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BUSINESS THOUGHTS
Remember the last time you saw really good situational analysis or just good plain business logic? Here are a few that I've kept over the years.
The following "Rating the Developers" is from the Carnegie-Mellon Software Engineering Institute. It
is most frequently referred to as the Capability Maturity Model (CMM). CMM describes an evolutionary
improvement path from an ad-hoc, immature process to a mature, disciplined process. I like to make a mental note as to where a particular group or organization is, with respect to their management maturity.
Even within an organization, managers and/or departments will be a different levels.
1) Initial The software process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual effort. The organization does not consistently apply software engineering management to the process, nor use modern tools and technology.
2) Repeatable
Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on
projects with similar applications. Costs and scheduling are under control.
3) Defined
The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the
organization. All projects use an approved, tailored version of the organization's standard software process for developing and maintaining software. Process review is standard.
4) Managed
Detailed measures of the software process and product quality are collected. Both the software process and products are quantitatively understood and controlled. Tools are increasingly used to control and manage the design process and to support data gathering and analysis.
5) Optimizing Having achieved a high degree of control over the process, the organization has a
continuous process improvement, enabled by quantitative feedback and from piloting innovative ideas and technologies.
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