In the Continuous Representation, the process areas are mapped into functional groupings, as shown in the following illustration. The expected practices are there to guide implementers and appraisers. Therefore, those who follow the Continuous model are more likely to receive positive feedback from an initiative that is based on the CMMI model. The CMMI has not proven a good indicator of the economic performance of an organization. These models are developed by product teams with members from industry, government, and the Carnegie Mellon ® Software Engineering Institute (SEI). CMMI hat das Software-Capability Maturity Model (kurz SW-CMM oder verkürzt nur CMM) ersetzt.CMM wurde vom SEI abgekündigt und wird nicht mehr unterstützt. CMMI und CMM. It is all too easy to mistake the model for a process definition and try to follow it, instead of a map that identifies gaps in existing processes that may need to be filled. These are critical questions and are perhaps the most misunderstood issues with CMMI. The examples of the expected and informative components that are given in the CMMI literature are very often pulled from large space and defense-systems integration projects. The CMMI model is divided into 22 process areas, which are listed in the following table: In the Staged Representation, the process areas are mapped against each stage, as shown in the following illustration. Another way to think of this is that the model provides a good indicator of how an organization will perform under stress. The most important thing to understand about the CMMI-DEV is that it is a model. What is its purpose? The goal of any process improvement activity should be measurable improvement, not a number. Best practices in the model focus on activities for developing quality … There has been mixed success with this usage. This center was established and funded by the United States Department of Defense. The proliferation of new models was confusing, so the government funded a two-year project that involved more than 200 industry and academic experts to create a single, extensible framework that integrated systems engineering, software engineering, and product development. The CMM for Software was first published in 1991 and is based on a checklist of critical success factors in software development projects during the late 70s and early 80s. An appraisal of an organization would assess the level at which it was operating, and this level would be an indicator of its ability to manage risk and, therefore, deliver on its promises. The Continuous model also more naturally lends itself to applying process improvement in the areas where it is most likely to leverage an economic benefit for the organization. A model offers the following benefits: The textbook will tell you that the purpose of the model is to assess the maturity of an organization's processes and to provide guidance on improving processes that will lead to improved products. When results are achieved, they are often the result of heroic effort by individuals or managers.