Capability Maturity Model

Wafai SZABIST Abstract Capability Maturity Model (CMM) is used when we talk about or refers a proper process improvement approach which contain process models. It was developed by the Software Engineering Institute (SEI). This paper contains a background discussion of CMM. An overview of the development by using CMM Technique, concluded summary of the models, and a proper description of the software development process improvement models and the outcomes given by the software suppliers;

Reasearch on the Capability Maturity Model (CMM) Tian Mei A20359022 Department of Computer Science, Illinois Institute of Technology Stuart Building, 10 West 31st Street, Chicago, IL 60616 USA tmei1@hawk.iit.edu Abstract—Capability Maturity Model(CMM) is an important model for software industry to evaluate the capability maturity of a software organization. It means through the CMM model, ability or productivity of software organization is measurable and we can choose better software

Stanbic Bank the current SISP process is based on the premise that IT/IS acts purely as an enabling function to the business. In order to implement an SISP that transitions the organization to a fully fledged digital bank ,on the digital Capability Maturity Model, we will need a dramatic change in mindset and approach towards SISP implementation driven by a digitally focused governance structure for IT. The digitally focused SISP puts IT/IS in the position of an active driver that plays an pivotal

Abstract—Capability Maturity Model(CMM) is an important model for software industry to evaluate the capability maturity of a software organization. It means through the CMM model, ability or productivity of software organization is measurable and we can choose better software development organization for our software projects How does this model be built, and how could we use this model to evaluate a software organization? In this research paper, I will present the history of Capability Maturity Model

2.1 INSTUTIONS FOR PROJECT MANAGEMENT CAPABILITY DEVELOPMENT The evolution in institutes and association in project management had Initial activities concentrated on information exchange and project practices but soon expanded into the area of certification. The requirement for certification standardization by the associations - first PMI in USA, and later APM in UK, developed their own reference documents. The first version of its (Guide to the) Project Management Body of Knowledge in 1976 and

based on the requirement. V- Model is considered as an extension to the waterfall model and later it was accepted an alternative in many European countries and the UK. V-model gets name from the v shaped sequential way of execution. V-model always verifies and validates the each phase before the next phase starts. In the v model the testing of each stage is simultaneously executed. The lifecycle process model is the main process in the V-Model. Characteristics: The v model is also called as verification

software companies are set up recently are not equipped with good ability and quality. How to make difference on these companies? How to evaluate capability of these software companies? Background search is not enough, Software industry need more maturity and effective model to evaluate the capability of software organizations. To evaluate capability of software organization, a lot of challenges are need to be take consideration. Such as, how do we know if an organization will develop stratified

reasonable concentrate on IT legislation [14]. A further form of this structure is COBIT 4.1 , discharged in 2007, tolerating the by and large utilized schemas, for example, "IT Infrastructure Library (ITIL)", "ISO 27000 arrangement" and "Ability Maturity Model® Integration (CMMI)" [5], [15]. The current rendition of the structure, COBIT 5, was discharged in 2012. It is based upon the past rendition of the schema and two integral skeletons from ISACA (Val IT and Risk IT); and

results. This technique is used to develop and populate an As-Is and To-Be diagrams. The As-Is diagram depicts the present state of the organizations, project or program process, culture, and capabilities. The To-Be diagram depicts the desired future state of how the organizations process, culture, and capabilities will look in the future. This case study reviews the goals confronted by the Pizza Delivered Quickly (PDQ) business while further developing the multiple related sub-systems to achieve the

1. Introduction AFM is a global bank with headquarters in South Africa, they employ 45,000 members of staff worldwide and have operations, including investment banking in the UK, Hong Kong and USA with retail banking in Africa. They have a Shared Service Centre (SSC) in South Africa supporting their operations; however the CFO plans to move it to either China or India. In the process of developing the SSC, the Project Manager (PM) was fired. Their IT department has numerous projects, some of which