Capability Maturity Model Integration (CMMI) for Optimizing Object-Oriented Analysis and Design (OOAD)

Software evolution is a process that is a current need of the software industry and software users, either it is an organization or an individual. In this paper, an analysis of different things related to software evolution will be seen. It is a study towards some mature software evolution process which Capability Maturity Model Integration (CMMI). We will see an aspect of software evolution in Pakistan. CMMI history will be under the discussion of how it evolves and the benefits of using it. We will make a comparison of different evolution process models with CMMI to have a look at its competencies. We will have a view of Lehman Law and finally CMMI involvement in the Pakistan software industry. Section 1 will be the Introduction and the importance of software evolution in Pakistan. Section 2 CMMI History will be discussed, and Sect. 3, depicts CMMI Comparison. Section 4.1 will introduce Lehman Law, and finally, Sect. 5 is Analysis.KeywordsCMMISoftware evolutionLehman lawRequirement changes

CMMI(Capability Maturity Model Integration) is a process framework which is organized by goals, practice and process area. The Maturity Level 3 stressed that the project level process must be tailored from the organization level process, that is to say, no matter how the project level process changes, it must satisfy the constraints of the organization level process. However, companies usually prefer to choose detailed and operational single-layered process models for applying CMMI. If some activities in process have been changed, the process model must be totally redesigned, this reduces the flexibility and increases the cost of adopting CMMI. In order to solve the above problems, this paper presents a multi-layered model, in which the upper layer is used to describe the CMMI organization level process (i.e., the software development lifecycle) and the lower layer is used to describe the project level process model (i.e., the procedure of each development group). At the same time, we provide delegation relationship in multi-layered process model to build the constraints between the upper layer and the lower layer process model, it brings the flexibility that the lower layered model (the project process) can change its activities on the premise that obeying the constraints of upper layered model (the organization process). Finally, in order to validate the practical effectiveness of this model, a CMMI case from GUODIAN Nanjing Automation Cd., LTD is provided.

By defining requirement management rules in the early project phase, the developed product can usually be assured to satisfy customer requirements and increase customer satisfaction. The capability maturity model integration (CMMI) requirement management process area is proved to be the best-practice model for requirement management. However, many investigators have claimed that the introduction of the process area creates two challenges for software engineering: (1) it is difficult to trace and measure requirements, and (2) it requires preparation and management of a large amount of inevitable documentation jobs. This research implements a shark-tooth software development model and scenario analysis of aspectual use case to develop a collaborative requirement management system which complies with CMMI. A case study is used to investigate the practical benefits of the system. Application results have helped the company improve the software development environment in many aspects including easier requirement management, more effective development cycle, and better resource integration.KeywordsRequirement managementcapability maturity model integration (CMMI)shark-tooth software development modelaspectual use case

Business intelligence (BI) is a managerial concept helping managers and organizations to manage information and make factual decisions. Some have introduced Business Intelligence as a process of turning data into information and then into knowledge. This concept has become a popular trend for businesses interested in adding value to their decision making processes. Measurement of maturity in implementing Business Intelligence process in organizations is considered a critical issue. Business intelligence like software development is a process, which expressed in terms of components such as artifacts and workflows. Capability Maturity Model Integrated (CMMI) is developed to define different levels of software process maturity. The concepts underlying CMMI have been defined different maturity levels for a business intelligence process. The current methods for measurement of Business Intelligence maturity are reviewed introducing the application of CMMI as a new measurement tool for this purpose. The main contribution of this research is to apply CMMI model in BI field, specifically in banking industry in Iran. Also this paper makes a contribution on the empirical knowledge on the topic. It determines in which level of maturity Iranian banks stand in case of implementing Business Intelligence process.

The Capability Maturity Model Integration (CMMI) is a structured representation of software development processes that can support an organi-sation’s software process improvement (SPI) strategies. However, CMMI and SPI initiatives generally exhibit low levels of adoption and limited success. One of the major reasons for these shortcomings is that many organisations undertake SPI initiatives without knowing whether or not they are ready to undertake them. Our previous research has enabled us to develop a software process improvement readiness model/framework to address this problem.This paper reports on the implementation of the SPI readiness model in three large-scale case studies. We have found that organisations with higher CMMI levels are more ready for SPI initiatives than organisations with low CMMI levels. We suggest that organisations at higher CMMI levels have developed capabilities that enable them to further leverage SPI than organisations at lower CMMI levels.KeywordsSoftware Process ImprovementCase StudyOrganisational Readiness

Capability Maturity Model Integration or CMMI (Capability Maturity Model Integration) is a combination of process improvement models for what is systems engineering, and software, is derived from CMM, differentiating itself from this by the integration of some quality models such as the Electronic Industries Alliance Interim Standard (EIA / IS) 731. Basically the CMMI, is a global certification to measure the maturity of an organization in the design and development of software, to give us an idea of this certification, just There are 117 organizations around the world that can boast of having it. Currently it is one of the most used models worldwide in the software industry, which when applied mainly allows the reduction of costs and decreases the repetition of work.

This paper explores a way to expand business using ethnography as an industrial service or product. First, a challenge that companies are facing and trying to deal with, which is industrialization is described. In the software industry, as computer prices go down, the requirements for software development involve accurate estimates of the cost, the time and the resources involved in the process. Due to these new market demands, software development reached a level of maturity, which required a new approach to product development. Likewise, as ethnography grows into more intricate realms, there is a need for a more robust approach to ethnography application in business to help it achieve the right maturity level of industrialized processes. In this context of complexity, case studies from Fujitsu and examples from literature were used to test the Capability Maturity Model Integration (CMMI) framework to use to evaluate the practice of ethnography in business. As a result, a brief assessment of ethnography using the CMMI framework is shown. It describes how ethnomethodology can be used in a repeatable manner and provides results within a small margin of difference in quality. Finally, a reflection on the value of experts in this new trend in ethnography is described.

For software development firms to be competitive they must assure the quality of the software product. This has led many firms to adopt software process improvement (SPI) programs such as the capability maturity model integration (CMMI). However, for small software firms, especially those in developing countries with limited resources, these programs are often too cumbersome and costly to implement. To address this issue, this paper proposes a simplified SPI model for small firms (SPM-S) comprised of 10 key software development practices; with fewer practices, the proposed model should be more accessible and less costly to implement. Using data collected in four developing countries in the English-speaking Caribbean from 112 developer/user dyads, the model is evaluated with respect to its impact on software quality. The findings show that the software development process coupled with supporting technology (e.g. project management tools) significantly impact software product quality. Implications for software process improvement in small firms and future research are discussed.

Agile scrum projects are gaining popularity for software development and delivery, due to its inherent attributes of flexibility in execution and quicker time to market. However, the critics of Agile have been raising questions on the predictability of success of Agile execution as the emphasis given to quantitative management using predictive techniques for an Agile project may not be to the extent of large mission critical projects which uses in-process leading indicators to predict outcomes. One possible solution to this challenge is to use the best practices from industry adopted models like the Capability Maturity Model Integration® for planning and managing Agile software delivery. In this paper, we present a study were a prediction model was developed for use in Agile projects for systematic in-process monitoring and decision making. The purpose of this paper is to propose a predictive model as a driver for continuous improvement of Delivered Defect Density in the context of a Scrum project.Our findings show that using the prediction model, the success of Agile project could be forecasted and controlled during its planning and execution phases as against waiting for the final release to The paper starts with defining the background and context of the study, research methodology and study of existing literature in this area. A brief description of the major knowledge areas considered in the study namely Agile, CMMI and High Maturity practices in CMMI is then presented. An introduction on measures, metrics and prediction models is also provided. The development of the Agile Prediction Model and the application of the model Agile SCRUM projects is addressed as the main theme of the paper which concludes with the advantages, shortcomings and limitations of the model developed. 1. Background of the study In organizations where quality of software is a primary goal for the software projects, it is useful to measure and observe Delivered Defect Density as a lagging indicator signifying the quality of developed software. Though this is a good metric to indicate the goodness of the delivered software, the metric lacks the ability to be controlled, as it is an outcome of the software development process and not an in-process metric. In this context, the need for in-process or leading indicators which will help practitioners get visibility on the outcome is important. In this paper, the processes and sub-processes leading to Delivered Defect Density is

The developmental paradigm in the software engineering industry has transformed from a programming-oriented approach to model-oriented development. At present, model-based development is becoming an emerging method for enterprises for constructing software systems and services most proficiently. In Capability Maturity Model Integration (CMMI) Level 2, i.e., Managed, we need to sustain the bi-directional trace of the transformed models for the administration of user requirements and demands. This goal is achieved by the organization after applying the particular practices suggested by CMMI level 2 process area of Requirements Management (RM). It is very challenging for software developers and testers to maintain trace, particularly during the evaluation and upgrading phases of development. In our previous research work, we proposed a traceability framework for model-based development of applications for software enterprises. This work is the extension of our previously presented research work in which we have anticipated the meta-model transformations according to the Software Development Life Cycle (SDLC). These meta-models are capable of maintaining the trace information through relations. The proposed technique is also verified using a generalized illustration of an application. This transformation practice will give a foundation to software designers to maintain traceability links in model-driven development

Problem statement: Modern system development emphasize on the use of standard and procedures to ensure the system develop meets user needs and of high quality. Standards such as Capability Maturity Model Integration (CMMI), Software Process Improvement and Capability determination (SPICE) and ISO/IEC 90003:2004 are introduced. Personal Software Process (PSP) focusing on improving the individual engineer tasks in software development activities and can be extended to Team development (TSP) of large-scale software systems. Approach: To ensure the quality of system, defect must be managed or organized properly. Knowledge Management (KM) provides a solution to manage and promoting shared defect-information as knowledge. Agents technology offer a way to deal with complex systems that have multiple and distinct components and are often used as a metaphor for autonomous, intelligent entities. Results: Agent technology is also used to enhance a Knowledge Management System (KMS) based on software agent application strategies to increase the performance of knowledge sharing and its utilization. Conclusion: This study presents an agent-based application strategy in a KMS that manages defect-information as knowledge and shares it amongst software engineers who are majoring involved in PSP and TSP system development environment.

This research aims to improve the quality of business processes in software development teams through the application of the CSD Matrix method. The CSD Matrix was reformulated in this research as a visual decision support tool to improve early sprint planning, by mapping project elements into three categories: certainties, suppositions, and doubts. The method was applied to the software engineering team at Mamikos through the completion of Capability Maturity Model Integration (CMMI) indicator-based questionnaires, both before (pre-test) and after (post-test) implementation. The results showed a significant improvement in the process maturity level, from an average score of 2.70 (Level 2: Developing) to 4.20 (Level 4: Managed), especially in the areas of retrospective, requirements management, and onboarding. This finding confirms that the CSD Matrix is able to encourage the structuring of the planning process, strengthen the team's collective awareness of risks and assumptions, and improve the effectiveness of cross-functional communication. With its lightweight, visual, and adaptive characteristics to Agile work environments, CSD Matrix proves to be a practical approach that can fill the gap between formal documentation and the daily coordination needs of software development teams.

In this article the advances in software engineering are i) evolvement of software processes from rigid, sequential and slow processes to iterative and agile processes and standardization of process models, such as CMMI (Capability Maturity Model Integration) and ISO 12207, ii) programming paradigms and software design techniques, such as object-oriented programming and model-driven architecture, iii) various techniques for software reuse, such as design patterns and component-based software development, iii) formal methods for software specification and verification, and numerous methods for software testing, iv) software architecture, such as event-driven architecture and service-oriented architecture, and architecture description languages. All these advances aim at improving the quality of software, reducing cost, and promoting software reuse.

To survive in a fast-changing environment, almost all companies strive for continuous efficiency improvement, reducing the cost of non-quality and optimizing product strategies. Simultaneously, it is thus crucial to improve product strategy and the product development processes. However, such improvement programs often fail due to lack of leadership and organizational misalignment. Operational constraints such as project pressure, client interaction, and strategic dependencies are often neglected, thus making a proposed change program a mere theoretic exercise—without much buy-in from the trenches. Despite access to a substantial body of knowledge of methods such as Capability Maturity Model Integration (CMMI) and Six Sigma, many organizations still struggle in practice. Most organizations fail to align necessary transformations with concrete business objectives. This chapter shows how to set up and drive a value-driven process environment based upon explicit business objectives and how to deliver sustainable value. It goes beyond theoretical method frameworks and emphasizes hands-on change management. Value-driven process evolution underlines the need continuously to manage the transformation based on business objectives and operational constraints. From these, a specific and tailored approach toward achieving engineering excellence is derived. A case study shows how value-driven process management was used over a period of several years. Improving productivity and efficiency is selected as a hands-on example how practically to implement value-driven process evolution.

Software Risk Management (RM) within Medical Device (MD) companies is a critical area. Failure of the software can have potentially catastrophic effects, leading to injury of patients or even death. Therefore regulators penalise MD manufacturers that do not devote sufficient attention to the areas of hazard analysis and RM throughout the software lifecycle. This paper describes the experience of a MD software development organization when they engaged in a research project to improve their RM practices. We explain how this was achieved through the development of a software process improvement RM model that integrates regulatory MD RM requirements with the goals and practices of the Capability Maturity Model Integration (CMMI). This model is known as the Risk Management Capability Model (RMCM). The authors describe the complete project lifecycle and evaluate the success of the project.