An Overview of CMM
The Capability Maturity Model (CMM) was developed by the Software Engineering Institute at Carnegie-Mellon University to describe a framework of five stages of evolution or levels of capability or process maturity. The CMM describes an evolutionary improvement path from an ad-hoc, immature process to a mature, disciplined process. This model applies to new product development as well as software development. While the CMM provides a model for process maturity, the Product Development Best Practices and Assessment software and the Product Development Assessment methodology provide a more comprehensive and sound framework for assessing and improving product development. The CMM model has been adapted by DRM Associates to describe the levels of maturity with the product development process. The five product development process CMM levels are:
1. Initial Level (ad-hoc, immature): At the initial level, the organization typically does not provide a stable environment for developing new products. When a organization lacks sound management practices, the benefits of good integrated product development practices are undermined by ineffective planning, reaction-driven commitment systems. process short-cuts and their associated risks, late involvement of key disciplines, and little focus on optimizing the product for its life cycle. The development process is unpredictable and unstable because the process is constantly changed or modified as the work progresses or varies from one project to another. Performance depends on the capabilities of individuals or teams and varies with their innate skills, knowledge, and motivations.
2. Repeatable Level: At the repeatable level, policies for managing a development project and procedures to implement those policies are established. Effective management processes for development projects are institutionalized, which allow organizations to repeat successful practices developed on earlier projects, although the specific processes implemented by the projects may differ. An effective process can be characterized as practiced, documented, enforced, trained, measured, and able to improve. Basic project and management controls have been installed. Realistic project commitments are based on the results observed on previous projects and on the requirements of the current project. The project managers and team leaders track NPD costs, schedules, and requirements; problems in meeting commitments are identified when they arise. Product requirements and design documentation are controlled to prevent unauthorized changes. The team works with its subcontractors, if any, to establish a strong customer-supplier relationship.
3. Defined Level: At the defined level, the standard process for developing new products is documented, these processes are based on integrated product development practices, and these processes are integrated into a coherent whole. Processes are used to help the managers, team leaders, and development team members perform more effectively. An organization-wide training program is implemented to ensure that the staff and managers have the knowledge and skills required to fulfill their assigned roles. Projects tailor the organization's baseline development process to develop their tailored process which accounts for the unique characteristics of the project. A well-defined process can be characterized as including readiness criteria, inputs, standards and procedures for performing the work, verification mechanisms (such as [next page]