This paper was written to familiarize people involved with either field – Knowledge Management (KM) or Capability Maturity Model Integrated (CMMI) with the other one in surfacing their similarities. The KM framework used for this comparison is the one established and used at Israel Aircraft Industries, while the CMMI source of information is none but the original document produced by the CMMI P...

Özet. Çevik yazılım geliştirme yöntemlerinden biri olan SCRUM, yazılım geliştirme faaliyetlerinin yönetilmesi açısından sunduğu esnek yaklaşım ile yazılım yönetimi ve geliştirilmesinde fayda sağlayan bir yöntemdir. CMMIDEV ise tasarım ve geliştirme yapan firmalar için yol gösteren bir yetenek olgunluk modeli olup, herhangi bir geliştirme yöntemi dayatmadan organizasyonlara proje yönetimi, mühen...

Objective: In this paper, we present findings from an empirical study that was aimed at identifying the relative ‘‘perceived value” of CMMI level 2 specific practices based on the perceptions and experiences of practitioners of small and medium size companies. The objective of this study is to identify the extent to which a particular CMMI practice is used in order to develop a finer-grained fr...

From the agile camp you can hear someone to say that CMMI is the big American waterfall model monster, and is outright contra productive to agile methods. From the CMMI camp you can hear someone to say that agile methods is hackers from hell that uses the agile paradigm to enjoy anarchy with no rules. You can also hear some say that agile works the best in CMMI level 5 companies. The context of...

Aiming to help small-to-medium software developers lift their game, the Victorian Government is providing $1 million over the next 3.5 years for obtaining Capability Maturity Model Integration (CMMI) Level 2. While applauding the good intentions (and of course the funding), I have personal reservations about how this is being carried out. To be blunt, I think it is a big mistake to push CMMI ce...

This article presents an industrial experience using the recent ISO/IEC 15504-7 Organizational Maturity Levels 1, 2 and 3 for an assessment. In this experience, these organizational maturity levels were defined for the continuous representation of the CMMI-DEV model. The assessment was an exploratory assessment for a process improvement cycle using PRO2PIWORK4A method. The assessment results ar...

Process improvements have drawn much attention in practical software engineering. The capability maturity levels from CMMI have become an important index to assess a software company’s software engineering capability. However, in countries like Taiwan, customers often have no choices but to deal with vendors that are not CMMI prepared or qualified. We call these vendors maturitylevel-1 (ML1) ve...

This paper proposes a harmonization between a product quality model and a software process model used in the industry, CERTICS (a national Brazilian model) and CMMI-DEV (an international model). The focus of this harmonization is on the Competence Area of Continuous Improvement of CERTICS, which addresses the key question of whether the software is the result of Continuous Improvement actions o...