This section addresses Capability Maturity Model Integration (CMMI) for development.

CMMI is a process improvement training and appraisal program and service administered and marketed by Carnegie Mellon University (CMU) and required by many DoD and U.S. Government contracts.[1]

It is often applied to software projects. Training professionals may not have heard of it or may not have had to comply with it depending on the way their organization approaches the development of products and their customer’s requirements. Training groups that support engineering organizations making complex products, especially for the U.S. Government, may be more likely to have exposure to and have to comply with CMMI. It is similar to Six Sigma and ISO 9001 in many ways but different enough that you’ll need further reference material to apply it.

Briefly, it represents the following process areas and lists goals and practices for each.

Maturity Level 2 - Managed [1]
  • CM - Configuration Management

  • MA - Measurement and Analysis

  • PPQA - Process and Product Quality Assurance

  • REQM - Requirements Management

  • SAM - Supplier Agreement Management

  • SD - Service Delivery

  • WMC - Work Monitoring and Control

  • WP - Work Planning

Maturity Level 3 - Defined[1]
  • CAM - Capacity and Availability Management

  • DAR - Decision Analysis and Resolution

  • IRP - Incident Resolution and Prevention

  • IWM - Integrated Work Managements

  • OPD - Organizational Process Definition

  • OPF - Organizational Process Focus

  • OT - Organizational Training

  • RSKM - Risk Management

  • SCON - Service Continuity

  • SSD - Service System Development

  • SST - Service System Transition

  • STSM - Strategic Service Management

Maturity Level 4 - Quantitatively Managed[1]
  • OPP - Organizational Process Performance

  • QWM - Quantitative Work Management

Maturity Level 5 - Optimizing[1]
  • CAR - Causal Analysis and Resolution

  • OPM - Organizational Performance Management

Optimization is built-in to the Lean-Agile approach. We have explicit process step organizational policies such as the definition of done for each Kanban column. We have people doing their work against a defined process (the steps across the board). We have the data collection with cards moving across the Kanban board make the state of the total work in-process visible, therefore measured. With some virtual Kanban systems you also get time-stamp data on each card movement, providing additional process data.

Lean-Agile makes optimization based on the data collected easier to execute, allowing teams to move all the way to CMMI level 4 and 5.

Risk mitigation steps can be added to the Kanban board.

Agile can help make CMMI more doable with less paperwork overhead. Artifacts are still generated, but are built into the Agile methods you implement to meet the Agile and Lean principles.

There is too much scope within CMMI to go into it all in this book, so instead we refer you to CMMI Second Edition, by Mary Chrissis, Mike Konrad, and Sandy Schrum.

1. Reproduced from Wikipedia article under a Creative Commons Attribution-ShareAlike 3.0 license.

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