The path of CMM (software Maturity Model) in small and medium software enterprises

CMM (software Maturity Model) is the Software Maturity Model framework presented by the Engineering Institute of Carnegie Mellon University in the 1987, through the implementation of CMM, software companies can not only improve productivity, software PRODUCT error rate decline, but also improve corporate reputation.

Based on years of experience in implementing CMM, the author believes that small and medium sized software enterprises should apply the CMM according to their actual situation and specific requirements, and consider the following aspects:

I. Organization and role arrangement

First and foremost, if an organization is to improve its effectiveness, then top management must actively support change. It is almost impossible to reform from the bottom up, without the support of the high level and the approval of the superiors, to complete the change.

It is recommended that the Software Engineering process Group (SEPG) be established as a coordination process definition, improvement and deployment activity, not necessarily a full-time SEPG person, but should be clearly assigned to someone. For some of the role of CMM requirements, you can be flexible arrangements, do not have to be too rigidly. Small projects may not necessarily require specialized software configuration management groups, but configuration management activities are essential; an independent quality assurance group may not be necessary, but someone must complete the validation activity. Project team members can assume multiple roles, such as the role of the project manager at the same time as the SCM, and testers can also assume SQA roles.

II. Implementation Strategy

SMEs in the implementation of the CMM process, organizational support is the basis, the strategy is the effective implementation of the adhesive, can not be too cumbersome or impact on the progress of the abandoned.

One is the process of documentation. If the enterprise does not have a documented software process, first of all, to sum up the experience of the previous project success, the current workflow analysis, collation and documentation, to develop a suitable for the enterprise software process, and the process to guide the development of software projects.

The second is the cutting of the process. The process needs to be tailored to the degree required by the project, which is the key to the implementation of CMM process improvements in SMEs. The principle of tailoring is that everything is practical, avoid too cumbersome and formal.

The third is the organization of training. Organize training to complete the most basic software engineering and CMM knowledge training for all employees including senior managers in the company. Enable all employees to understand the CMM in order to support the implementation of CMM.

Iii. implementation Steps

1. Demand management

1 from the customer to obtain the original requirements, after analysis of the formation of software requirements specifications, access to customer written approval;

2 Software requirements specifications through the project team review, add configuration management, create a demand baseline;

3 through the table to the requirements of the development of tracking, understand the requirements of the implementation of the situation;

4 if need to change the demand, should fill in the requirements Change request form, according to the change process of configuration management execution.

2. Software Project plan

Software project planning is the foundation of software project tracking and monitoring, and can be implemented by following steps:

1 The project manager according to the needs of the estimation, the development of software plans and schedules;

2 The Software development plan must pass the project team review and the superior department's approval, after approval, joins the configuration management.

3. Software project tracking and monitoring

1 The project Manager uses the schedule as the basis for tracking and monitoring, according to the actual performance of the project weekly, prepare the progress report and confirm with the project team members;

2 The project manager to the plan and the actual implementation situation, found the gap formation problem report;

3 Senior Managers Review the project report, urge the project manager to revise the plan and solve the existing problems and risks.

4. Software Quality Assurance

1 if there is a full-time SQA, can draw up a special quality assurance program;

2 SQA The project execution process and review the submitted work products according to the plan, and record the inconsistent problems;

3 record the identified issues to the project issue log, track and coordinate the problem resolution, and report to the project manager and senior manager on a regular basis. If not resolved by the senior manager to assist in solving.

5. Software Configuration Management

1 if there is a full-time SCM, you can draw up a special configuration management plan;

2 Create a development domain and a baseline domain where the developer works on their respective development domains, and the SCM identifies the configuration items and joins the baseline domain;

3 SCM creates baselines at the end of each phase and audits configuration items and baselines;

4 The configuration item change request in the baseline domain is first presented to the project manager, which is unified by SCM to operate and record;

5 Quality assurance staff regularly audit the configuration management activities.

6. Peer Review

1 The project manager determines the personnel, time and place of the review, and distributes the relevant materials to the reviewers;

2 The reviewers carefully read these materials before the meeting to record the problems found;

3. If time is sufficient, it is proposed to communicate by meeting, otherwise the project team members will submit their findings;

4 Summary of the problems identified, the project manager designated personnel to track the problem.