH: Planning Is Commitment
  • Deliver Fast
    MYTH: Haste Makes Waste
  • Respect People
    MYTH: There is One Best Way
  • Optimize The Whole
    MYTH: Optimize By Decomposition

IRIS 29

Lasse's weblog - CMM critique in CIO.com

[Feb 9, 2007] The Business of Software - CMM Level 5

You can have a defined, repeatable, optimized process in place, but still have bad programmers.

In India,there is a fashion-companies like to advertise themselves as CMM level 5.I wonder if its a scam(easy to get such certification,or these companies r lying).I had joined such a company last year,and I was shocked the way they worked.I was assigned to write a proof-of-concept for an Ajax library,which was nothing but taken from a website(I was told their team has developed).There were other documents that I had to prepare.
I wonder if in US also you find such companies.How good they are?

jam
Friday, February 09, 2007

====

India has a huge drive for companies to get CMM level 5 accreditation, because it is seen as a requirement in the west. The Dilbert managers may not have a clue about the benefits (and losses) involved in outsourcing, but they are easy to buy out with Gartner reports and CMM accreditation. So while it may not be easy to get CMM5, I think overall it has very little bearing on the internal messiness of a company.

Simon@AutoUpdate+
Saturday, February 10, 2007

====
 

"So while it may not be easy to get CMM5, I think overall it has very little bearing on the internal messiness of a company. "

Actually, it has MUCH bearing on their internal organization...the development process is what is judged.  Yes, it is very difficult.  I work for an upper fortune 50 company and our local dev shop worked very very hard to get CMM level 3.  Either all those shops are lying that they have level 5, or the CMM judges in India are easily bought.  I am not saying that there are not CMM L5 companies in India....just that if there are...they are very few and far between.

DH
Saturday, February 10, 2007

====

When I was working at a large company as a contractor, we outsourced some gui components to a CMM 5 company in India.  I was not impressed with their quality.  There was a lot of turnover in the company, both developers and managers.  Code reviews showed very junior coding.  Project wizards did not functions the way they should.

To their credit, they did EXACTLY what the specifications said even it they did not make sense for a developer.  Our management was just bad at writing the specs ;-)

Remember CMM is about the process of making software, making it repeatable and optimizing it.  You can have a defined, repeatable, optimized process in place, but still have bad programmers.  They just have to be able to follow the process that is in place.

SteveM
Saturday, February 10, 2007

====

The cio.com article is pretty good, but the softpanorama.org article is pretty selective about its quotes. He quotes:

"In fact, the study found that Level 5 companies on average had higher defect rates than anyone else."

The full quote says:

"In fact, the study found that Level 5 companies on average had higher defect rates than anyone else. But Reasoning did see a difference when it sent the code back to the developers for repairs and then tested it again. The second time around, the code from CMM companies improved, while the code from the non-CMM companies showed no improvement."

Of course both articles fail to mention that the reason CMM-5 companies show more defects per line of code than CMM-1 companies is because the CMM-5 companies actually know how many bugs they have because they have a actual repeatable and accurate quality control process, and then CMM-1 company doesn't. What would you rather have? More  defects from a company that actually measures how many defects they have, or 'less defects' from a company that has absolutely no idea how many defects they have, so they are just making up a random number?

Meghraj Reddy
Sunday, February 11, 2007

Bursting the CMM Hype - Software Quality - CIO Magazine Mar 1,2004

Nice quote: "They said they were Level 4, but in fact they had never been assessed"

Truth in Advertising

Stories about false claims abound. Ron Radice, a longtime lead appraiser and former official with the SEI, worked with a Chicago company that was duped in 2003 by an offshore service provider that falsely claimed to have a CMM rating. "They said they were Level 4, but in fact they had never been assessed," says Radice, who declined to name the guilty provider.

... ... ...

How Much for That Certification?

Appraisers continue to cheat too, according to their colleagues. The pressure on appraisers, in fact, is higher than ever today, especially with offshore providers competing in the outsourcing market. Frank Koch, a lead appraiser with Process Strategies Inc., another software services consultancy, says some Chinese consulting companies he dealt with promised a certain CMM level to clients and then expected him to give it to them. "We don't do work for certain [consultancies in China] because their motives are a whole lot less than wholesome," he says. "They'd say we're sure [certain clients] are a Level 2 or 3 and that's unreasonable, to say nothing of unethical. The term is called selling a rating."

... ... ...

A quick Nexis search revealed four companies — Cognizant, Patni, Satyam and Zensar —claiming "enterprise CMM 5," with no explanation of where the assessments were conducted or how many projects were assessed, or by whom. Dozens more companies trumpet their CMM levels with little or no explanation.

Indeed, all of the services companies we interviewed for this story claimed that their CMM assessments applied across the company when in fact only 10 percent to 30 percent of their projects were assessed.

cmm fraud - Reader Comment - CIO

"They then got CMM level 4 rating and now CMM level 4 ... all fraudulently. They create a database of training records and classes... populate it and show the auditor LOOK at all the classes...after they get the level they cancel ALL training and proceed with biddness as usual. Pathetic. "

I am subcontractor at a large defense corp. They claimed to be CMM level 3 when i started 5 years ago. Yet they didn't do training or peer reviews. They then got CMM level 4 rating and now CMM level 4 ... all fraudulently. They create a database of training records and classes..populate it and show the auditor LOOK at all the classes...after they get the level they cancel ALL training and proceed with biddness as usual. Pathetic. They are now trying for level 5. Despite not having ANY business for any products other than level 3. our quality has not changed one bit in 5 years. The workers are more miserable now and spend less time on the PRODUCT than they do on CMM bullshat though. Its only dedicated WORKERS that ensure the customer still gets a quality product. Management is insane with this CMM quest even though it has NO ADDED VALUE whatsoever and none of our current customers care about paying for anything other than level 3.

InformIT Comments on the Article The Future of Outsourcing: September 11, 2011 by Alan Gore

"CMM cert process is itself subject to manipulation and fraud by the fact that anybody can submit any project (even one they didn't do) for review to the people at Carnegie Mellon. "

If it's not clear, I meant to say that the CMM cert process is itself subject to manipulation and fraud by the fact that anybody can submit any project (even one they didn't do) for review to the people at Carnegie Mellon.

The "true believers" refers to those at CM and elsewhere who continue to preach "Software Engineering" when the vast majority of its adherents cannot reliably or even consistently produce success from project to project. None who has far more failures than successes when using their own methods is in a position to lecture others on the "right way" to make successful software. Once again, the emperor has no software project magic fix, and processes which demand innate skill cannot be mass-produced in a population without that inate skill. Get over it.

Durba, your idiotic generalization will make you nice fodder for the next c  by markusbaccus OCT 09, 2003 02:23:05 AM

The CMM is a cert in that it rates a company's adoption of an apparently unquestionable methodologly which has a 2/3 rate of failure. It is the logical equivalent of saying, "If you don't blow on that dice three times before you roll it, you only have a one in six chance of rolling a six. Umm-- prove it.

Do me a favor, learn how to recognize logically falacious arguments like an "appeal to authority" or a "non sequitor", ("why isn't the SEI doing something about it?" == fallacious belief that SEI is in a postion to adequately identify fraud merely because it is a recognizable authority, or that it would even have an incentive to do so. e.g. "He is an expert in physics so he would never lie to protect his project's funding." Oh, and since we're on it, you implicitly made an error of misplaced deduction when you missed my point. (e.g: "I lit one match, so all matches will light." i.e., it may be true that ONE project met the standards of the Capability Maturity Model Level 5, but that is not an indicator of whether that company really lives up to those standich rests upon a statistically insignificant sampling of people (one guy who is self-selected to be non-technical, or else they would have no need to offshore their work to your company, now would they??? Duh!

Here's a clue Durba: Offshoring is not due to a shortage of American talent, it's due to a shortage of American talent who could afford to live in America on $10 per hour. Now, drawing upon my many years of experience with teams from many nationalities, it may surprise you to know that I would estimate that about one in ten IT workers are worth their pay, the other nine are worthless or a menace, and this ratio holds true regardless of their nationality (Although Eastern Europeans do seem to do much better than 10%). Since you guys merely adopted our IT training and introduced no new methods (unlike the communist bloc countries), I would suggest that this should surprise no one who thought about it.

Continuation for Durba so he can catch the clue train.

by markusbaccus OCT 09, 2003 02:26:21 AM

If you want to go down the road of idiotic generalizations about particular nationalities, I could tell many stories of *real* one-dimensional thinking by Indian techs which led to far more catastrophic results than inconveniencing you with a non-consequential question. If such a trivial issue is your idea of bad, it makes me wonder if you even know what bad is. Since you're using a web browser (undoubtably IE) as your FTP client, I can only imagine how lost your team would be if you Windows-jockeys had to rely upon a command line FTP client, which of course would never have such a problem and would have superior performance to IE's lame-ass implementation. Maybe the guy didn't know to look in his browser settings because he actually is used to using a different and better tool for the job than you are?

That wouldn't surprise me, because I've met many Indians who seem to have a special gift for assuming they know better than people with many times their experience and ignoring what they are told until after the predictable disaster strikes, at which time they usually act like they have discovered something remarkable all by themselves or become strangely silent as they scramble to fix their opus to fuckology. People like that will almost nevewill need to rely upon protectionism, nationalistic prejudice, and nepotism if they want to keep their job in the face of global competition.

Which, since we're on the topic, Durba, let me ask you a simple question: How are you going to keep your job when you have to compete with people who will work for $3.00 USD per hour, or worse, $7 a day? What worth will your four year degree be then, genius? Get it yet? Think about it. Wipro is already working the Vietnam angle for when you guys get uppity. Given that little reality, your heyday won't last for four decades like ours did. Maybe an American will bail you out when someone finally convinces a critical mass of managers that development quality, not cost, is what leads to better ROI. Then only the truly skilled will do well.

Past history supports Alan's view

by gerbilinheat OCT 06, 2003 09:58:51 AM

Most of us recall the flight of aircraft engineers / aerospace technicians in the late 1980's after the meltdown of the Reagan Perpetual War Budget that resulted in the Reagan and Bush tax increases on the middle class.

Ultimately, we wound up with Lockheed retiring from the commercial aircraft business entirely, McDonnell Douglass and Boeing both suffering in worldwide sales from the British - French consortium Aerospatial and its world class Airbus series.
 
Currently, China, Thailand, Burma, Peru and several U.S. carriers are going Airbus.
All these steps, and these identical results, occurred in the steel, aluminum, automobile, shipbuilding and textile industries. NONE have returned to significant and lasting profitability to date.

Simply, if you let go of your expertise, you let go of your market.

The economy!

by Harley OCT 06, 2003 02:58:20 PM

Ignoring the issue of religion, really don't need to travel down that rabbit hole, the real issue that no one has talked about here is the impact on the economy. Simple math, replace a 100K software job with a 30K job and the baker, butcher, laundry, auto, home repair etc. that the 100K software job supported are gone also. This is simple trickle down poverty for America! For heavens sake, the US government is sending contract software jobs over seas while millions of unemployed Americans can and are capable of doing the work. Overseas outsourcing needs to be controlled now! Whether you believe Wall Street or not, the economy has not hit bottom yet, and I believe it is just taking a breath before it plunges much further. Sometimes people need to hear the radical extreme to open their eyes to what could happen.

Recommended Links

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• The Immaturity of CMM - HTML version

• Review of The Immaturity of CMM" by James Bach Published in American Programmer, Sept. 1994 Kelly Nehowig Applied Logic Engineering

Bursting the CMM Hype - Software Quality - CIO Magazine Mar 1,2004 BY CHRISTOPHER KOCH U.S. CIOs want to do business with offshore companies with high CMM ratings. But some outsourcers exaggerate and even lie about their Capability Maturity Model scores. Why CIOs should never take CMM ratings at face value. Only if CIOs ask tough questions will they be able to distinguish between the companies that are exaggerating their CMM claims and those that are focused on real improvement. Here's the list.
 Read More

Software Capability Maturity Model Level Two (SW-CMM)

Review of The Immaturity of CMM" by James Bach Published in American Programmer, Sept. 1994 Kelly Nehowig Applied Logic Engineering

Introduction

The paper being reviewed was written to support the thesis that the Software Engineering Institute's Capability Maturity Model (SEI CMM) is a collection of software engineering practices that are organized according to a simple model based on process evolution that are not completely effective in every software organization.  The author makes his case by describing six areas in which he has general problems with the CMM.  This is followed by a section outlining the author’s claim that a “level 1” organization is completely misunderstood by the SEI and that effective software can be (and actually is) created by many level 1 organizations.  Finally, the author briefly describes an alternative to CMM that can be used as a framework for process improvement.

For the most part, I believe that the author has accurately critiqued the CMM and, from my experience, I would agree with the problems he discusses.  In my mind, the CMM is a good theoretical guideline for establishing a basic understanding of the characteristics of a good software development organization, but by stringently following its processes and procedures to the letter, an organization is not guaranteed to be successful.   The CMM does not deal effectively with innovation issues and people issues.  It also does not reconcile the fact that many successful software organizations can claim various attributes associated with four (or sometimes all five) of the CMM levels but, due to the rules established by the CMM, would officially be designated a Level 1 organization, which unfairly describes the organization’s capabilities.

Summary of the Reviewed Article

The article is broken into several sections that describe the CMM in general, the problems that the author has with the CMM, an alternative to the CMM, and a postscript that was added to the original paper in February of 1999.

Brief description of the CMM

The author describes the CMM as a group of key practices that are divided into five levels representing various maturity levels that organizations should go through on their way to becoming “mature”.

The author lists the CMM levels as follows:

1. Initial (chaotic, ad hoc, heroic)

2. Repeatable (project management, process discipline)

3. Defined (institutionalized)

4. Managed (quantified)

5. Optimizing (process improvement)

The author states that the original intent of the CMM was that of a tool to evaluate the ability of government contractors to perform a contracted software project.  His primary concern is that many tout the CMM as a general model for process improvement and he believes that in this area, it has many weaknesses.

General Problems with the CMM

The author describes six basic problem areas that he has identified with the CMM:

1. The CMM has no formal theoretical basis and in fact is based on the experience “of very knowledgeable people”.  Because of this lack of theoretical proof, any other model based on experiences of other experts would have equal veracity.

2. The CMM does not have good empirical support and this same empirical support could also be construed to support other models.  Without a comparison of alternative process models under a controlled study, an empirical case cannot be built to substantiate the SEI’s claims regarding the CMM.  Primarily, the model is based on the experiences of large government contractors and of Watts Humprey’s own experience in the mainframe world.  It does not represent the successful experiences of many shrink-wrap companies that are judged to be a “level 1” organization by the CMM.

3. The CMM ignores the importance of people involved with the software process by assuming that processes can somehow render individual excellence less important. In order for this to be the case, problem-solving tasks would somehow have to be included in the process itself, which the CMM does not begin to address.

4. The CMM reveres the institutionalization of process for its own sake.  This guarantees nothing and in some cases, the institutionalization of processes may lead to oversimplified public processes, ignoring the actual successful practice of the organization.

5. The CMM does not effectively describe any information on process dynamics, which confuses the study of the relationships between practices and levels within the CMM.   The CMM does not perceive or adapt to the conditions of the client organization.  Arguably, most and perhaps all of the key practices of the CMM at its various levels could be performed usefully at level 1, depending on the particular dynamics of an organization.  Instead of modeling these process dynamics, the CMM merely stratifies them.

6. The CMM encourages the achievement of a higher maturity level in some cases by displacing the true mission, which is improving the process and overall software quality.  This may effectively “blind” an organization to the most effective use of its resources.

The author’s most compelling argument against the CMM is the many successful software companies that, according to the CMM, should not exist.  Many software companies that provide “shrink wrap” software such as Microsoft, Symantec, and Lotus would definitely be classified by the CMM as level 1 companies.   In these companies, innovation reigns supreme, and it is from the perspective of the innovator that the CMM seems lost.

The author claims that innovation per se does not appear in the CMM at all, and is only suggested by level 5.  Preoccupied with predictability, the CMM is ignorant of the dynamics of innovation.  In fact, where innovators advise companies to be flexible, to push authority down into the organization, and to recommend constant constructive innovation, the CMM mistakes all of these attributes to the chaos that it represents in level 1 companies.  Because the CMM is distrustful of personal contributions, ignorant of the environment needed to nurture innovative thinking, and content to bury organizations under an ineffective superstructure, achieving level 2 on the CMM scale may actually destroy the very thing that caused the company to be successful in the first place.

The author discusses the issue of “heroism”, defined as the individual effort beyond the call of duty to make a project successful.  The SEI regards heroism as a negative and as an unsustainable sacrifice on people that have special gifts.  It considers heroism the sole reason that Level 1 companies can survive.  The author claims a different definition for heroism – taking initiative to solve ambiguous problems.  He claims that this is a definable and teachable set of behaviors that enhance creativity, which leads to personal mastery of the subject matter.  In his opinion, it is not a negative, but it is a requirement of most successful organizations.

As an alternative to the CMM, the author introduces the idea of a framework based on heuristics for conducting successful projects.  The key to this model is that it is an aid for judgement, not a prescription for institutional formalisms.  In this model, maturity means recognizing problems through the analysis of experience and the use of metrics and to solve them through selective definition and deployment of processes.

This process model consists of a seven-dimensional framework for analyzing problems and identifying the correct processes.  These dimensions include: business factors, market factors, project deliverables, four primary processes (commitment, planning, implementation, and convergence), teams, project infrastructure, and milestones.  This framework connects to a set of processes that are repeatable for performing certain common tasks.

In an addendum to the original thesis, the author comments that not much has changed in his opinion on the CMM in the five years since originally writing his paper.  Some software companies are successfully using the CMM in their organizations, but many, including most of the newer Internet-based software companies, are not using the CMM.

The author does comment on one shift in his thinking – that is the fact that he has become more comfortable with the idea of using CMM as a basic philosophy and not as an issues list.  He now believes that using CMM to identify a list of issues worth addressing in the course of overall software improvement may be useful, but that it should not be adapted as a philosophy for good software engineering.

For the most part, I agree with the author’s assessment of the CMM.  Some of his arguments seem weaker than others, but I believe they are valid.

Due to the fact that the CMM has no theoretical basis and that it has no empirical proof, it loses value from an academic point of view.  Although this (in my opinion) is one of the author’s weaker arguments, it is important from the aspect of substantiation of the claims made by SEI.  Without the theoretical proof and the lack of empirical support based on comparison of alternative models under a controlled study, the SEI’s case for promoting CMM as the optimal model for software development is weakened.

The author’s implication that the CMM institutionalizes process for its own sake without regard to current practices is an accurate assessment in my view.  I have seen organizations that implement policies without regard to current organizational practices (some of which are quite successful).  The result is a confused development group that gets a series of mixed messages from “management” which do not necessarily improve the development process.

Another key fault in the CMM described by the author is the overriding pressure to move to the next maturity level, sometimes by ignoring the true mission, which is the quality of the software product.  The factors important in moving up to the next level may or may not necessarily benefit the organization and its products because all subjectivity is removed.  What benefits one organization may not have the same effect in another organization.

The author’s claims about heroism are interesting, but I differ slightly with the conclusions that he draws.  I agree that heroism, as defined by taking the initiative to solve ambiguous problems, is critical to the success of an organization.  However, in my experience, heroism is a trait that is difficult to teach.  I believe it is inherent within the individual for the most part and, without a good process model, can be abused by the organization in order to accomplish its goals.

Probably one of the more important points that the author touches on is the CMM’s implied claim of the importance of process over people.  It has been my experience that processes are not direct substitutes for the quality of the development team personnel.  In other words, the right organizational processes can improve the output of a group of talented software developers, but they do not create one.  By ignoring this critical item, the CMM loses credibility with anyone experienced with a wide range of development teams.

A striking example that is prevalent throughout the author’s thesis is the number of software companies that probably exist at CMM Level 1, but that are incredibly successful.  Microsoft is a prime example – although they do not model their organization in a manner that the SEI considers to be “mature”, their products mostly meet or exceed the customer’s needs and this creates a very successful company.

In considering the alternatives to the CMM, I believe that the author is correct in his assertion that a model based on past experience and the use of metrics is probably more effective in practice as compared to the CMM.  The implementation of such a model is based on selective definition of problems and the selective deployment of specific processes. 

... ... ...

Official and semi-official documents

Chapter 2 - Process A Generic View Links to official documents

Capability Maturity Model® Integration (CMMIsm), Version 1.1
Continuous Representation [PDF]
Carnegie Mellon Software Engineering Institute
This report is on Capability Maturity Models (CMMs) and Capability Maturity Model Integration (CMMI). Model components, model terminology, capability levels and generic model components, framework interactions, using CMMI models, and process areas are detailed.

Capability Maturity Model® Integration (CMMIsm), Version 1.1
Staged Representation [PDF]
Carnegie Mellon Software Engineering Institute
This report is on Capability Maturity Models (CMMs) and Capability Maturity Model Integration (CMMI). Model components, model terminology, common features, generic goals and generic practices, framework interactions, using CMMI models, and process areas are detailed.

CMMI Version 1.1 Tutorial [also available in PDF]
Mike Phillips
This slide presentation addresses: why to focus on Process, why to use a model, CMMI structure, comparisons with SW-CMM v1.1, SE-CMM, and EIA/IS 731, a process areas overview, appraisal methodology, and training.

CMMI-SE/SW V1.1 to SW-CMM V1.1 Mapping [PDF]
USAF Software Technology Support Center (STSC)
Contains mappings of the Capability Maturity Model for Software (SW-CMM) Version 1.1 to and from the Capability Maturity Model- Integrated - Systems Engineering/Software (CMMISE/SW/IPPD) Version 1.1 by the Software Technology Support Center to answer the questions What does this mean to me?" and "How does this compare to what I am already doing with regard to an existing model?". Also includes sections on SW-CMM key process areas, CMMI-SE/SW specific practices and how to read the maps.

KPA Summary of the Evolution of the SEI's Software CMM® [PDF]
Mark C.Paulk
Contains tables that summarize the general changes at the key process area (KPA) level between different iterations of the "CMM" as it evolved from a software process maturity framework in 1987 to 1993's Software CMM v1.1.

Using the Software CMM® in Small Organizations [PDF]
Mark C. Paulk
This paper discusses how to use the CMM in any business environment but focuses on the small organization with the use of examples. The conclusion of this paper is that using the CMM may be different in degree between small or large projects or organizations, but they are not different in kind.

Using the Software CMM® With Good Judgement [PDF]
Mark C. Paulk
This paper discusses how to use the CMM in any organization but focuses on the small organization, rapid prototyping projects, maintenance shops, R&D outfits, and other environments with the use of examples. This paper concludes that the issues of interpreting the CMM are the same for any organization, they may be different in degree but they are not different in kind.

Examples of CMM hype

[PDF] A Mature View of the CMM

[May 05, 2005] Quality lures software outsourcing By Nicholas Zamiska, The Wall Street Journal

India became a software outsourcing hub by reassuring multinational clients it could compete on quality as well as on cost. Now that quality movement is rapidly spreading around the globe, as other countries pursue the same strategy.

The emphasis on quality is almost a no-brainer when it comes to outsourcing such demanding work as software development, where a small error can undermine an entire project. No matter the cost savings, turning that work over to strangers would be impractical without some means to control against quality risks.

"You're entering the unknown," says Neil McKearney, a software manager with the Swiss arm of France Telecom SA's cellphone unit, Orange, which recently signed a software-development contract with Tata Consultancy Services, the Bombay outsourcing titan. No one in his group has ever traveled to India to meet the software developers working on the project, and Mr. McKearney says no one needs to, because the quality of Tata's work has been certified.

The gold standard in the quality-certification business is the Capability Maturity Model, or CMM, which sets out specific steps needed for an effective development process to be completed. The CMM was conceived by the Software Engineering Institute at Carnegie Mellon University in Pittsburgh, a group funded by the U.S. government because it wanted a standardized way to assess the work of contractors. CMM certification is awarded by consulting firms that can charge companies to evaluate and train their personnel in CMM methods.

CMM has become so popular in India that a technician on a recent visit there saw the CMM logo stamped on a burlap bag of basmati rice, presumably endorsing the grain.

"If you don't have the quality certification), you're not even considered," says Dion Wiggins, a Hong Kong-based analyst at the Stamford, Conn., consultancy Gartner Inc. "It's a must-have."

But now the same standards that allowed Indian companies to lure business from Europe and the U.S. have begun to migrate, helping upstarts from Chile to Egypt to Vietnam chip away at India's outsourcing empire. Despite a shortage of English speakers and skilled programmers, China is pre-eminent among them.

In 2002, only 18 Chinese companies were CMM-certified, compared with 153 Indian ones, according to the Software Engineering Institute. Now that number has climbed to 243, compared with the 387 Indian companies that are accredited.

One of the companies certified at CMM's highest level is Bamboo Networks, which is based in Hong Kong while most of its employees are in mainland China. Bamboo's client list now includes the likes of Credit Suisse Group's Credit Suisse First Boston and Bank of America Corp.

When Bamboo was founded in 1999, costs were out of control and some projects were unprofitable, says Gene T. Kim, the company's 35-year-old chief executive. So Mr. Kim, who had left a hedge fund in New York to found the software company, asked three of his top managers to spend a month researching what the Indian companies were doing that Bamboo wasn't. They came back to him and said that a quality certification was a must.

"It's the passport to the global market," says Mr. Kim.

As part of its bid to become certified, Bamboo created more than 250 types of forms and checklists that programmers need to fill out as they type code. Some resisted the transition to the regimented process, Mr. Kim says -- and were fired.

Now the company is profitable and looking to expand. When Bamboo began, it found it could bill its customers at only $14 an hour. After accreditation, its rate shot up to $20 an hour. In wooing new clients, Mr. Kim says, CMM is "the first thing we mention and the last thing we mention."

Critics of CMM complain that companies boast of being CMM-rated when perhaps only one or two divisions have earned the distinction. The Software Engineering Institute has received complaints of fraud from corporate clients.

"Is it a perfect answer? No, it's not," says Michael Phillips, a program manager at the institute. "The opportunity for abuse is there." Indeed, the institute says clients themselves must investigate the quality claims that an outsourcing company makes for its work.

A cottage industry of quality watchdogs approved by the institute has cropped up across the region to rank and certify companies. The appraisal process can take anywhere from a week to a few months, depending on the size of the organization being evaluated. But it isn't uncommon for companies to spend a year or more overhauling their entire software development process.

PP 6 Strategic Planning for Software Process Improvement
The CMMI, like its predecessors, contains the essential elements of effective processes for specific disciplines.  That is, it reflects what the community currently considers to be "best practices" for software engineering, systems engineering, integrated product development, and systems acquisition.  In that capacity, the CMMI provides guidance and a frame of reference for organizations that are developing or improving their processes.  It also provides a benchmark against which organizations can assess their processes. 

After the SW-CMM was first released in 1991, the SEI developed maturity models for several other disciplines, including systems engineering, acquisition, workforce management, and integrated product development.   Although each model was focused on a particular discipline, there was considerable overlap in content – after all, "a project is a project is a project".  Further, two different structural representations were used: the systems engineering model used a "continuous" structure; the other models used a "staged" structure. 

As the SEI was preparing the next generation of its maturity models, the SEI's sponsor directed the SEI to establish a single model that integrates the practices found in the various discipline-specific models.  The CMMI development team was initially charged with combining three source models—(1) Capability Maturity Model for Software (SW-CMM) v2.0 draft C, (2) Electronic Industries Association Interim Standard (EIA/IS) 731, and (3) Integrated Product Development Capability Maturity Model (IPD-CMM) v0.98for use by organizations pursuing enterprise-wide process improvement.  More recently, the effort was expanded to include the supplier sourcing discipline. There was also an objective of ensuring that the new model would be compatible with ISO 15504, an international standard for software process assessment.

For organizations who have been using SW-CMM v1.1, the CMMI represents a significant advancement.  It incorporates most of the current thinking on software management practices and corrects many of the shortcomings of the SW-CMM.  However, decisions regarding if, when, and how to make the transition to the CMMI should not be taken lightly.

Major Changes (relative to the SW-CMM v1.1)

The major changes found in the CMMI fall into three categories: disciplines covered, maturity levels and process areas, and model structure.

Multiple Disciplines

For those who are familiar with any of the source models, the most obvious change is that the CMMI covers multiple bodies of knowledge or "disciplines".  Currently the CMMI addresses four disciplines:

Software Engineering (SW)

Software engineering covers the development of software systems.  Software engineers focus on applying systematic, disciplined, and quantifiable approaches to the development, operation, and maintenance of software.

Systems Engineering (SE)

Systems engineering deals with the development of total systems, which may or may not include software. Systems engineers focus on transforming customer needs, expectations, and constraints into product solutions and supporting these product solutions throughout the life of the product.

Integrated Product and Process Development (IPPD)

Integrated product and process development is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements.  If a project or organization chooses an IPPD approach, it performs IPPD-specific practices concurrently with other specific practices to produce products.

Supplier Sourcing (SS)

The supplier sourcing discipline is applicable to projects that use suppliers to perform functions that are critical to the success of the project.  Supplier sourcing deals with identifying and evaluating potential sources for products, selecting the sources for the products to be acquired, monitoring and analyzing supplier processes, evaluating supplier work products, and revising the supplier agreement or relationships as appropriate.

An organization may adopt the CMMI for software engineering, systems engineering, or both.  The IPPD and Supplier Sourcing disciplines are used in conjunction with SW and SE.  For example, a software-only organization might select the CMMI for SW, an equipment manufacturer might select the CMMI for SE and SS, while a systems integration organization might choose the CMMI for SW, SE, and IPPD.

Most practices in the CMMI are applicable to each of the disciplines.  For example, the practice "Define Project Life Cycle" in the Project Planning process area is applicable to both software engineering projects and systems engineering projects.  Implementations of the practice in the two disciplines are likely to be quite different, however.  The model provides "discipline amplifications", which contain information relevant to a particular discipline, to aid in understanding a practice in the context of a specific discipline.  If, for instance, you want to find a discipline amplification for software engineering, you would look in the model for items labeled “For Software Engineering”.

Figure 1

Maturity Levels and Process Areas

The CMMI's maturity levels have the same definitions as in the earlier models, although some changes to the names of the levels were made.  Levels 1, 3, and 5 retained their names, i.e., Initial, Defined, and Optimizing, but Levels 2 and 4 are now named Managed and Quantitatively Managed, respectively, perhaps to more clearly emphasize the evolution of the management processes from a qualitative focus to a quantitative focus.

The CMMI contains twenty-five process areas for the four disciplines currently covered (see Figure 1).  (By comparison, the SW-CMM contained eighteen process areas.)  Although many of the process areas found in the CMMI are essentially the same as their counterparts in the SW-CMM, some reflect significant changes in scope and focus and others cover processes not previously addressed.

Level 2 survived the transition to the CMMI relatively unscathed.  Software Subcontracting has been renamed Supplier Agreement Management and covers a broader range of acquisition and contracting situations.  Measurement and Analysis is a new process area that primarily consolidates the practices previously found under the SW-CMM's Measurement and Analysis Common Feature into a single process area.

Level 3 has seen the most amount of reconstruction.  Software Product Engineering, which, in the SW-CMM, covered nearly the entire range of engineering practices, has exploded into five process areas.  Requirements Development addresses analysis of all levels of requirements.  Technical Solution covers design and construction.  Product Integration addresses the assembly and integration of components into a final, deliverable product.  Verification covers practices such as testing and peer reviews that demonstrate that a product reflects its specified requirements (i.e., "was the thing built right?") and Validation covers practices such as customer acceptance testing that demonstrate that a product fulfills its intended use (i.e., "was the right thing built?").

Integrated Project Management covers what was addressed by Integrated Software Management and Intergroup Coordination in the SW-CMM.  Risk Management is a new process area, as is Decision Analysis and Resolution, which focuses on a supporting process for identifying and evaluating alternative solutions for a specific issue.

IPPD brings two additional process areas to Level 3.  Integrated Teaming addresses establishing and sustaining integrated product teams.  Organized Environment for Integration focuses on the infrastructure and people management practices needed for effective integrated teaming.

The Supplier Sourcing discipline adds Integrated Supplier Management, which builds upon Supplier Agreement Management (Level 2) by specifying practices that emphasize proactively identifying sources of products that may be used to satisfy a project’s requirements and maintaining cooperative project-supplier relationships.

Level 4 of the CMMI states more clearly what is expected in a quantitatively controlled process.  Specifically, statistical and other quantitative techniques are expected to be used on selected processes (i.e., those that are critical from a business objectives perspective) to achieve statistically predictable quality and process performance.  Software Quality Management and Quantitative Product Management in the SW-CMM have been replaced with two new process areas.  Organizational Process Performance involves establishing and maintaining measurement baselines and models that characterize the expected performance of the organization's standard processes.  Quantitative Project Management focuses on using the baselines and models to establish plans and performance objectives and on using statistical and quantitative techniques to monitor and control project performance.

The focus and intent of Level 5 has not changed dramatically with the release of CMMI.  Process Change Management and Technology Change Management from the SW-CMM have been combined into one process area, Organizational Innovation and Deployment, which builds upon Organizational Process Focus (Level 3) by emphasizing the use of high-maturity techniques in process improvement.  Defect Prevention has been renamed Causal Analysis and Resolution.

With the increase in the number of process areas and practices, the CMMI is significantly larger than the SW-CMM—the Staged Representation of the CMMI-SE/SW has a total of 80 goals and 411 practices, while the SW-CMM has 52 goals and 316 practices.  Early adopters of the CMMI have found that this model inflation has a significant impact on both improvement efforts and assessments.

Structural Changes

As mentioned in the introduction, each of the source models was defined as either a staged model, which focuses on maturity, or as a continuous model, which focuses on capability.  Use of the terms maturity and capability can be confusing initially—maturity levels relate to an entire organization; capability levels relate to individual process areas.  The CMMI provides both representations!

The actual contents (i.e., goals, practices, subpractices, etc.) are essentially the same in each representation (in the continuous representation there are a few additional practices that are needed to provide a sufficient degree of granularity in process area capability).  The representations primarily differ in how they are organized and presented:

Staged Representation In the staged representation, each process area is associated with one of five maturity levels, as shown in Figure 2.  The maturity levels and their process areas represent a recommended path for process improvement.  The maturity levels serve as benchmarks that can be used to characterize an organization's overall process maturity.  An organization achieves a maturity level when it has successfully implemented all applicable process areas that exist at and below that level.	Figure 2
Continuous Representation In the continuous representation maturity levels do not exist.  Instead, as shown in Figure 3, capability levels are designated for process areas, from "Incomplete" (capability level 0) to "Optimizing" (capability level 5) and, thus, provide a recommended order for approaching process improvement within each process area. A continuous representation promotes flexibility in the order in which the process areas are addressed.  A technique called "equivalent staging" may be used to relate the process areas’ capability levels to a staged representation’s maturity levels.	Figure 3

Both representations recognize that the process areas may be grouped into four general categories: project management, engineering, support, and process management.  This grouping is helpful in discussing the interactions among process areas.

An organization adopting the CMMI must decide which representation would be most useful.  It is anticipated that most organizations who have experience with the SW-CMM will choose the Staged Representation since maturity level ratings are a widely-used means of benchmarking and comparing organizations.

The ways in which goals and practices are used as model components have improved in the CMMI in two respects.  The first affects the mapping between goals and practices.  In the SW-CMM, a practice may be mapped to more than one goal; in the CMMI practices are defined such that they map to one, and only one, goal.  The second improvement is the introduction of generic goals, which address process institutionalization.  In the SW-CMM the institutionalization practices are not explicitly mapped to goals.  In the CMMI, institutionalization practices are called generic practices and are mapped to generic goals.  By clarifying the relationship between goals and practices, the CMMI is easier to use as an improvement guide and data management in assessments is simplified.

The Future of the SW-CMM

The SEI has stated that there will be no further changes to the SW-CMM model or the CBA-IPI assessment method.  The SEI will continue to offer training in the SW-CMM for two years after the release of CMMI v1.1 and will train CBA-IPI Lead Assessors through December 2003.  Data from SEI-authorized assessments against the SW-CMM will continue to be accepted and included in the maturity profiles reported by the SEI.

Migrating to the CMMI

Should your organization adopt the CMMI?  The simple answer is "yes, sometime". Since the CMMI is intended to be a replacement for the SW-CMM and the other source models, the real question is "When is the right time for us to migrate to the CMMI?"  Like most significant management decisions, the best answer may not be obvious.

If your organization has not yet initiated a CMM-based process improvement program or has only made limited progress towards Maturity Level 2, we recommend that you consider adopting the CMMI as your process framework now.  The improvements in the CMMI make it a clear choice over the SW-CMM.

For organizations who have made significant investments in CMM-based improvement, the decision to adopt the CMMI is not trivial.  It's similar to deciding whether to upgrade to the newest version of Windows—it seems likely that the migration from the SW-CMM to the CMMI will be painful in the short term but worthwhile in the long run.  We offer the following suggestions for those facing the decision:

•  If your organization is approaching Level 2 or 3, we recommend that you continue to use SW-CMM until you reach your current goal, then begin the transition to the CMMI.  This allows your organization to maintain its process improvement momentum and avoid the risk of missing its goal due to the interruption caused by introducing the CMMI.

•  If your organization recently achieved Level 2 or above, start now to migrate to the CMMI.  The benefits of making the transition to the CMMI at this point will outweigh any impact on the current process improvement plan.

Once the decision to adopt the CMMI is made, the organization must choose a representation, i.e., staged or continuous.  If your organization plans its process improvements based on business objectives, risks, expected benefit, or other such factors, then the Continuous Representation may be more useful.  If, however, your organization tends to follow the path indicated by maturity levels or is focused on achieving maturity level ratings, then the Staged Representation may be more appropriate.  We suggest you consider also a third approach: use the Continuous Representation for improvement and use the Staged Representation for assessment.

Conclusion

The CMMI is a long-overdue and necessary upgrade to the earlier, single discipline CMMs.  Although the CMMI doesn't have the same software engineering flavor as the SW-CMM, the changes in structure, scope, and content are significant and we are confident that it will prove to be an important framework for organizations who develop software and systems.

There is a significant learning curve ahead for those who adopt the CMMI, although not unlike the experience most of us had with the SW-CMM.  The CMMI model documents and other CMMI information is available from the SEI's web site (www.sei.cmu.edu/cmmi/) and SEI Transition Partners are providing CMMI training.  We encourage you to take advantage of these resources to guide your decisions about using the CMMI in your organization.

[download pdf version]

Humor

Below is the author's attempt to use humor in describing this interesting process. It was partially based on the content  of the paper  Bursting the CMM Hype - Software Quality - CIO Magazine Mar 1,2004 by Christopher Koch  (please note that this is humor and the author took liberty to rewrite the paper in his own skeptical way):

< the start of re-written as a humor story>

The CMM fraud was a perverted response of the US Air Force's to their frustration with its software buying process in the 1980s. Like any large bureaucracies they were milked by unscrupulous contractors and it's understandable that they had trouble figuring out which companies to pick ;-). Cronies at Carnegie Mellon University in Pittsburgh won a bid to create an organization, the SEI, to improve the vendor vetting process. They hired Humphrey, IBM's former software development chief, to participate in this effort in 1986. This genius decided immediately that the Air Force was chasing the wrong problem. "We were focused on identifying competent people, but we saw that all the projects [the Air Force] had were in trouble—it didn't matter who they had doing the work," he recalls. "So we said let's focus on improving the work rather than just the proposals."

The first version of CMM in 1987 was a questionnaire designed to identify good software practices within the companies doing the bidding. It was bogus test that was easy to fake "It was easy to cram for the test," says Jesse Martak, former head of a development group for the defense contracting arm of Westinghouse, which is now owned by Northrop Grumman. "We knew how to work the system."

So the SEI "refined" it in 1991 to become a monstrous pseudo-scientific perversion (or slick marketing trick, if you wish) that supposedly provides detailed model of software development best practices. Compliance is verified by group of cronies at SEI: lead appraisers.  The lead appraisers head up a team of people from inside the company being assessed (usually three to seven, depending on the size of the company). Together, they look for proof that the company is implementing the policies and procedures of CMM across a "representative" subset (10-30%) of the company's software projects. There are also other perversions like interviews with pre-selected and pre-instructed what to say project managers and developers.

Internal people of course will fake everything they can. A lead appraiser who asked to remain anonymous noted:  "They have conflicting objectives. They need to be objective, but the organization wants to be assessed at a certain level."

The depth and wisdom of the CMM itself is extremely questionable. Having a higher maturity level does not reduce the risk over hiring a company with no CMM level at all. But for contractor the certification has huge  marketing value. If you are a Level 5 organization you can win some nice contracts even if you always produce software that is complete garbage.

A recent survey of 89 different software applications by Reasoning, an automated software inspection company,  on average, found no difference in the number of code defects in software from companies that identified themselves to be on one of the CMM levels and those that did not. In fact, the study found that Level 5 companies on average had higher defect rates than anyone else.

... ... ...

Even if we discard the fact the certification is a complete nonsense, it's actually pretty difficult to discover the mere fact whether the organization was certified is fake or not and whether actual certification ever performed. Appraisers are required to submit formal documentation of all their assessments to the SEI and to customers. Lead appraisers must write up something called a Final Findings Report that includes "areas for improvement" if the appraiser finds any (they usually do, even with Level 5 companies). But there is no requirement for the content or format in the reports to be consistent across appraisers or companies. The report can be easily faked. According to one appraiser who asked not to be named, companies will often ask appraisers to "roll up" the detailed findings into shallow PowerPoint presentations that conceal actual  picture of the company and its software development processes. "The purpose of the report is to tell companies where they need to improve—that's the whole point of CMM," she says. "But they make us write these fluffernutters that can gloss over important details." She conveniently forgot to mention that she is a willing accomplice of this scheme. 

The Final Findings Report is what company officials present internally to the big brass and to customers knowledgeable enough to ask for it. But there's no obligation to do it. They can declare their CMM level without producing any evidence. They can even hire their own lead appraisers inside the company and assess their CMM capabilities themselves. They don't have to hire a lead appraiser from the outside who might be under less pressure to give a good assessment. And they can characterize their CMM level any way they want in their marketing materials and press releases.

< the end of re-written  as a humor story>

Etc