1. CMMI The quality of a software product is only as good as the process used to develop and maintain it. Whether a software organization is competing in the marketplace or trying to satisfy internal requirements, its software process is a critical success factor. Well thought out improvements to the process will significantly contribute to the organization's performance.

2. CMMI Quality Standards Why Capability Maturity Model Understanding What CMMI is? History CMMI Models and representation Classes Of benefits CMMI-Statistics

3. Why Capability Maturity Model Scope What vs How Detailed Direction Continues Improvement

4. CMM Multiple Models  Software CMM- The original CMM  Personal management PCMM- People capability maturity model  Security- Security system engineering CMM

5. CMMI Maturity Levels

6. Maturity Levels 1.Initial2.Repeatable3.Defined4.Managed5.Optimizing * Process are ad hoc, chaotic and disorganized * There are few formal rules or procedures * Success depends on individual efforts * Processes are defined and documented * Basic Project management techniques to track cost, schedule and functionality * Success can be repeated * Specific implementation differ from project to project * A standard software process meets the organization’s specific needs * Attention is paid to documentation, standardization and integration * Projects follow this defines processes even under schedule pressure * Management recognizes that theses process are the quickest route to completion * Processes are predictable * Detailed quantitative measurements of process are and product quality are collected * Management can adjust and adapt the process to specific projects without loosing quality or deviating from specifications * Process are continuously improving * Process are improved through feedback and shared ideas * Managers introduce innovative processes to better server the organization’s particular needs

8. CMMI Statistics US Japan India United Kingdom Australia China France Taiwan Canada Russia South Korea Switzerland 46 25 10 5 3 2 3 2 1 1 1 1 Country Number

9. CMMI Implementation Steps Secure Sponsorship and funding Take Core Training Selection of Model and Representation Prepare the organization for Change Form an engineering Process Group Know the Present State Know where You are going Communicate and coordination Track the Progress

10. Classes Of Benefits

11. Cost ResultModel 33% decreases in the average cost to fix a defects (Boeing, Australia)CMMI 15% decrease in defend and fixed costs (Lockheed Martin M&DS)CMMI 4.5% decline in overhead rate (Lockheed Martin M&DS)CMMI Schedule Reduce by half the amount of time required to turn around the release (Boeing, Australia) CMMI Increase the % of milestone met from approximately 50% to 95% (General Motors) CMMI Decreased the average number of days late from 50 to fewer than 10 (General Motors) CMMI 30% increase in software productivity (Lockheed Martin M&DS)CMMI 15% improvement in internal on time delivery (Bosch Gasoline system)CMMI Quality Met goal of 20+/- defects per KLOC (Northrop Grumman It1)CMMI Increased focus on quality by developers (Northrop Grumman It1)CMMI Improved quality of code (Sanchez computer Associates, Ins.)CMMI Note: Different organizations have shared with the Software Engineering Institute (SEISM) or with the wider community in public forums. Complete report is available on www.sei.cmu.edu/publications/documents/03.reports/03sr009.html

12. What Is CMMI Capability Maturity Model Integration Maturity Models a place to start  the benefit of a community’s prior experiences  a common language and a shared vision  a way to define what improvement means for your organization History UN Air force funded SEI to create an abstract model to use an objective evaluation of SW subcontractors. Managing the Software Process in 1989 Managing the Software Process1989

13. Time Line 1987: SEI-87-TR-24 (SW-CMM questionnaire), released. 1987 1989: Managing the Software Process, published. 1989  1991: SW-CMM v1.0, released. 1991  1993: SW-CMM v1.1, released. 1993  1997: SW-CMM revisions halted in support for CMMI. 1997 2000: CMMI v1.02, released. 2000  2002: CMMI v1.1, released 2002

14. CMMI Architecture

15. CMMI Representation Staged and Continuous Both representation provide ways of implementing process improvement to achieve business goals Both representations provide the same essential content but organized in different ways ContinuousStaged Maximum flexibility for order of process improvement Predefined and proven path with case study and ROI data Focuses on improvement within process areas Focuses on organization improvement Improvement of processes areas can occur at different rates Overall results summarized in a maturity level

16. CMMI@Pakistan SW Industry CMM/CMMI maturity level companies PSEB’s CMMI initiatives NetSol Technologies (Pvt) Ltd Xavor Pakistan (Pvt) Ltd Systems (Pvt) Ltd KalSoft (Pvt) Ltd Digital Processing Systems CMMI Consultants Company Business Beam (Pvt) Ltd Moody's Intl (Pvt) Ltd NetSol Consulting Services (Pvt) Ltd PSEB Assistance ISO9000 certified Majority shareholding by Pak Min human res. strength # 25

17. Sum UP improved profitability of service provider improved customer satisfaction Time LevelsLevels Customer Satisfaction

18. References http://www.sei.cmu.edu/cmmi/models/#model s http://www.sei.cmu.edu/cmmi/models/#model s http://www.teraquest.com/CMMIc/static/CMM I%20Continuous%20MainPage.html http://www.teraquest.com/CMMIc/static/CMM I%20Continuous%20MainPage.html