Many colleagues in the IT industry are more familiar and recognized by software maturity models, and learn from CMM in actual work to make software development process management has achieved better results. The author is considering the actual work experience after serious thinking of project management and software development, I feel that if CMM and PM can be combined, flexible, it is possible to make effective PM.
Online query discovery also has some views on the management maturity model of the project, just relatively small, so I am discussed together and make progress together.
1 Introduction of various project management maturity models
Currently, the maturity model is a hot topic whether the maturity model is in the management industry. In 1987, the University of Carnegie Mellon University (SEI) took the lead in the software industry from the perspective of software process, the software process maturity model CMM was proposed, and several revisions became a widely affected model. Thereafter, there are many organizations or individuals from project management, refer to CMM models and project management knowledge systems, and use different standards and basis, and propose their own project management maturity models (PMMM, Project Management Maturity Model).
At present, there are mainly models of the following projects to manage maturity (Note: some of the following companies, the name of the name is not necessarily standard):
a) Berkeley Project Management Process Maturity Model, a model, referred to as a model, referred to as Dr. William IBBS, Dr. William IBBS; (PM) 2 model;
b) The project management maturity model of Capstone Planning & Control, Inc. is determined from (PM) 2 model, which is consistent with this model name, hereinafter referred to as CA-PMMM;
c) 5-level project management maturity model developed by Micro Frame Technologies, Inc. and Project Management Technologies, Inc., hereby referred to as a Micro Frame model or MF-PMMM;
d) Level 5 Project Management Maturity Model of US Project Management Solutions, Inc., hereby referred to as PM Solutions model or PMS-PMMM;
e) 4-level project management maturity model of Australian Kancum and Moore Pty Limited, hereinafter referred to as KM-PMMM;
f) 5-level project management maturity model of Dr. Harold Kerzner, USA, which is referred to as Dr. Cozna's model or K-PMMM;
g) US Project Management (PMI) enterprise project management maturity model OPM3, based on the prestige of the US Project Management Society, should be very authoritative. But so far, there is no name, description, etc. of this model, so you can't discuss this here.
h) In addition, the requirements of the IPMA's four-level certification system can also be considered as the ability to grade the enterprise, from a sense, it is also possible to be a maturity model. For example, companies in D-class, just understand the terms and methods of some project management, can apply project management in some areas; companies in grade A, have the ability to manage large projects in international cooperation or multi-project management and Plan management. Of course, if you want to formal application, you need to make a relatively large change. As for some models, such as plan management maturity model (Program Management Maturity Model, etc.) is not included.
Table 1 lists the CMM, the main PMMM models, and its approximate Chinese meaning.
The lowest level of most models indicate the confusion of management, mostly advocated the concepts and methods of reference comparison in higher levels, while the highest level reflects the continuous improvement and continuous optimization. Table 1 CMM model, various levels of various PMMM models (omitted)
The Micro Frame model is close to the name and requirements of the CMM model, and it also provides a self-assessment table with 51 judgment questions, can immediately understand the maturity level and overall of the company in the 4 life cycle level.
The PMS-PMMM model is initially divided into 8 levels. It has been changed to level 5, and rating from the 9 major knowledge categories of project management. PM Solutions' Business Internship Center (The Center for Business Practices) showed the results of 126 senior project management practitioners, and the company is in the base of the project management maturity step. The respondents believe that the average level of the management maturity of enterprise projects is 2.40, while the actual results are 1.18. At the same time, the survey results also showed that in general, different enterprises, their maturity has little difference, only small businesses are not mature in business demand, and large companies are not mature in the project plan development. In contrast, the results of (PM) 2 models are clearly optimistic: their survey of 38 companies in different industries show the average maturity of 3.26. There are two main reasons for the difference between the two results:
1) The evaluation range of the two models is different: PMS-PMMM involves all 9 major fields, and (PM) 2 does not involve comprehensive management of projects.
2) The evaluation standard scale of the two models is different: PMS-PMMM is calculated according to each minimum value or applying "wooden bucket principle", and its standard is also stricter; and (PM) 2 calculates according to the average value, The standard is close to the scale of the CMM model.
However, both models reflect that most companies in the field of risk management are relatively weak.
In addition, the (PM) 2 model also summarizes the relationship between the maturity level X and the cost indicator Y (COST INDEX):
Equation 1) Y = -1.4701LN (x) 2.9099
The maturity level X and the cost indicators y are inverse ratio, when the maturity level is 3.67, the cost indicator is 1.0. Note that the cost indicator refers to the ratio of the actual cost of the project and the initial budget, and the cost performance indicator (CPI) is two different concepts.
At the same time, the (PM) 2 model is also compared with other six models, such as CMM model, MF-PMMM, McCauley's PMMM model, Hink IT and process mature model, and they think that several other models have not assessed financial security. Efficiency, return return rate and other factors, there are some shortcomings; at the same time, in addition to (PM) 2 and CMM models, there is no report of successful cases; this contrast has certain objectivity, but does not rule out " "Ingredients, and there is no mention of several new models, such as PMS-PMMM and K-PMMM models. Other known models are level 5, while the Knapp And Moore model is 4. They hook this model with the project's success rate: Level 1 success rate is less than 40%; Level 2 less than 60%; Level 3 is less than 75%; while level 4 is more than 75%.
The K-PMMM model is based on the reputation of Côtefusel. I have been popular in some countries including my country. The model starts from the perspective of the strategic planning of the company's project management, divided into five levels. Several objective self-assessment questions are also proposed in different levels. In response to the first level, there are 80 choices similar to the PMP test; 20-level comments; for the third level, 42-channel selection questions; for the fourth level, there are 24 collars; for the fifth Level, there are 16 comments.
2 The relationship between project management maturity model and corporate development has been decades in recent decades, and many companies have gradually introduced project management in the United States, and other countries have gradually introduced project management. So far, only a few companies tried to put project management as the core competitiveness of the company, resulting in a high success rate of the project, and many companies' project management capabilities are relatively low. With the integration of global economic integration, the market competition is more and more fierce, and more and more enterprises are managed by projects or multi-project management, project management is no longer just in the middle of the project manager, should also be concerned. It is an important part of the company's high-rise, such as CEOs and Boards, making it an important part of corporate strategic planning. To make the company's project management from immature to maturity and even excellence, the application project management maturity model is a very appropriate way to be a reference comparison method.
Dr. Coznna links the development of the company with the strategic planning of project management, and thereby proposes a K-PMMM model. The mutual connection of the model and the level of the corresponding enterprise maturity are shown in Figure 1; the 4th, 5th level represents the excellence of enterprise project management. At the same time, the overlap between each level in the figure represents a phenomenon that the enterprise has overlap in the implementation of the model, and is generally not overlapping when implementing the second level and the third level.
Figure 1: Relationship between K-PMMM in K-PMMM in Kzner's project management maturity model (omitted)
Dr. Coznna also reinterprets the definition of project success, not only to meet the three goals of traditional project time, cost and performance, but also meet customer or user-defined quality standards, but also to meet: with the least or both parties agree Change, no interference organization, corporate culture or values, no interference organization's daily working process. This change is mainly based on more and more companies to start "management according to the project", that is, the management of long-term organizations is directed to the management, the management of the process is transformed into object-oriented (ie "project") management. As a result, the company's strategic planning is more important. The benchmark comparison method is no longer limited to the project team, and it has also begun to apply this level at the company.
Enterprises can establish a series of specifications, according to the main points required by the model, such as the benchmark comparison method, the summary of the experience lessons of the past project, play the function, standardization and decrease of the project office or the center of the risk warning system Unnecessary forms, etc., to achieve continuous improvement, moving towards excellence.
At the same time, according to the maturity model, targeted project management training programs can be customized to enhance corporate employees, especially project managers, and the relevant strategic concepts of senior personnel, and thus also improve the capacity of the company.
According to data from the previously mentioned survey, the higher the maturity, indicating the better project schedule and project cost performance, the less time waste and rework, the probability of success is greater. High maturity of enterprise project planning time accounts for 50%; while low-mature corporate project execution and control time accounts for 70%, the same project is completed by 180% compared to high maturity enterprises; Medium-mature companies have to use 140% of time.
More convincing data is (PM) 2 model in accordance with the previously mentioned expense indicators, the project management investment returns ROI. Firstly, the current maturity level LC and the expected maturity LF are evaluated; the corresponding cost indicator CIC, CIF is obtained according to Equation 1, and the current average profitability Pc is evaluated, so that the expected profitability PF can be obtained; The annual project income PA and the annual project management expenditure PE, you can get the return on investment ROI:
Equation 2) PF = CIC * PC / CIF Formula 3) ROI = (PF-PC) * PA / PE
In a real example, an annual project income is a million US dollars, it is expected to increase from the current level 2.1 to 3.3, which is expected to expense $ 4.0 million, the current profit margin of the project is 5.0%, and finally calculated The annual rate of return can reach 29%. This return rate is quite high, which also proves that expenditures in improving project management capabilities are not a valuable investment.
In consideration of four strategic points: core value and purpose, strategic key, competitive focus, synergies, project management methods can be converted into sustainable competitive advantage. The ultimate goal is to convert this sustainable competitive advantage into the company to reach the path of the strategic capabilities. This conversion is a major job in strategic planning activities. At the same time, companies not only have knowledge, but also developed a corporate culture.
More and more industries are accepted as a way of survival, and the continuous improvement opportunities in project management practices have appeared at an amazing speed. More important facts is that some companies are sharing their achievements with other companies in a base comparative activity.
3 Project Management Maturity Model In China, and the CMM model has been formally recognized by China government agencies and has issued corresponding preferential subsidy policies. There are many CMM model certifications or consulting agencies in China, and there are many companies. Compared with some levels of certification in CMM, there have been reports that have formally introduced the maturity model of the project management, and there is no report in such models in this model; but there are some The consulting company, training agencies referred to the training services provided by the project management. For example, a company in Beijing is mentioned in its advanced seminars, what is the project management strategic planning and project management maturity model, and uses the K-PMMM model. Microsoft China has also begun to provide training including K-PMMM models in the near future. Domestic also published Dr. Coznna's books.
In the country, there are currently in the engineering, system integration, etc. have been implemented for many years, but excessively paying attention to the scale, business hours, engineers, the number of projects in the past, and no significant payment of similar project management maturation. The degree model is advocated some soft indicators such as communication skills, risk management capabilities. And these systems are not high in international recognition. At the same time, in other industries, this is basically blank. Many domestic companies are basically in the primary application stage of project management, basically in the first and second levels of maturity.
At present, China has introduced the certification and training system of PMP and IPMP (all of which are collectively referred to as "project management experts"). Although they have a high capacity to be certified, the difficulty is very difficult, still rapidly become domestic Popular certification exam. my country's Ministry of Labor Security also plans to launch a professional qualification examination of the 4-level project management, which is mainly for individual certification. With the more and more companies in China recognize the strategic significance of project management, in view of China's ability to increase the capacity of corporate project management, we will strengthen enterprises to participate in international project competitiveness, and consult, consult, The certification system will come out. Therefore, as the Chinese project management knowledge system has been issued, the maturity model of one or two projects is blue, establishing a set of national conditions for China, but does not randomly reduce standards, China's project management maturity of all countries The model is very necessary; it can be called CN-PMMM. Of course, which model is blue in blue, it is also worth exploring. The (PM) 2, K-PMMM, PMS-PMMM, MF-PMMM, PMS-PMMM, MF-PMMM, and the like described herein are very good models, just their side focus. As the model is established, a project management case library that can be used for a very practical value for a base comparison. The initial operational idea can be as follows: First, it is formally introduced into a model, and of course, it does not rule out a model of domestic self-developing model, and then appropriately modified, becoming CN-PMMM. This model also is divided into 5 levels of certification. The control / supervision process can be applied according to the field of nine knowledge, or the project's four-stage lifecycle, and the company is certified, one, and send it to a single certification; if a company gets a certain level of all certificates, you can change Lead this level of formal certificate. The single certification certificate is valid for one to two years, while the official certificate is reviewed annually to ensure the authority of the certificate. It is also possible to gradually introduce additional certification for different industries, similar to the industry additional certification of different industries. If a company has passed the additional certification of a certain industry, the additional certificate of the industry can also issue additional certificates. Of course, it is necessary to use IPMP certified operational ideas, academic research and certification by the China Project Management Research Committee, and commercial operations are implemented by several companies. This will be a very huge market involving certification, training, consulting after the certification of the project management expert.
4 Outlook Project Management Maturity Model For the future, there is reason to believe that the project management maturity model will become the best guidelines for various types of enterprises, especially project leading companies. In the near future, domestic and foreign companies will be proud of certification through high-level project management maturity. At the time of project bidding, the certified project management expert, the high-level project management maturity certification held by the enterprise will become an important basis for the smooth winning bid.
If the ISO9000 series, the CMM model, a very authoritative, especially the international authority, and the introduction of the project management maturity model of the project management maturity model will be the world project management. The world is of great milestones. The establishment, perfection and application of the Chinese project management maturity model will also definitely have a great help to China's enhancement capacity and competitiveness. Evolutionary Mature Frames and Guide - CMM Architecture http://www.xasoft.gov.cn/cmm1/cmm2.htm A Enterprise Software Ability is similar to one person in a particular area, is gradually gaining and grown. If a person can get a good guide in the development of its field, then he or she will constantly reach a set goal and become mature, otherwise it may blindly develop, the more it is The farther, even the way in the north. The development of a company's software capabilities also requires a good guide. SW-CMM is such a guide. It is based on the experience and lessons of the product quality concept and software industry for decades. Effective steps and frames. First, frame
SW-CMM provides a stepped evolutionary frame for software companies, and the ladder has five levels. The first level is actually a starting point, any enterprise that is ready to evolve according to the CMM system is naturally at this starting point, and moved to the second level through this starting point. In addition to the first level, each level has set a set of targets. If this set of goals have been reached, it indicates that this maturity level can be moved downward. The CMM system does not advocate evolution across the level, because from the second level, each low level implementation is the basis for high level implementation. 1. The software process of the initial level initial grade is an unfained random process, and the implementation of the project is even more confusing. Perhaps, some companies have developed some software engineering specifications, but if these specifications have not covered basic key process requirements, and they are still considered initial grades when there is no policy, resources such as policies, resources. 2. Repeated levels According to years of experience and lessons, people summarize the top priority of software development is not technical and management issues. Therefore, the focus of the second level focuses on software management. A manageable process is a repeatable process, and a repeatable process can gradually evolve and mature. The second level of management includes five aspects of demand management, project management, quality management, configuration management, and sub contract management. Among them, project management is divided into two processes for program processes and tracking and monitoring processes. By implementing these processes, you can see a program executed and phase-controlled software development process as planned from the management perspective. 3. Definition levels only define the basic procedure of management without defining the step criteria for execution. In the third level, the engineering standards for enterprise-wide are required, and whether it is management or engineering development, it requires a set of documentation standards, and integrates these standards into the process of enterprise software development standards. All developed projects need to cut out appropriate processes with the project according to this standard process and perform these processes. The process of tailoring is not random, and it is necessary to approval by the company before use. 4. Management level of the fourth level management is the management of quantitative management. All processes need to establish corresponding metrics, quality of all products, including work products and products submitted to users) require a clear metric. These metrics should be detailed and can be used to understand and control software processes and products. Quantitative control will make software development truly become an industrial production activity. 5. The goal of optimization level fifth is to achieve a realm of continuous improvement. The so-called continuous improvement refers to the improvement of the next execution process based on the feedback information performed by the process, ie the optimization execution step. If a company reaches this level, then the company can continuously adjust the software production process to achieve the best in accordance with the actual project nature, technology and other factors.
Second, the structure
In addition to the first level, each stage of SW-CMM is composed of exact same structures. Each level contains several key processes (KPAs) to achieve this level, each KPA further contains several key implementation activities (KP), no matter which KPA, their implementation activities are uniformly organized according to five public properties. That is, each KPA contains five types of KP. 1. Each KPA of the target has identified a set of targets. If this set of targets can be implemented in each project, the company meets the requirements of the KPA. If all of the levels of KPA requirements are met, the capabilities required to achieve this level are shown. 2. Implementation Guarantee Implementation is that enterprises must have taken activities must be taken to establish and implement corresponding KPAs, which mainly include the development of corporate scope policies and high-level management responsibilities. 3. Implementation capacity is the prerequisite for enterprises to implement KPA. Enterprises must take measures to perform KPA execution activities after meeting these conditions. Implementation capabilities generally include resource assurance, personnel training, etc. 4. Executive activity execution procedure describes the necessary roles and steps to perform the KPA. In five public properties, the execution activity is the only attribute related to the project, and the remaining four attributes involve the establishment of enterprise CMM capability infrastructure. Executive activities generally include a plan, a task, and a tracking of task execution. 5. Measure Analysis Measure Analysis Describes the metric and metric analysis requirements of the process. Typical metrics and metrics are required to determine the status of performing activities and effectiveness. 6. Implementation verification implementation verification is the verification of whether the execution activity is consistent with the established process. Implementation verification involves management review and auditing and quality assurance activities. When the CMM is implemented, the order of the implementation of KPA can be determined depending on the problem of the problem of the enterprise software process, and then the corresponding process is gradually established according to the determined order. When performing a KPA, the target group can also be gradually satisfied. Process evolution and gradually moving maturity are the purpose of the CMM system. Level 1: Initial level in the initial level, the company generally does not have a stable software development and maintenance environment. Often encounter problems, just give up the original plan and focus on programming and testing. Level 2: Repeated levels at this stage, establish a policy of managing software projects and measures to implement these policies. Experience based on past projects plans to manage new projects.
Level 3: Definition level at this level, a specific process for software engineering and management projects, facing software development and maintenance of the entire enterprise will be developed. At the same time, these processes are integrated into a coordinated whole. This is called the standard software process of the company.
The fourth level: Quantitative management level At this stage, the company establishes a quantitative quality goal for the product and the process, and the process is added in the process. As an enterprise's metrics, it is necessary to perform productivity and quality metrics for all projects. Software products therefore have expected high quality.
The fifth level: (continuous) optimization level in this level, the entire company will focus on the process of continuous optimization. Enterprises will take the initiative to find out the weakness and strengths of the process to achieve the goal of preventing defects. At the same time, the information on the effectiveness of the process is analyzed, and the analysis of the cost and gains of new technologies, and the proposal to revise the process.
CMM first level: initial grade
◆ Characteristics
(1) The software process is characterized by messy, sometimes even confusing, and there is almost no rules or steps for defining the process. (2) Excessive commitment, often make a good commitment: "Work according to software engineering, orderly work"; or achieve high goals. But actually there is a series of issues. (3) Abandon the original planning process, repeatedly coding and tested. (4) Successfully relying entirely on individual efforts and outstanding professionals, depending on the supernormal management personnel and outstanding effective software development and developers. Specific performance and results are stem from or is determined to be personal and their previous experience, knowledge, and their progressive heart and active extent. (5) The ability is just the characteristics of personal, not the characteristics of the development organization. Relying on personal quality or with huge pressure; or find a trick. However, once such people leave, the stability of the organization also disappears. (6) The software process is unsure and unpredictable. The degree of software maturity is in the software process of the first stage software organization, is often changed during the actual work (process is random). Such organizations are also developing products, but their achievements are unstable, unforeseen, not repetitive. That is, the software plan, budget, function, and product quality are unsure and unpredictable. ◆ Process (1) Littlely exist or use a stable process (2) so-called "process", it is often "so dry". (3) Various regulations, rules and regulations are uncoordinated, even contradict each other.
◆ Personnel (1) rely on individual efforts and outstanding characters. Once the excellent figure leaves, the project cannot continue. (2) People's way work is like "fire", which is constantly changing the crisis during the development process, as well as the continuous "fire fire".
◆ Technical introduction new technology is greatly risking.
◆ Measure does not collect data or analyze data.
◆ Improved direction (1) Establish a project management process, implement standardized management, and guarantee the commitment of the project. (2) The primary task is to carry out demand management, establish a joint understanding between customers and software projects, so that the project truly reflects the customer's requirements. (3) Establish a variety of software project programs, such as software development plans, software quality assurance plans, software configuration management plans, software test plans, risk management plans, and process improvement programs. (4) Carry out software quality assurance activities (SQA).
CMM Second Level: Repeatable
◆ Features (1) Take a more realistic commitment to ensure a successful success according to the necessary process criteria established in successful experience on similar items. (2) It is mainly to establish a basic process management regulations on projects to enhance process capabilities. (3) Establish a basic project management process to track costs, progress, and functions. (4) Management work mainly tracks software funds, progress and functions. Identify problems in promise. (5) The baseline is used to mark progress and control integrity. (6) Define the standards of the software project and believe it, follow it. (7) Establish an effective supply and demand relationship through the sub-contract.
◆ Process (1) The process of software development and maintenance is relatively stable, but the process is established at the project level. (2) The process of the rule is under the control of an effective engineering management system, the previous successful experience can be repeated. (3) When the problem occurs, there is capability identification and correction. Commitment is achievable.
◆ The success of the person (1) project relies on personal capabilities and management of management. (2) Necessity and commitment to management. (3) Training of attention personnel.
◆ Technical establishment of technical support activities and has a stable plan.
◆ Metrics Establish a resource plan. Mainly care for cost, product and progress. Have corresponding management data.
◆ Improvement Direction (1) The software process is not settled in accordance with the project, but summarizes the successful experience of various projects, which makes the rules, and summarizes specific experience into the standard software process of the whole organization. Software process activities for improving the overall software process capabilities of the organization, as the responsibility of the software development organization. (2) Determine the standard software process of the whole organization, integrate software engineering and management activities into a stable determined software process. This can be used across the project to improve the software process effect, and can be used as the foundation of the software process. (3) Establishing a software engineering process group (SEPG) long-term assumption and adjustment of the task of adjusting the software process to adapt to future software projects. (4) Accumulate data, establish a document library related to the software process library and software process. (5) Strengthen training. CMM Level 3: Determine
◆ Features (1) Regardless of management or engineering software process, it has been filed, standardized, and integrated into a standard software process of software development organization. (2) The software process standard is applied to all the projects for compilation and maintenance software. Some projects can also take the standard software process of software development organizations according to the actual situation. (3) When engaged in a project, the product production process, spending, planning, and functions can be controlled, so that software quality can also be controlled. (4) Software Engineering Process Group (SEPG) is responsible for software activities. (5) Arrange training programs within the whole organization.
◆ Process (1) The entire organization has fully used comprehensive management and engineering processes. Software engineering and management activities are stable and repeatable with continuity. (2) The software process has preached and prevents the role of problems, which can minimize the impact of the risks.
◆ People (1) work in a project group. Like the integrated product team. (2) All people within the entire organization have a deep understanding of the activities of the defined software process, which greatly enhances process capabilities. (3) Training in accordance with the character's role.
◆ Technology establishes new assessment technology based on certainty.
◆ Metrics (1) Collect data in the whole process.
(2) Systematically sharing data in a full project.
◆ Improvement Direction (1) Start the quantitative analysis of the software process to achieve the effect of quantitatively control the effect of the software project process.
(2) The quality of the software has reached the quality objective of software through quality management.
CMM fourth level: management level
◆ Features (1) Develop the details of the software process and product quality and specific metrics, software processes and product quality can be understood and controlled. (2) The ability of software organizations is foreseeable because the software process is metric and operated by a clear metrics. It goes without saying that the quality of the software product is foreseen and controlled. (3) The organization's measurement project guarantees that all projects measures productivity and quality and as an important software process activity. (4) Has a good definition and consistent metric to guide the software process, and as the evaluation software process and product quantitative basis. (5) The software process database has been established in the development organization, saves the collected data, and can be used for software processes for each item.
◆ Process (1) Start quantification of software processes. (2) Small changes in software process, generally within an acceptable range. (3) It is foreseen that some trends in the software process and product quality. Once the quality of the quality is exceeded or violated, some methods can be corrected to achieve a good goal.
◆ There is a strong group work awareness in each project. Because each person understands the relationship between individuals and organization, this group consciousness can be produced.
◆ Technology continuously evaluates new technologies on quantitative basis.
◆ Metrics (1) Data collection and determination in the whole organization. (2) Measurement standardization. (3) Data is used to quantify software processes and stabilization software processes.
◆ Improved direction (1) Defect prevention, not only improves the problem, but also should take specific actions to prevent such defects in the future. (2) Active technical changes management, identification, selection and evaluation of new technologies, enabling effective new technologies to implement in development organizations. (3) Performing process change management, the purpose of defining process improvements, often continuously performing process improvement. CMM fifth level: optimization level
◆ Features (1) The entire organization pays special attention to the continuous, foresee and enhancement of its own, prevent defects and problems, and continuously improve their process processing capabilities. (2) Strengthen quantitative analysis, through quality feedback from the process, new technologies, new technology, so that the software process can be continuously improved. (3) According to the effect of the software process, cost / profit analysis is carried out, and experience from successful software is summarized. Put the best innovation to all organize, and analyze the failed cases to find out the cause. (4) The organization can find the shortcomings of the process and pre-improved, and tell the failure lessons to prevent repetition of previous errors. (5) The evaluation of the software process and the improvement of the standard software process are pushed in the whole organization.
◆ Process (1) Continuously systematically improve the software process. (2) Understanding and eliminating the common root of the problem, can be found in any system: due to a returned work, it causes time to waste. In order to prevent system changes that can cause waste labor. To eliminate the inefficiency of "public", prevent waste of waste. Although all levels have these problems, this is the fifth level of focus.
◆ People (1) There are conscious team awareness of the entire organization. (2) Everyone is committed to improve process, and people no longer meet the achievements of milestones, and strive to reduce the error rate.
◆ Technology based on quantitative control and management, take the initiative to consider new technologies, pursue new technologies. Methods and new technologies in software development can be realized to prevent errors from incurring errors and continuously improve the quality and productivity of products.
◆ Measure use data to evaluate and select process improvement.
◆ Improved direction maintains a continuous software process improvement.
CMM summary: five-story structure
We see that in the fifth level, the improvement of technology and processes is as planned as ordinary business activities, and there is management. Software development organizations are sustainable and improved due to the capacity of the organization's ability to improving the improvement process. This improvement not only is gradually improved on the existing software process, not in the adoption of new technologies and new methods.
