Summary of Continuous and Stage CMMI

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Table of Contents

What is CMMI
A Brief Critical Summary of the Continuous and Staged CMMI
A Discussion of Criteria of Choice
How an Organization Might Best Select an Appropriate Model for its Use
The Role of System Integration in the CMMI
Speculation on what a Lead Systems Integrator that CMMI Might look like
Works Cited

The history of CMMI is based on CMM that originated from a study by the Air Force, which was meant for software subcontractors (Kasse 12). The primary intention was to measure the development of software applied in the maturity of the process.

The CMMI model identifies the levels of the process maturity of the organization (Land and Walz 12).

These levels include the initial level which entails the starting use of the process, repeatable where the process is repeated, defined and involve the definition of the process and the confirmation of the standard business process, managed which entails the management and the measurement and optimizing level which includes the deliberate process improvement.

CMMI as process-improvement model is meant to provide the best practices that address the issue of productivity, performance, and cost besides ensuring that stakeholders are satisfied.

What is CMMI

CMMI is an acronym for Capability Maturity Model, which is a process development approach whose aim is to assist organizations advance their performance. As a process, it provides organizations with basic elements of efficient processes that are aimed at improving their performance.

CMMI helps incorporate traditionally detached organizational roles as it helps improve the targets besides providing direction in quality processes (Kasse 47).

The CMMI project was developed with an aim of improving the use of maturity models by way of integrating diverse model framework (diagram 9). Currently, there are two representations; that is, the continuous and the stage, and the deference.

Between the two representations, the continuous representation allows users to focus the specific course, which is considered critical for the organizations immediate objectives as well as those objectives that the organization considers being at a higher risk (Land and Walz 32).

On the other hand, the staged representation allows straightforward movement from the SW-SMM to CMMI. Therefore, CMMI model varies depending on the area of interest. Usually, there are three major areas of interest, including Acquisition, Services and Development.

A Brief Critical Summary of the Continuous and Staged CMMI

The critical summary of staged and Continuous Representation requires a proper understanding of each of these representations and being in a position to clearly point out the advantages and the disadvantage of each representation. The stage and the continuous representation are the same in terms of the content.

However, they are organized differently (Chrissis and Shrum13). The representation permits the individual organization to practice different development objectives, therefore, presenting model components differently (Dogru and Bicar 39).

The capability levels apply to an organization’s process improvement achievement in every Process Area (P.A). The improvement areas are characterized relative to the Process Area Individual (Kasse 67). It is worth noting that in both representations, the substance is nearly identical.

This raises the question of why there are two different representations yet the representation of each model was different. The CMM software is staged while the SE-CMM, SECM is continuous (Land and Walz 78). The continuous representation has a maximum flexibility for prioritizing process improvements and aligning them with the business objectives (Siviy and Stoddard 47).

The Staged representation on the other hand proves the path and uses the case study and ROI Data, thus, it reduces the guesswork (Dogru and Bicar 27).

This is explained by the mechanism of having the Quick Wins being easily defined to increase Buy-In. It also increases the focus on risks specific for each process area. The Staged representation on its part focuses on the organizational improvement (Ahern and Turner 14).

The Continuous representation is also known for improving the process area at different rates, which in circumstances may require less upfront investment (Dogru and Bicar 12). The staged representation on its part summarizes the overall results in a maturity level and also provides the familiar benchmarking capability where it uses qualified bidders.

The continuous representation on its part upgrades from SE-CMM and SECM, while the staged representation upgrades from SW-CMM. In both cases, the upgrading process is usually easier (Catlin and Jana 20).

A Discussion of Criteria of Choice

There are values that one should consider while adopting either a continuous or staged system. The formal appraisal should give an organization an idea of the maturity of the processes and help to create a roadmap for improvement. The organization should, therefore, adapt a model that suits their needs and the objectives of the organization.

A good model should, therefore, help improve the efforts of the organization and should also creation and achievement of development objectives (Ahern and Turner 45). In addition, it helps the company create a common idiom that facilitates cross-organization operation and communication.

Thus, one should consider a model that best integrates the framework of the organization (Land and Walz 89). The model can also help the organization understand the specific performance practices and, therefore, improve its capability and the future practices.

How an Organization Might Best Select an Appropriate Model for its Use

Both the staged and continuous representations provide the same content. However, each is shown in its unique way. For this reason, an organization should choose a representation is best fit for its business objectives, cultural practices and heritage (Catlin and Jana 35).

In certain cases, it may be necessary for a company to adopt a mix and match. Usually it comes with a continuous implementation of the staged process, staged implementation and continuous appraisal.

The staged representation represents an excellent path for companies that are transitioning from SW-CMM to CMMI, also an organization that is doing business with government organizations that require maturity level for procurements (Ahern and Turner 72).

An organization is not familiar with the dependencies among process areas, which means that the guess-work in the process improvement is reduced by the predefined set of the process area at every maturity level (Catlin and Jana 41).

The equivalence staging is meant to allow comparison of the results from both representations. Small companies should also embrace the CMMI and focus on improving their areas of known business analysis. Implementation of the specific process area without overriding aim level makes the use of the model more meaningful for the small business.

Therefore, CMMI can be used in areas of an organization that adds much value to the organization and its products by improving activity of services where they are needed most (Land and Walz 21).

The Role of System Integration in the CMMI

System integration of the CMMI is useful to the organization as it helps the company understands how the CMMI address the Business Objectives. The integration also helps the organization to identify the specific areas of the company that needs improvement.

The CMMI integration also helps a company that may have limited budget as it does not require much for the improvement of the CMMI process. The CMMI is also critical as it helps the organization to appreciate the process area relationships. The organization also stands to benefit from quick wins as the procurement process favors an organization with CMMI (Catlin and Jana 52).

How Integration Issues are Dealt With at The Selection Level, Product Level, Process Level, and at The System Management Level Affecting Organizations and Humans.

At the product level, product integration assembles the product mechanism and ensures that the same performs and delivers the product (Mutafelija and Strongberg 15). The process management takes place at level 3. It has organized training that develops the skills and knowledge of the human beings so that they can perform their individual roles effectively (Chrissis and Shrum71).

The project control gives a clear understanding of the progress. This informs the appropriation of the right actions that should be affected should the performance of the project deviate from the path.

Process management areas quantitatively manage the project and ensure that it performs its objectives as specified. The project management requires the product and product components to be aligned with the requirements of the project plan (Catlin and Jana 67).

Speculation on what a Lead Systems Integrator that CMMI Might look like

The question of what a lead system integrator on how CMMI might look like is a difficult one as the issue of determining how deeply the CMMI adoption within an organization is still not clear. However, with the increasing usage, the degree of visibility within the social subsystem increases. With time, the members of the organization should engage in the activities of CMMI.

Works Cited

Ahern, Dennis and Richards Turne. CMMI Distilled: A Practical Introduction to Integrated Process Improvement. New York: Addison-Wesley Professional, 2008. Print.

Catlin, Katherine and Mathews Jana. Leading at the Speed of Growth: Journey from Entrepreneur to CEO. New York: Wiley Publishers, 2001. Print.

Chrissis, Mary and Sanday Shrum. CMMI: Guidelines for process integration and product improvement. California: Addison-Wesley Professional, 2003. Print

Dogru, Ali and Veli Bicar. Modern Software Engineering Concepts and Practices: Advance Approaches. Washington, GI Global, 2001. Print.

Kasse, Tim. Practical Insight into CMMI. New York: Artech House, 2008. Print.

Land, Susan and John Walz. Practical Support for CMMI-SW Software Project Documentation uses IEEE Software Engineering. New York: Wily-IEEE Publishers, 2005. Print.

Mutafelija, Boris and Harvey Strongberg. Systematic Process Improvement Using ISO 9001:2000 and CMMI. New York: Artech House, 2003. Print.

Siviy, Joe and Robert Stoddard. CMMI and Six Sigma: Partners in Process Improvement. New York: Addison-Wesley, 2008. Print.

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