As information technology has evolved, so has a parallel industry: methodologies and processes that keep IT projects from exceeding budgets and missing deadlines. Sometimes these process improvement programs come and go with each new season. However, the Capability Maturity Model Integration (CMMI) is an approach that has stood the test of time. Chances are good that technology workers will encounter it sometime in their career.
The CMMI originated at the Software Engineering Institute (SEI), which was established at Carnegie Mellon University in Pittsburgh by the Department of Defense in 1984. The SEI researched hundreds of high-performing software development organizations and projects. It observed that organizations seemed to "mature" by implementing industry-best practices in a similar order. In 1987, the SEI published a model based on five maturity levels and a method for using the model to assess the maturity of software organizations.
Organizations at Level 1 have few consistent processes in place. Projects rely on the skills and knowledge of individuals, who may not agree on how things should be done. By Level 3, organizations have consistent processes in place that are tailored according to project needs.
Improved quality and productivity
The model has continued to evolve and is now used by organizations throughout the world. "Some organizations adopt the model for the right reasons - to achieve higher levels of success in their software development projects," says Patrick O'Toole, an authorized lead appraiser and CMMI consultant. "Other companies have CMMI thrust upon them." Industry giants like the Department of Defense and auto manufacturers require that their suppliers achieve a minimum level of organizational maturity to bid on contracts.
O'Toole, whose office is in Burnsville, travels to Europe, Asia, South America and across the United States conducting presentations, consulting engagements and appraisals. He also serves as a visiting scientist at the SEI. (For more on his company, go to www.PACTCMMI.com)
Project improvement
CMMI is typically adopted by entire IT departments, rather than by individual projects. "Becoming a CMMI advocate can add value to both your role and your résumé," O'Toole says. "Just recognize that adopting the CMMI, like introducing any other organizational change, requires a substantial commitment of time and energy before significant value is achieved." To learn more on the CMMI model, go to www.sei.cmu.edu.
