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About 3,300 papers for “Capability Maturity Model”

Capability Maturity Model . . .

Mark C. Paulk, Mark C. Paulk, Bruce Curtis et al. · 1993

(maximum 200 words) 14. SUBJECT TERMS 15. NUMBER OF PAGES 16. PRICE CODE 17. SECURITY CLASSIFICATION OF REPORT UNCLASSIFIED 18. SECURITY CLASSIFICATION OF THIS PAGE UNCLASSIFIED 19. SECURITY CLASSIFICATION OF ABSTRACT UNCLASSIFIED 20. LIMITATION OF ABSTRACT UL NSN 7540-01-280-5500 Standard Form 298 (Rev. 2-89) Prescribed by ANSI Std. Z39-18 298-102 Capability Maturity Model SM for Software, Version 1.1 Mark C. Paulk, Bill Curtis, Mary Beth Chrissis, Charles V. Weber In November 1986, the Software Engineering Institute (SEI), with assistance from the Mitre Corporation, began developing a process maturity framework that would help organizations improve their software process. This effort was initiated in response to a request to provide the federal government with a method for assessing the capability of its software contractors. In September 1987, the SEI released a brief description of the process maturity framework [Humphrey 87a] and a maturity questionnaire [Humphrey87b]....

Cited by 74

Capability Maturity Model for

Extra Extra Small · 2007

this paper aims to develop models like CMM for small and medium size organizations according to the requirements of being useful before chaos and while growing. The scope of the model is Level 2 of CMM. When the organization has reached the Level 2 maturity, most likely, the original CMM model can be used. In order to serve a business before chaos, already from its start, and to provide for growing needs, the SME businesses are classified into three classes: eXtra eXtra Small (XXS), Extra Small (XS), and Small (S). Further, the type of business has its implications, whether it is the development of software for open market, or the provision of customer specific solutions of type information technology. In this paper, we limit ourselves to organizations in their starting phase, i.e. for XXS organizations, both for organizations developing software to an open market as well as organizations providing information technology solutions to specific customers. We are aware that the classes along the size and the type of business might not cover all possible lines of business. For example, an organization growing extremely fast might not find the models with three alternatives accurate, as they represent a stepwise growth, but a continuous model for growth might be needed. In this phase of the research, we limit ourselves to the stepwise growth model, however. In order to propose CMM for XXS, an revolutionary approach of experimental paradigm has been used. Such an approach starts with proposing a new model, and applying the model to case studies, measuring and analyzing, and validating the model. The new model is the CMM for XXS. The application of the model to case studies will be done later, and will not be a part of this paper. The models XS and S are described in [3],[4]....

Cited by 0

Remanufacturing Process Capability Maturity Model

Steffen Butzer, Sebastian Schötz, Rolf Steinhilper · Procedia Manufacturing · 2017

Remanufacturing is a key discipline at the end of a product's life or use cycle. Besides the economic advantages, remanufacturing is also more ecological compared to the new production of parts. Due to the rising amount of product variants and the resulting increasing process complexity, as well as the dirty old parts used, remanufacturing processes face different challenges than processes in new productions. Unfortunately, there are hardly any tools available to analyze and compare remanufacturing processes. Therefore, this paper shows the results of an analysis of remanufacturing operations by using a capability maturity model.

Cited by 23Open access

Das CMM Capability Maturity Model

Brigitte Anderegg · 2000

ZusammenfassungDas CMM (Capability Maturity Model)2 ist ein Modell welches vom SEI (Software Engineering Institute, USA) in den 80-er Jahren entwickelt wurde. Dieses Modell wurde erstellt, um eine bessere Evaluation und Auswertung von Softwareanbietern durchführen zu können. Das CMM wurde ursprünglich für den Einsatz im U.S. Verteidigungsministerium entwickelt.

Cited by 1

Capability Maturity Model, Version 1.1

Paulk, Mark C, Curtis, Bill, Chrissis, Mary B et al. · KiltHub Repository · 2018

The capability maturity model (CMM), developed to present sets of recommended practices in a number of key process areas that have been shown to enhance software-development and maintenance capability, is discussed. The CMM was designed to help developers select process-improvement strategies by determining their current process maturity and identifying the issues most critical to improving their software quality and process. The initial release of the CMM, version 1.0, was reviewed and used by the software community during 1991 and 1992. A workshop on CMM 1.0, held in April 1992, was attended by about 200 software professionals. The current version of the CMM is the result of the feedback from that workshop and ongoing feedback from the software community. The technical report that describes version 1.1. is summarised

Cited by 0Open access

People Capability Maturity Model. SM.

Bill Curtis, William E. Hefley, Sally A. Miller · 1995

Abstract : The People Capability Maturity Model(sm) (P-CMM(sm)) adapts the maturity framework of the Capability Maturity Model(sm) for Software (CMM(sm)) (Paulk 95) to managing and developing an organization's workforce. The motivation for the P-CMM is to radically improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to continuously improve software development capability. The P-CMM is designed to allow software organizations to integrate workforce improvement with software process improvement programs guided by the CMM. The P-CMM can also be used by any kind of organization as a guide for improving its people-related and workforce practices. Based on the best current practices in fields such as human resources and organizational development, the P-CMM provides organizations with guidance on how to gain control of their processes for managing and developing their workforce. The P-CMM helps organizations to characterize the maturity of their workforce practices, guide a program of continuous workforce development, set priorities for immediate actions, integrate workforce development with process improvement, and establish a culture of software engineering excellence. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined development of the knowledge, skills, and motivation of the workforce, just as the CMM describes an evolutionary improvement path for the software processes within an organization.

Cited by 178

The DevSecOps Capability Maturity Model

Chick, Timothy, Frye, Brent, Reffett, Aaron · Figshare · 2025

Implementing DevSecOps can improve multiple aspects of the effectiveness of a software organization and the quality of the software for which it is responsible. Implementation of DevSecOps is a complex process, however, and the way a program evaluates progress in its DevSecOps implementation is important. We propose here a frame of reference for DevSecOps maturity, enabling organizations to focus on outcomes – value delivered – without excessive focus on compliance. The Department of Defense’s (DoD) DevSecOps Documentation Set emphasizes program activities that speed delivery, tighten security, and improve collaboration across the software development lifecycle. But without a deep understanding of the interdependencies between the roles and activities within a DevSecOps ecosystem, less beneficial sub-activities could be optimized at the expense of others that might be more beneficial, resulting in waste. Effective DevSecOps ecosystems must be based on objective observations and data that account for the journey a software program undergoes

Cited by 0Open access

Institute’s Capability Maturity Model ®

2008

The success of using peer reviews can vary widely. Many companies start to use peer reviews and then abandon them. These companies introduced formal training, but it did not help – within a year or two, very few if any projects were still actively doing peer reviews. Other companies swear by peer reviews, and boast that “they have saved us millions of dollars. ” So why do peer reviews work in some companies and not in others? And what difference does it make? The answers have to do with organizational culture. All of this could be gleaned from reading the Software Engineering

Cited by 0

Data management capability maturity model

Bing LI, Junzhi BIN · SHILAP Revista de lepidopterología · 2017

To promote the continuous development of big data and improve the government and enterprises’ awareness of data management,the organizational data management of the eight process areas were extracted by analyzing and summarizing the data management capabilities,combining with data lifecycle management at all stages of the characteristics and the theory from domestic and abroad.Otherwise,each capability was divided into two process areas and development levels,introduced the functions and formulated the standardization of assessment.

Cited by 1Open access

c2m2 cybersecurity capability maturity model

Acierno, Andrea Pellegrino · AMS Degree Thesis (University of Bologna) · 2022

Questa tesi, dal titolo “Cybersecurity Capability Maturity Model (C2M2 v 2.0)”
\nsi pone l’obbiettivo di studiare, analizzare, applicare e mostrare punti di forza e criticità di un modello atto a valutare la propria postura di cybersicurezza, al fine di migliorarne i punti critici, trovarne le priorità in cui investire e strutturare un security program integrato in tutti i processi aziendali.

Cited by 0

Capability maturity model, version 1.1

Mark C. Paulk, Bruce Curtis, Mary Beth Chrissis et al. · IEEE Software · 1993

The capability maturity model (CMM), developed to present sets of recommended practices in a number of key process areas that have been shown to enhance software-development and maintenance capability, is discussed. The CMM was designed to help developers select process-improvement strategies by determining their current process maturity and identifying the issues most critical to improving their software quality and process. The initial release of the CMM, version 1.0, was reviewed and used by the software community during 1991 and 1992. A workshop on CMM 1.0, held in April 1992, was attended by about 200 software professionals. The current version of the CMM is the result of the feedback from that workshop and ongoing feedback from the software community. The technical report that describes version 1.1. is summarised.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>

Cited by 1,196