We are shooting up for
CMM4!!!!
|
Level 1 |
Characterized
by chaos, periodic panics, and
heroic Efforts required by
individuals to successfully Complete
projects. Few if any processes in
place.
Successes may not be repeatable. |
|
Level 2 |
Software
project tracking, requirements
management, Realistic planning, and
configuration management; Processes
are in place; successful practices
can be repeated. |
|
Level 3 |
Standard
software development and maintenance
processes are integrated throughout
the organization; a Software
Engineering Process Group is in
place to oversee Software processes,
and training programs are used to
Ensure understanding and compliance. |
|
Level 4 |
Metrics are
used to track productivity,
processes, and products. Project
performance is predictable, and
quality is consistently high. |
Level 5
|
The focus is
on continuous process improvement.
The Impact of new processes and
technologies can be Predicted and
effectively implemented when
required. |
|
Level 4 - The Managed Level
(The Quality Learning Organization) At the Managed
Level,
-
Quantitative quality goals are set for software
products and processes.
-
Productivity and quality are measured.
-
Each
projects' defined software processes are
analyzed.
-
Software
processes are instrumented with well-defined and
consistent measurements,
-
Projects
achieve control over their products and
processes.
-
The risks
involved in moving up the learning curve of a
new application domain are known and carefully
managed.
-
Can be
summarized as predictable because the process is
measured and operates within measurable limits.
-
This
capability allows an organization to predict
trends in process and product quality within the
quantitative bounds of these limits.
-
Software
products are of predictably high quality.
As our current practices
confirm to the definitions of CMM LEVEL 4 we are in
the gearing up for assessing and achieving CMM4.
Stage 4: The Quality Learning Organization
-
The
evolution of inspection practices effectively
identifies problems or defects, but it does not
prevent them. At this stage, there is still
abundant waste and rework necessary. In order to
reduce this waste, investments in Preventive
Costs (training, documentation, equipment,
resources, planning activities, supply chain
management) are initiated to address potential
risks and problems before they manifest into
quality issues.
-
The role
of the quality practitioner is highest in this
phase, since they are involved in Appraisal and
Preventive costs. Teams of practitioners are
inspecting and reviewing work in progress, but
also training and mentoring other employees in
proper quality practices. The high value of
Internal Failure Costs justifies the increases
in resources, in order to reduce the levels of
waste and rework.
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