Abstract

Abstract

The Capability Maturity Model (CMM) developed by the Software Engineering Institute is an improvement paradigm. It provides a framework for assessing the maturity of software processes on a five‐level scale and guidelines that help improve software process and artifact quality. Moving toward CMM Level 4 and Level 5 is a very demanding task even for large software companies already accustomed to the CMM and ISO certifications. It requires, for example, quality monitoring, control, feedback, and process optimization. In fact, going beyond CMM Level 3 requires a radical change in the way projects are carried out and managed. It involves quantitative and statistical techniques to control software processes and quality, and it entails substantial changes in the way the organization approaches software life cycle activities.In this article, we describe the process changes, adaptation, integration, and tailoring, and we report lessons learned while preparing an Italian solution centre of EDS for the Level 4 internal assessment. The solution centre has about 350 people and carries out about 40 software development and maintenance projects each year. We describe how Level 4 Key Process Areas have been implemented, building a methodological framework, which leverages both existing available methodologies and practices already in place (e.g. derived form ISO compliance). We discuss how methodologies have been adapted to the company's internal and external situations and what are the underlining assumptions for the methodology adaptation. Furthermore, we discuss cultural and organizational changes required to obtain a CMM Level 4 certification. The steps and the process improvement we have carried out, and the challenges we have faced were most likely those with the highest risk and cost‐driving factor common to all organizations aiming at achieving CMM Level 4. Copyright © 2004 John Wiley & Sons, Ltd.

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