CMMI
It is based on the same two fundamental principles as CMM-SW: that the quality of a product is a direct consequence of the processes used in its development, and that software development organizations have a maturity attribute that can be measured and improved.
Origin and evolution
The first edition of CMMI was published in 2000, integrating five CMM models that had previously existed separately:
- CMM-SW — Capability Maturity Model for Software
- SE-CMM — System Engineering Capability Maturity Model
- P-CMM — People Capability Maturity Model
- SA-CMM — Software Acquisition Capability Maturity Model
- IPD-CMM — Integrated Product Development CMM
The integration met a real need: organizations working on complex projects were using several of these models simultaneously, which led to inconsistencies and redundant work.
Since its publication, CMMI has been revised through multiple versions. Stewardship of the model was transferred from the SEI to the CMMI Institute, which later became part of ISACA. The most recent versions have placed greater emphasis on agility and integration with agile practices, recognizing that process rigor and adaptability are not incompatible.
Model structure
CMMI retains the five-level maturity structure of CMM-SW, now applied to a broader range of disciplines:
- Level 1 — Initial: unpredictable, reactive processes.
- Level 2 — Managed: basic management processes applied on a per-project basis.
- Level 3 — Defined: processes documented and applied consistently across the entire organization.
- Level 4 — Quantitatively Managed: processes measured and statistically controlled.
- Level 5 — Optimizing: continuous improvement and systematic defect prevention.
CMMI and agility
For years, CMMI and agility were presented as opposing approaches. This dichotomy is an oversimplification: CMMI defines what an organization must do to achieve mature processes; agility defines how to organize in order to respond to change. Teams working with mature agile frameworks—with refinement processes, a Definition of Done, retrospectives, and consistent metrics—are in practice applying principles that CMMI formalizes in its higher levels.
Common mistake
Using CMMI solely as a certification criterion rather than as a guide for improvement. Organizations that pursue CMMI certification as an end in itself tend to document processes to pass the appraisal without internalizing them. The real value of the model lies in using it as a diagnostic mirror: identifying which practices are missing and working to establish them genuinely, not to tick off a checklist.
References
- Chrissis, Mary Beth; Konrad, Mike; Shrum, Sandy. (2006). CMMI: Guidelines for Process Integration and Product Improvement. Addison-Wesley.
See also
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