TABLE OF CONTENTS This book provides the reader with an insight into which an activities an organization would be engaged and what the role of each level of management and the practitioners would be if their systems and software engineering processes were based on CMM Integration SM. It captures the essence of each of the process areas by presenting them in a practical context without the technical structure of CMMI masking the valuable nuggets of information.
The merger of Systems Engineering and Software Engineering CMM and process improvement ideas has resulted in the development of CMMI . This chapter provides a brief overview of the systems engineering and software engineering sources that were merged to develop Integrated CMM or CMMI . In addition, it stresses or recaptures the focus on engineering systems think that seems to have gotten lost over the years where the focus has strictly been on artistic side of software engineering.
The software industry has long criticized the CMM model for its lack of focus on business results. Other total quality management models such as Malcolm Baldridge and the European Foundation for Quality Management place heavy emphasis on business results and not just the documentation of the process to gain industry certification. CMMI clearly and repeatedly states the need for all process improvement activities to measurably support the organization's business objectives.
CMMI was developed to provide a single model to be used by organizations pursuing enterprise-wide process improvement.
