Capability Maturity Model Integration (CMMI) is a process level improvement training and appraisal program. Administered by the CMMI Institute, a subsidiary of ISACA, it was developed at Carnegie Mellon University (CMU). It is required by many U.S. Government contracts, especially in software development. CMU claims CMMI can be used to guide process improvement across a project, division, or an entire organization. CMMI defines the following maturity levels for processes: Initial, Managed, Defined, Quantitatively Managed, and Optimizing. Version 2.0 was published in 2018 (Version 1.3 was published in 2010, and is the reference model for the rest of the information in this article). CMMI is registered in the U.S. Patent and Trademark Office by CMU.
Originally CMMI addresses three areas of interest:
Product and service development – CMMI for Development (CMMI-DEV),
Service establishment, management, – CMMI for Services (CMMI-SVC), and
Product and service acquisition – CMMI for Acquisition (CMMI-ACQ).
In version 2.0 these three areas (that previously had a separate model each) were merged into a single model.
CMMI was developed by a group from industry, government, and the Software Engineering Institute (SEI) at CMU. CMMI models provide guidance for developing or improving processes that meet the business goals of an organization. A CMMI model may also be used as a framework for appraising the process maturity of the organization. By January 2013, the entire CMMI product suite was transferred from the SEI to the CMMI Institute, a newly created organization at Carnegie Mellon.
CMMI was developed by the CMMI project, which aimed to improve the usability of maturity models by integrating many different models into one framework. The project consisted of members of industry, government and the Carnegie Mellon Software Engineering Institute (SEI). The main sponsors included the Office of the Secretary of Defense (OSD) and the National Defense Industrial Association.
CMMI is the successor of the capability maturity model (CMM) or Software CMM.
This page is automatically generated and may contain information that is not correct, complete, up-to-date, or relevant to your search query. The same applies to every other page on this website. Please make sure to verify the information with EPFL's official sources.
In software engineering, a software development process is a process of planning and managing software development. It typically involves dividing software development work into smaller, parallel, or sequential steps or sub-processes to improve design and/or product management. It is also known as a software development life cycle (SDLC). The methodology may include the pre-definition of specific deliverables and artifacts that are created and completed by a project team to develop or maintain an application.
In software development, agile practices (sometimes written "Agile") include requirements discovery and solutions improvement through the collaborative effort of self-organizing and cross-functional teams with their customer(s)/end user(s), Popularized in the 2001 Manifesto for Agile Software Development, these values and principles were derived from and underpin a broad range of software development frameworks, including Scrum and Kanban.
Explores the integration of security practices within the DevOps culture, emphasizing the importance of adding security measures throughout the software development lifecycle.
Model-based systems engineering (MBSE) provides an important capability for managing the complexities of system development. MBSE empowers the formalism of system architectures for supporting model-based requirement elicitation, specification, design, deve ...
Currently, the fundamental tenets of systems engineering are supported by a model-based approach to minimize risks and avoid design changes in late development stages. The models are used to formalize, analyze, design, optimize, and verify system developme ...
MDPI2022
Contemporary manufacturing companies pay a lot of attention to product quality as this aspect affects directly their competitiveness, productivity and the reputation of the company. Traditional quality improvement methods such as Six Sigma, Lean etc. seems ...