The Capability Maturity Model was developed as a tool for assessing the ability of government software contractors Business Processes to complete a software project. Quality Management Maturity Grid was initially developed by Philip B. Crosby in his book Quality is Free. In the 1980’s many US Military software sub-contracted projects were completed later than planned and also ran over-budget. The U.S Air force conducted a study which resulted in development of CMM by Watts Humphrey. Although it was developed to assess and improve the capability of software development processes, it has been applied in many other areas as a general model of maturity of processes.
The term maturity denotes the degree of formality and optimization of processes from ad hoc practices, to formally defined steps, to managed result metrics to optimization of the processes for continual improvement. It is an indication of how close a process is to being complete & capable of continuous improvement.
CMM is used by businesses to analyze and improve their processes for improvement in quality, reduction is costs, reduction in delivery time and to gain an edge over the competition.
Level 1 Initial (Chaotic)
Processes at this level are normally un-documented and are in a state of dynamic change and are run in an ad hoc, reactive and uncontrolled way. The processes are person dependant and the sequence, timing and result varies during repetition and requires a lot of supervision.
Level 2 Repeatable
The process is repeatable with consistent results being a possibility. There is variation among different people doing tasks in a process. The process owner is usually defined but there is no rigorous process discipline. Where there is process discipline, it helps in ensuring that it is followed in times of stress.
Level 3 Defined and Measured
There are defined and documented standard practices which are established and implemented and there is improvement to some degree over time.
Level 4 Managed
Process metrics and control methods are used by management to find out ways to continuously adjust process to customer requirements. Capability of the process is monitored.
Level 5 Self-optimizing
The focus at this level of processes is on continuously improving processes through both incremental and innovative improvements and changes.
Process Improvement Approach at each level
Level 1
Make the process repeatable by the following steps:
- Perform stakeholder analysis
- Analyze motivation of employees and leadership commitment of the business
- Map out specific runs in the process
- Position the process in the value stream
- Perform suppliers, input, process, output, customers (SIPOC) analysis
- Define the process owner
- Make basic expectations for roles and accountabilities transparent
- Have the leadership communicate basic rules of conduct
- Design, document, implement, enforce and audit the new process
Level 2
Define and measure the process:
- Create detailed process map
- Remove the reasons for lack of process discipline
- Establish a basic continuous improvement cycle
- Make employees understand the benefits of repeatable processes
- Have the leadership support process compliance
Level 3
Manage the process:
- Continually listen to the voice of customer
- Implement an FMEA [failure mode & effects analysis] to manage risk
- Use control methods to continuously manage process metrics
Level 4
Make process self-optimizing:
- Remove special causes of variation
- Involve all employees, not only those with a direct stake, to improve the processes
Level 5
Spread self-optimizing approach:
- Encourage other parts of the organization – as well as suppliers and customers – to continuously analyze and optimize processes.