Capability Maturity Model Integration Level Research Articles

CMMI Compliant Modernization Framework to Transform Legacy Systems

Legacy systems deteriorate due to changing business practices and recurrent problems such as high maintenance cost, lack of agility, and degraded performance. Modernization is highly desired especially for those organizations where key business processes are managed by legacy systems. During modernizing, two important aspects are usually ignored, i.e., the transformation of a legacy system to an enterprise solution, and considerations of quality concerns. This overlooking leads to a modernized information system that partially achieves the expected outcome. In this paper, we propose a Capability Maturity Model Integration (CMMI) Compliant Modernization Framework (CCMF) that addresses the problems of legacy systems by modernizing to an enterprise system in order to meet the expectations of stakeholders. CCMF is compatible with CMMI Level 2, which is a world-renowned software process improvement standard. Our proposed framework consists of eight distinct stages containing best practices with expected outcomes that are compliant with the specific goals of CMMI Level 2. The framework is based on various strategies that ensure the seamless modernization of legacy systems. Our contributions are twofold. First, it supports the modernization of outdated legacy systems to a more reliable enterprise solution. Second, it is compliant to CMMI standard with due consideration of quality and reliability concerns of the evolved modernized systems. The usability, scalability, and usefulness of the framework are validated by expert judgment on an industrial case study. Our proposed framework is also applicable for change-resistant companies with monolithic systems.

Model Transformations Carried by the Traceability Framework for Enterprises in Software Industry

The developmental paradigm in the software engineering industry has transformed from a programming-oriented approach to model-oriented development. At present, model-based development is becoming an emerging method for enterprises for constructing software systems and services most proficiently. In Capability Maturity Model Integration (CMMI) Level 2, i.e., Managed, we need to sustain the bi-directional trace of the transformed models for the administration of user requirements and demands. This goal is achieved by the organization after applying the particular practices suggested by CMMI level 2 process area of Requirements Management (RM). It is very challenging for software developers and testers to maintain trace, particularly during the evaluation and upgrading phases of development. In our previous research work, we proposed a traceability framework for model-based development of applications for software enterprises. This work is the extension of our previously presented research work in which we have anticipated the meta-model transformations according to the Software Development Life Cycle (SDLC). These meta-models are capable of maintaining the trace information through relations. The proposed technique is also verified using a generalized illustration of an application. This transformation practice will give a foundation to software designers to maintain traceability links in model-driven development

Measuring the maturity of Indian small and medium enterprises for unofficial readiness for capability maturity model integration‐based software process improvement

AbstractEstablishing the maturity levels of ‐ Small and Medium Enterprises (SMEs) without Capability Maturity Model Integration (CMMI) certification has always been regarded as an extremely challenging task. Software process improvement (SPI) has targeted to monitor and improve software processes, thereby improving the software business. Although there is scientific interest in SPI, little attention has been specifically given to the exploration of maturity levels for non‐CMMI SMEs. The goal is to explore the effect of time on process maturity and maturity levels achieved informally or unofficially by SMEs that are not otherwise CMMI certified. To find out the maturity levels achieved informally, a CMMI‐DEV v1.3 based survey questionnaire is administered to Indian software SMEs. Time of establishment of SMEs and follow‐up of CMMI‐based processes and practices unofficially are used as two important parameters to decide upon process maturity and achievement of specific CMMI level informally. This paper has been successful in ascertaining the effect of time of establishment of SMEs and follow‐up of CMMI‐based processes on process maturity using proposed RuleML that advocates adoption of more than 70% of CMMI‐DEV v1.3 process area‐specific practices for an SME to be unofficially ready for CMMI‐based SPI initiatives. The findings manifest multidimensional aspects of unofficial readiness of SMEs for CMMI‐based SPI that can be used by relevant authorities to select SMEs for funding for SPI initiatives. Finally, the proposed work has been validated statistically using t‐test for CMMI Level II and Level III.

A model for defining project lifecycle phases: Implementation of CMMI level 2 specific practice

Carefully considering the Capability Maturity Model Integration (CMMI) Level 2 specific practice to “define project life cycle phases” (SP 1.3) is a key requirement, particularly when it comes to small and medium-sized software development organizations. This is a necessary step to help these organizations get nearer to achieving CMMI Level 2 certification. In this paper, we, therefore, report on our latest empirical study that recently explored both the perceptions and experiences of practitioners about SP 1.3 implementation. During our research, we visited three firms and carried out three in-depth interviews. We developed a SP 1.3 model using the different experiences and opinions of practitioners regarding SP 1.3 implementation. The four essential stages of this model are plan, design, review, and update/rework. Practitioners will receive advice in this model about implementing SP 1.3 effectively.

Artificial Intelligence Is Transforming Recruitment Effectiveness in CMMI Level Companies

The paper is to examine the artificial intelligent (AI) on recruitment effectiveness, the study made in CMMI (capability maturity model integration) software companies of Bangalore, collected data through a structured questionnaire from 100 human resource professionals. Around the Bangalore, descriptive statistics and structural equation modelling used to test the hypothesis. The study found that using of the artificial intelligence in recruitment process select right applicant for talent pool for the organization.

Towards Implementation of Process and Product Quality Assurance Process Area for Saudi Arabian Small and Medium Sized Software Development Organizations

There is a significant need to give more careful consideration to the process and product quality assurance (PPQA) process area of the capability maturity model integration (CMMI) Level 2, especially in the context of smalland medium-sized software development organizations, to help such organizations achieve CMMI Level 2. The objective of this paper is to report the implementation of the PPQA process area for smalland medium-sized software development organizations in Saudi Arabia. An abstract-level model for each specific practice of the PPQA process area has been developed. In addition, an initial evaluation of the proposed models has been discussed. Data have been collected by exploring published research articles and high-level software process descriptions. Moreover, previous research works that dealt with the implementation of CMMI Level 2 process areas have been reviewed. Furthermore, research articles that provide guidance to software development organizations for implementing the process areas of CMMI Level 2 in their environments have been considered. The evaluation of the proposed models was also carried out using an expert panel review process and one case study. After careful analysis of the collected data, we have proposed a model for each specific practice in the PPQA process area. Each model is divided into core stages, and different activities associated with each stage are clearly indicated. Based on the evaluation, we are confident that our proposed models are clear, easy to use and learn, and can be applied to smalland medium-sized software development organizations in Saudi Arabia. In addition, the evaluation results show that the proposed models can help such organizations in implementing the PPQA process area according to the CMMI Level 2 maturity requirement.

Towards Implementation of Requirements Management Specific Practices (SP1.3 and SP1.4) for Saudi Arabian Small and Medium Sized Software Development Organizations

There is a significant need to give careful consideration to Capability Maturity Model Integration (CMMI) Level 2 specific practices—SP 1.3 “manage requirements changes,” and SP 1.4 “maintain bidirectional traceability of requirements,” especially in the context of small- and medium-sized software development organizations in Saudi Arabia, in order to assist such organizations in getting one step closer to achieving CMMI Level 2 certification. The objective of this research is to implement CMMI Level 2 specific practices—SP 1.3 and SP 1.4. In this paper, a workflow model for each specific practice has been developed. In addition, initial evaluation of the models has been discussed. It is necessary to highlight that this paper contributes not only to the implementation of SP 1.3 and SP 1.4 of Requirements management process area in the context of small- and medium-sized software development organizations but also to the body of empirical studies in various context. Data has been collected by exploring published research articles and high-level software process descriptions. Moreover, previous research works that dealt with the implementation of CMMI Level 2 process areas have been reviewed. Furthermore, research articles that provide guidance to software development organizations for implementing process areas of CMMI Level 2 in their environments have been considered. After careful analysis of the collected data, we have proposed the models for two specific practices of CMMI level 2, i.e., managing requirements change and maintaining bidirectional traceability of requirements. Each model is divided into core stages, and different activities associated with each stage are clearly indicated. Initial evaluation of the proposed models was also conducted using the expert review process. Based on the initial evaluation, we are confident that our proposed models are clear and easy to learn, follow, and use. Moreover, our models are applicable to small- and medium-sized software development organizations in Saudi Arabia. The proposed models can also assist such organizations in implementing these two specific practices. For further evaluation, we need to perform multiple case studies in an industrial setting to test the proposed models.

시스템공학 및 프로젝트관리 통합프로세스의 조직 내재화를 위한 성숙도 모델에 관한 연구

Abstract To develop large-scale complex systems, many organizations have attempted to improve the processes specified in systems engineering (SE) and project management (PM) by adopting CMMI (Capability Maturity ModelIntegration). On the other hand, most domestic organizations that already acquired CMMI level 3 have focused on SE&PM practices while providing less investment in building up the environment for institutionalizing those processes. In such organizations, the process maturity without advancing to institutionalization can be neither enhancednor maintained. To resolve the problem, the following remedies can be suggested. A standard process should firstbe defined to meet the business mission of the organization and to carry out the process successfully, the people should be properly trained and the appropriate tools be provided. In this study, a maturity model to accomplish institutionalization was examined based on the aforementioned P-P-T (Process-People-Tool) concept. The model proposed would be useful in developing strategies and plans for process institutionalization when the organizationsare in the preparation stages for a CMMI certificate or have already acquired one.

Capability Maturity Model Integration (CMMI) for Optimizing Object-Oriented Analysis and Design (OOAD)

The current popular method in analysis and design phase is object-oriented analysis design (OOAD). The OOAD method aims to identify the objects which are responsible for their own. Mostly, the measurements of OOAD results are using verification and validation technique. A more demanding approach is expected from the OOAD method to improve software development process. To address this issue, this paper use Capability Maturity Model Integration (CMMI) as integrated software process improvement standard and approach. The purpose of CMMI is to improve process in creating product or services within organization. Therefore, the idea of improving process using CMMI will be applied for optimizing OOAD. The proposed method in this study is by constructing checklist criteria which already comply with requirement development process area in CMMI. Each criterion will be given certain score, then the score will summarize into total number from the assessment towards the Unified Modeling Languange (UML) Diagrams. The result obtained score of 185 for all criteria in the checklist and achieved 77,08% of CMMI level implementation, which categorized into Large Implementation (LI). The score also means that the UML diagrams are quite good and could be delivered through the next steps of software development life cycle.

Achieving and Maintaining CMMI Maturity Level 5 in a Small Organization

CMMI (Capability Maturity Model Integration) models are collections of best practices that help organizations improve their processes. This article reports on the authors' experience in achieving and maintaining CMMI Maturity Level 5 in a small organization. Economic achievements, success factors, and lessons learned are reported by using real-life examples from almost 10 years of improvement process. This article could be a valuable and unique reference for practitioners intending to pursue high-maturity CMMI level, particularly in small organization settings. The importance of this topic and lack of similar experience reports make it a valuable contribution to the state of the practice. The first Web extra at http://youtu.be/HMbgNSFxkpE is an audio recording in which IEEE Software Multimedia Editor Davide Falessi speaks with Shane Oleson and Shannon Taylor of Keymind about how the organization achieved and maintained CMMI Maturity Level 5. The second Web extra at http://youtu.be/RKpKBo7roZI is an audio recording in which author Kathy Mullen introduces a custom Web-based tool called the Keymind Measurement Reporting Tool.

Climbing the ladder: capability maturity model integration level 3

This article details the attempt to form a complete workflow model for an information and communication technologies (ICT) company in order to achieve a capability maturity model integration (CMMI) maturity rating of 3. During this project, business processes across the company's core and auxiliary sectors were documented and extended using modern enterprise modelling tools and a The Open Group Architectural Framework (TOGAF) methodology. Different challenges were encountered with regard to process customisation and tool support for enterprise modelling. In particular, there were problems with the reuse of process models, the integration of different project management methodologies and the integration of the Rational Unified Process development process framework that had to be solved. We report on these challenges and the perceived effects of the project on the company. Finally, we point out research directions that could help to improve the situation in the future.

Supporting CMMI Level 2 SAM PA with Non‐technical Features Catalogues

AbstractIn the last decades, the use of methods and models for the evaluation and continuous improvement of software processes has become a common practice in software development organisations. This is not only due to the fact that software quality is becoming an increasing concern to both practitioners and researchers but also that the software market is becoming gradually more demanding in terms of development constraints, systems evolution and emerging business models. To cope with this reality, the adoption of Software Process Improvement Models such as capability maturity model integration (CMMI) is perceived by many software development organisations as a basic survival principle. However CMMI is not prescriptive; it provides instead a compendium of best practices which should be adopted by organisations usually after the development of several supporting assets. In this article, we propose the use of a unified catalogue of non‐technical features to support some of the activities of CMMI level 2, namely the ones in relation to Supplier Agreement Management (SAM). Non‐technical features included in the catalogue have been collected from the literature and also from our research and industrial experiences. We illustrate the approach with a software selection process carried out in a telecommunications company. Copyright © 2008 John Wiley & Sons, Ltd.

Estimating and Prediction of Turn around Time for Incidents in Application Service Maintenance Projects

Application Service Maintenance Projects normally deals with Incidents as First Level support function. Incidents in majority directly link with Production Environment, so Turn around Time for Incidents is a significant factor. Many Companies are having Service Level Agreements with Customer for Turn around Time for Incidents. There is a need to focus on Estimating and Predicting Turn around Time for Incidents. Improvement in Turn around Time helps in improving the Service Level Agreements earlier agreed with the Customer. Saved time can be diverted to other Project Activities like Enhancements or for new requests. This will also helps as one of the paths for Companies to get new business with the Customer. We have used Capability Maturity Model Integration(CMMI)V1.2 Quantitative Project Management(QPM) methodology for Application Service Maintenance(ASM) Projects for estimating and predicting turn around time for incidents. By implementing this best practice in SEI CMMI Level 5 Company we have achieved a significant improvement of approximately 50 percent reduction in Average Turn around Time for incidents.

8.3.1 Quantitative Analysis: Clawing your Way to the Top of the Maturity Pinnacle

AbstractQuantitative Analysis is discussed at length in text books and articles. Statistical Process Control (SPC) articles address how you apply these principles, but real‐world application is the ultimate challenge. This paper describes tools, techniques and methods used to institutionalize Quantitative analysis in a Capability Maturity Model Integration (CMMI) Level 3 environment.General Dynamics Advanced Information Systems (GDAIS) Mission Systems achieved CMMI Level 3 rating June 30, 2004 using the CMMI‐SE/SW/IPPD/SS, V1.1, staged model.The goal: achieve a CMMI Level 5 rating before the end of 2005.

10.1.3 Reaching CMMI Level 5 is more than just having adequate metrics ©

AbstractAt first glance, the Capability Maturity Model Integration (CMMI) appears to be clearly divided into two advanced levels of maturity, Level 4 dealing with quantitatively managing products and processes using statistical methods, and Level 5 dealing with comprehensive corrective and preventive actions. However, underlying the four process areas, two of which belong to each level, is a closed‐loop system that encompasses both levels that if left unrecognized and unused makes reaching and sustaining Level 5 very difficult. This paper reveals and describes this closed‐loop system with its intricate feedback loops to the degree necessary for all who aspire to Level 5 to benefit. The paper is based on the actual experience of one of the larger Boeing sites and is written by two of the team that developed this system and then used it to reach CMMI Maturity Level 5 in September of 2005. Those implementing CMMI at advanced levels of maturity must be able to recognize and make good use of this embedded system and the high degree of integration that exists across the model at all levels.