Document Type: Original Research Paper

Author

Faculty of Engineering and IT, Northern University, Nowshera, KP, Pakistan

Abstract

Abstract of Re-engineering of Industrial CMMI
Through this research, I have established a general strategy to appraise an organization against a scale of five process maturity levels whilst maintaining a strong mechanics of CMMI.
Reengineering of industrial CMMI proposes a novel method for Industrial Competence ranking of those organizations/companies which are targeting various CMMI levels. This approach uses SCAMPI assessment techniques to rank different organizations that fall below certain level of CMMI model. Furthermore, it adds the credulous factors, i.e., Score, Reliance and Confidence level for an organization’s capability and maturity evaluation. The benefit of proposed model is, that an organization can set its objectives to achieve target level of CMMI model, and it could be differentiated from less mature organizations at same level.
This technique not only reclassifies the CMMI levels but also exposes various confidence factors.

Index Terms— CMMI, Industrial Process Optimization, Process Engineering, Capability and Maturity Ranking, Product Quality Assurance.

Keywords

Main Subjects

[1].    Jörg Becker,Ralf Knackstedt, Jens  Pöppelbuß Developing Maturity Models for IT Management 21 May 2009 Springer
[2].    CMMI Institute Resource Center (cmmiinstitute .com/cmmi)
[3].    Javier Garzás, Mark C. Paulk An exploratory study of why organizations do not adopt CMMI, 26 July 2013, Journal of Software: Evolution and Process, Journal of Systems and Software Elsevier Inc
[4].    Research on Quality Measuring of CMMI Cyclic Implementation in Software Process Weiliang Zhou School of Management Hefei University of Technology Anhui Economic Management Institute Hefei.
[5].     Wen Rongbin, Research on Software Project Quality Management Based on CMMI, IEEE Xplore
[6].    CMMI Institute Resource Center (cmmiinstitute.com/ resources /standard-cmmi-appraisal-method-process-improvement-scampi-version-13b-method-definition)
[7].    E. Chandra, D. Francis Xavier Christopher, S.D. Vijaykumar Study of CMMI based process framework for quality models, IEEE Explore
[8].    Nonaka, I., Takeuchi, H.: The Kowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press, Inc., New York (1995)
[9].    Global adoption of CMMI performance improvement framework  (itweb.co.za/ content/ p6GxRKqYyX8qb3Wj)
[10].    Tuomi, I.: Corporate Knowledge: Theory and Practice of Intelligent Organizations. Metaxis, Helsinki (1999)
[11].    Zhang Lina ;  Shao Dan, Research on Combining Scrum with CMMI in Small and Medium Organizations, IEEE Xplore
[12].    Freeze R, Kulkarni U (2005) Knowledge management capability assessment: validating a knowledge assets measurement instrument. In: 38th Hawaii international conference on system sciences.
[13].    Mapping CMMI Level 2 to Scrum Practices: An Experience Report, Jessica Diaz, Juan Garbajosa, Jose A. Calvo-Manzano . link.springer.com /chapter/ 10.1007%2F978-3-642-04133-4_8
[14].    Impact of CMMI-Based Process Maturity Levels on Effort, Productivity and Diseconomy of Scale Majed Alyahya, Rodina Ahmad, and Sai Peck Lee Department of Software Engineering, University of Malaya
[15].    A case study of software process improvement with CMMI-DEV and Scrum in Spanish companies. Javier Garzás1,* andMark C. Paulk2Article first published online: 26 JUL 2013DOI: 10.1002/smr.1605. CMM and CMMI
[16].    Climbing the Ladder: CMMI Level 3 Bryce Daya and Christ of Lutterothb∗ a Catch Limited, New Zealand; b University of Auckland, New Zealan.