- An Overview of CMMI
- CMMI Objectives
- The Three Source Models
- CMMI Project Organization
This chapter is from the book
This chapter is from the book
This chapter is from the book
3.4 CMMI Project Organization
During the development phase that led to the initial CMMI materials, the project was organized with a Steering Group, a Product Development Team, and a Stakeholder Group. In all, it involved the efforts of over 200 people during a period of more than six years. The three groups comprised representatives from industry, government, and the SEI. Representatives of the disciplines whose models were to be integrated into CMMI were included in all three groups.
The Steering Group produced a list of requirements for CMMI, which was reviewed by the Stakeholder Group and subsequently used by the Product Development Team to guide its creation of the CMMI products. The Product Development Team was a cross-discipline group created for the initial development work; it was charged with ensuring that the viewpoints and interests of each discipline were adequately considered in the integration process. The Stakeholder Group reviewed the initial draft CMMI materials, with its work being followed by a public review of a second round of draft materials, prior to the version 1.0 release in late 2000. Taking advantage of early feedback from version 1.0 users, and responding to over 1,500 change requests, version 1.1 of the Product Suite was released in 2002.
The CMMI Team
The following organizations supplied members to the CMMI Team: ADP Inc., AT&T Labs, BAE Systems, Boeing, Comarco Systems, Computer Sciences Corporation, Defense Logistics Agency, EER Systems, Ericsson Canada, Ernst and Young, General Dynamics, Harris Corporation, Honeywell, IBM, Institute for Defense Analyses, Integrated System Diagnostics, KPMG Consulting, Litton PRC, Lockheed Martin, MitoKen Solutions, Motorola, Northrop Grumman, Pacific Bell, Q-Labs, Raytheon, Rockwell Collins, Science Applications International Corporation, Siemens, Software Engineering Institute, Software Productivity Corporation, Sverdrup Corporation, TeraQuest, THALES, TRW, U.S. Federal Aviation Administration, U.S. National Reconnaissance Office, U.S. National Security Agency, U.S. Air Force, U.S. Army, and U.S. Navy.
The cross-discipline team that produced the initial CMMI models included members with backgrounds in software engineering, systems engineering, and Integrated Product and Process Development. Most engineering organizations maintain these skills, but the manner in which they are aligned and interact varies across organizations. Thus the CMMI Team not only had to resolve differences among the three source models, but also had to bridge the cultural, linguistic, and professional differences separating engineering specialties and organizations. The bridges that had to be built in constructing the CMMI models serve as precursors of those that users of the models will need to construct to successfully support integrated process improvement and process appraisal.
During the CMMI development effort, the team actively sought to keep balanced membership across the three disciplines. This move was supported by the strong interest espoused by the software and systems engineering communities. Thanks to the wide acceptance of the CMM for Software, strong advocacy was provided by the SEI and organizations that had used the model, understood its value, and wanted to see that value preserved in the integrated CMMI models. Likewise, in the systems engineering world, the International Council on Systems Engineering (INCOSE) advocated inclusion of systems engineering practices. Even the Integrated Product and Process Development community was represented on the CMMI Team, albeit with members voicing a somewhat wider range of views on how IPPD should be handled than did the more established discipline representatives. In the end, this team of experienced and active people, each of whom brought his or her specific expertise and preferences to the table, came together to create the CMMI Product Suite.
Once the development phase of the initial CMMI Product Suite was completed, a new organizational structure was established. That is, the CMMI Product Development Team evolved into the CMMI Product Team. This team has access to expert groups for software, systems engineering, IPPD, supplier sourcing, appraisals, and the core CMMI components. A configuration control board was established to guide CMMI evolution, and the SEI was named as the Steward of the CMMI Product Suite. In its role as Steward, SEI is responsible for maintenance and support of CMMI. As time goes on, new cross-functional teams of experts will be required to handle revisions of existing products and the subsequent work of adding disciplines to the CMMI framework.
Figure 3-2 shows the current CMMI project organization.
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Figure 3-2. Current CMMI project organization