CMMI
Enviado por benric8 • 1 de Mayo de 2012 • Informe • 605 Palabras (3 Páginas) • 385 Visitas
In its research to help organizations to develop and maintain quality
products and services, the Software Engineering Institute (SEI) has found
several dimensions that an organization can focus on to improve its
business. Figure 1.1 illustrates the three critical dimensions that
organizations typically focus on: people, procedures and methods, and
tools and equipment.
Procedures and methods
defining the relationship of
tasks
Tools and
equipment
People
with skills,
training, and
motivation
A
B
C
D
PROCESS
Figure 1.1: The Three Critical Dimensions
What holds everything together? It is the processes used in your
organization. Processes allow you to align the way you do business. They
allow you to address scalability and provide a way to incorporate knowledge
of how to do things better. Processes allow you to leverage your resources
and to examine business trends.
This is not to say that people and technology are not important. We are
living in a world where technology is changing at an incredible speed.
Similarly, people typically work for many companies throughout their
careers. We live in a dynamic world. A focus on process provides the
infrastructure and stability necessary to deal with an ever-changing world
and to maximize the productivity of people and the use of technology to be
competitive.
Manufacturing has long recognized the importance of process effectiveness
and efficiency. Today, many organizations in manufacturing and service
industries recognize the importance of quality processes. Process helps an
organization’s workforce to meet business objectives by helping them to
work smarter, not harder, and with improved consistency. Effective
processes also provide a vehicle for introducing and using new technology
in a way that best meets the business objectives of the organization.
A Capability Maturity Model® (CMM®), including CMMI, is a simplified representation of the world. CMMs contain the essential elements of effective processes. These elements are based on the concepts developed by Crosby, Deming, Juran, and Humphrey.
In the 1930s, Walter Shewhart began work in process improvement with his principles of statistical quality control [Shewhart 1931]. These principles were refined by W. Edwards Deming [Deming 1986], Phillip Crosby [Crosby 1979], and Joseph Juran [Juran 1988]. Watts Humphrey, Ron Radice, and others extended these principles further and began applying them to software in their work at IBM (International Business Machines) and the SEI [Humphrey 1989]. Humphrey’s book, Managing the Software Process, provides a description of the basic principles and concepts
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