Adopting CMMI

Two types of organizations are likely to adopt CMMI: those who have already used process-improvement models and those that are new to process improvement. Many organizations have been using the SW-CMM^® or the SECM, so these organizations are specifically addressed.

Organizations with Experience

Organizations that have used the SW-CMM or the SECM will have an easier time adopting CMMI than organizations that haven't because these two older models share many similarities with CMMI. Also, a significant portion of the practices found in each model also appears in CMMI.

As demonstrated in chapter 7, organizations, such as United Space Alliance, that have experience with an older model can adopt CMMI in a way that preserves their existing investment in process improvement, while at the same time leveraging what they have already learned to more rapidly benefit from the additional best practices provided by CMMI. They can readily identify differences between CMMI and the model they know, thus identifying process-improvement opportunities and gaps.

Of course, this strategy can be used by any organization using any process-improvement model. Compare your current efforts and achievements to CMMI. Most likely, you'll find that you are already implementing many of the best practices in CMMI and you'll see the value in the best practices you have yet to implement.

The Capability Maturity Model for Software

CMMI incorporates the version 2.0 draft C improvements to the Capability Maturity Model for Software [SEI 97b], or SW-CMM version 1.1, as well as other improvement information gained from research at the SEI. Compared to the SW-CMM, CMMI has significantly improved coverage of the engineering, risk management, and measurement and analysis processes.

The Software CMM practices at maturity levels 4 and 5 have been improved based on experience gained since the publication of the SW-CMM version 2.0 draft C. These practices have been further refined based on studies conducted by the SEI that analyzed the implementation of maturity level 4 and 5 practices by leading organizations.

Organizations that have achieved maturity level 4 or 5 may wish to make the transition more quickly to take advantage of the additional organizational coverage described in the CMMI models. Organizations that have begun significant efforts toward a maturity-level 2, 3, or 4 rating must carefully determine the best timing for the transition to CMMI. A possible approach to easing into CMMI is to augment current plans with selected process areas that would be of greatest business value.

For example, a company with several months remaining before a maturity level 4 appraisal might want to charter small teams to investigate Risk Management and Measurement and Analysis, and add them to the appraisal scope to begin the transition without affecting current efforts. This improvement approach allows members of the organization to have a "first look" at new process areas and to gain insight and experience that will be useful as CMMI adoption continues. This approach also allows the organization to sample CMMI to see how they like it.

Electronic Industries Alliance's Systems Engineering Capability Model

CMMI incorporates many of the practices from the Electronic Industries Alliance's (EIA's) Systems Engineering Capability Model, or SECM [EIA 98]. In fact, CMMI Engineering process areas are built mainly from SECM practices. CMMI's organization is different from that of the SECM. There are no themes and some practices appear in different process areas.

The most noticeable difference between CMMI and the SECM is that CMMI provides a great abundance of informative material. This additional material provides detailed implementation guidance that the SECM did not provide.

Organizations that have achieved high capability levels using the SECM may wish to make the transition to CMMI quickly to take advantage of the additional informative material and organizational coverage described in CMMI models. Organizations that have begun significant effort toward achieving a target profile that contains lower capability levels must carefully determine the best timing for the transition to CMMI. A possible approach to easing into CMMI adoption is to augment current plans with selected process areas that would be of the greatest business value.

For example, a company with several months remaining before an appraisal might want to charter small teams to investigate process areas related to the target profile currently used and to identify gaps and opportunities from the differences found between the two models. This improvement approach allows members of the organization to have a "first look" at new process areas and to gain insight and experience that will be useful as CMMI adoption continues. This approach also allows the organization to sample CMMI to see how they like it.

Organizations New to Process Improvement

Organizations without process improvement experience can, in general, approach the adoption of CMMI as they would approach the adoption of any process-improvement model. The advantage to beginning their improvement efforts using CMMI is that expansion of the process improvement program to include multiple disciplines, groups, and organizations is easier and more straightforward than with any other process-improvement model.

Once your organization has decided to adopt CMMI, planning can begin with an improvement approach such as the IDEAL^SM (Initiating, Diagnosing, Establishing, Acting, Learning) model [SEI 2]. For more information about the IDEAL model, see the Software Engineering Institute Web site at the following URL: http://www.sei.cmu.edu/ideal/ideal.html.

Research has shown that the most powerful initial step to process improvement is to build strong organizational sponsorship before investing in process appraisals. Given sufficient senior management sponsorship, establishing a specific, technically competent process group that represents relevant stakeholders to guide process-improvement efforts has proved to be an effective approach.

For an organization with a mission to develop software-intensive systems, the process group might include systems engineers and software engineers from projects across the organization, and other selected members based on the business needs driving improvement. For example, a systems administrator may focus on information-technology support, whereas a marketing representative may focus on integrating customers' needs. Both members could make powerful additions to the process group.

CMMI Model Training

Whether your organization is new to process improvement or is already familiar with process-improvement models, training is a key element in the ability of organizations to adopt CMMI. An initial set of courses is provided by the SEI and its transition partners, but your organization may wish to supplement these courses with internal instruction. This approach allows your organization to focus on the areas that provide the greatest business value.

The SEI and its transition partners offer the Introduction to CMMI course, which provides a basic overview of the CMMI models. The SEI also offers the Intermediate Concepts of CMMI course to those who plan to become more deeply involved in CMMI adoption or appraisal for example, those who will guide improvement as part of a process group, those who will lead SCAMPI appraisals, and those who will teach the Introduction to CMMI course. Current information about CMMI training is available on the Software Engineering Institute Web site at the following URL: http://www.sei.cmu.edu/cmmi/training/training.html.