Updated List of CMMI Level 5 Companies In India
The dataset presented in this paper dates from before the global crisis hit Bangalore) in January–February (all the interviews were conducted by using .. companies certifies at SEI CMM level 5 – higher than any other country in the. Jan 18, Bangalore, India and East Brunswick, New Jersey, USA – January 4, and senior management will discuss the company's performance for the Replay Dates: Wipro Limited is the first PCMM Level 5 and SEI CMM Level 5. Sep 14, Junior Software Developer Jobs in Hyderabad - SEI CMMi Level 3 US Based SEI CMMi Level 3 US Based MNC - Job Details Bangalore.
This landmark achievement is significant for us as it is an indication on how Satyam has an established track record of adopting the latest in quality techniques. With our mature processes on Information Security and Business Continuity we offer low risk delivery while being able to undertake complex projects. On the other hand we offer our Associates the latest certified processes to work on. Level 5 is the highest level of maturity that an organization can achieve on CMMI. CMMI is a process improvement framework that helps an organization implement industry best practices within the software development life cycle.
This enhances the performance of all projects in terms of predictability, efficiency and quality. The assessment results in identifying the maturity level at which the business is operating. The assessment is done by selecting a sample of projects and ascertaining the level of process implementation. Satyam has followed the staged representation approach to cover the businesses that qualify for the implementation of the model and CMMI assessments Enterprise Wide.
Satyam Contacts For further information, contact: This press release contains forward-looking statements within the meaning of section 27A of Securities Act ofas amended, and section 21E of the Securities Exchange Act ofas amended. These were frequently in terms of defects to be detected at different stages Jalote The estimate of defect levels was for phases, or for a smaller task, like a review or testing. For the latter, control limits are used and are discussed later.
The project quality goals frequently were an improvement over the existing performance levels in the organization, and these improvement goals were usually set in the context of overall process improvement goals of the organization. Whenever the project goals were better than the current performance levels, the project plan had some special plans for achieving the goals, as it was recognized that using the standard processes will result in achieving only the existing performance levels.Capability Maturity Model (CMM) in Hindi - cmm model in software engineering🙏
These project-level process improvement plans mostly focused on improvements in quality control activities and defect prevention. Besides planning for cost, schedule, and quality, risk management was another area where past data were used for developing a plan for a new project.
Most used information about the risks and risk mitigation strategies, though some also used the data on probabilities and costs associated with risks. A project is monitored to ensure that it continues to move along a path that will lead to its successful completion. During project execution, how does a project manager know that the project is moving along a desired path? For this, visibility about the true status of the project is required.
Since software is invisible, visibility in a software project is obtained through observing its effects Hsia Providing proper visibility is the main purpose of project monitoring.
There are two key aspects to project monitoring. The first is to collect information or data about the current state of the project and interpret it to make some judgments about the current state. If the current state is a desired state, implying that the project is moving along the planned path, then monitoring provides this visibility and assurance that things are working fine.
But what if the monitoring data reveal that the project is not progressing as planned? Clearly, then it must be followed by some actions to ensure that the course of the project is corrected. That is, some control actions are applied to the project.
This collecting of data or information to provide the feedback about the current state and then taking corrective actions, if needed, is a basic paradigm of project management and is shown in Figure 2 Jalote For project management, this is the main use of software metrics Brown For quantitatively monitoring and controlling a project, two approaches commonly used are these are over and above the methods that may be used for general status reporting: All of the organizations did milestone analysis.
Some organizations did this analysis at some project-defined milestones, while others did this analysis with some periodicity, generally monthly. In this analysis, almost all did an actual vs.
Some also did a causal analysis of defects found so far. The organizations that predicted defects for phases also did actual vs. All organizations have set thresholds for acceptable variation in performance from planned.
The threshold for effort, for example, varies from 10 percent to 35 percent. The thresholds for schedule are generally lower. In most organizations, these thresholds are set based on experience, comfort level, and past performance data. Besides these, in the milestone analysis risks are reanalyzed, cumulative impact of requirement changes analyzed, and so on. Many organizations also applied monitoring and control at the event level to provide better control.
The organizations that did ongoing, event-triggered analysis generally used some form of statistical process control SPC. With SPC, a run chart of some performance parameter is plotted. Based on the past performance data, control limits are established. If a point falls outside the control limits, it is assumed that there is some special reason for it.
The case is then analyzed and the special cause found and removed. By doing this the process stabilizes and gives predictable performance for definitions of SPC, see Montgomery ; Wheeler and Chambers For more discussion on use of control charts in software, see Floras and Carleton A sample control chart for unit testing is shown in Figure 3.
Each point represents the performance of a unit test in terms of defects per LOC detected. If performance of unit testing of a module falls outside the control limits, it is assumed that there is some special cause for the change in performance.
The analysis may consider effort spent, quality of estimation, quality of code, and so on, and may recommend actions like retesting, extra testing later on, revised estimates, and so on. SPC is used most frequently for code reviews, though it was also used for unit testing and other testing.
Use of XMR charts was most common, though simple x-charts were also used for definition of these charts and other aspects of SPC, see Montgomery ; Wheeler and Chambers ; and Florac and Carleton For code reviews, some used organizationwide data to build control charts, while some built control charts used by a project from data from reviews from that project itself the first few reviews were used for this.
Most organizations used some software to help maintain the control chart. The actions taken by most organizations when a point fell outside the control limits included changing the checklist, improving training, and so on to improve the process, and taking actions such as rereview, careful testing in the future, and so on to improve the product. Most organizations computed the process capability either yearly or half-yearly. For improving the organization process, most organizations set an organizationwide goal.
This goal may be set in terms of improvement in quality and productivity, reducing the variance in performance, reducing the defect injection rate, or improving the review effectiveness.
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These goals are generally accompanied by some overall strategy. Frequently, each project devises its own plans to meet or beat the organization improvement goals see previous discussion. Many organizations were able to quantify improvement. One organization that sets very aggressive goals for its quality improvement has seen a 30 percent reduction per year in its defect injection rate for the last four years.
Another organization has seen a reduction of about 50 percent in delivered defect density as well as defect injection rate in a year.
One organization reported a 50 percent improvement in productivity in five years, while another saw its effort overruns go down from 30 percent to 20 percent and then further to 10 percent within two years. Some organizations were using metrics consistently to evaluate technology and process initiatives for improvement.
These organizations had a defined procedure for first implementing a change or new technology in one or more pilot projects, setting quantitative improvement goals for this pilot, and then evaluating the pilot against the goals. The evaluation of results from a pilot was used to decide how deployment was to proceed, for example, whether the entire organization should use it, or some type of projects, and so on.
Though metrics data are collected, and even used at level 2 and 3, from level 4 on metrics are expected to play a key role in overall process management as well as in managing the process of a project. The aim of this study is to see the similarities of the metrics programs of high maturity organizations, and the nature of the similarities, with the hope that this information can help other organizations in building or improving their own metrics program and in their quest for high maturity.
In a software organization, metrics data are used for project planning, monitoring and controlling a project, and overall process management and improvement.
For conducting the study, the author selected a few high maturity organizations. He visited these organizations personally to understand the role and use of metrics. The information he collected was the main source for writing this article. One of the criteria for selecting the organizations to be included in the study was that their lead assessors should be different, so that the view of the assessor does not bias the study.
Most of the organizations studied collect similar data that focused on effort, defect, size, and schedule. Most organizations have a process database that maintains metrics data for completed projects. Capability of the process is determined from the past data. For planning, past metrics data are used for effort and schedule estimation, though it has also been used for setting quantitative quality goals.
For monitoring a project, all organizations have a regular metrics analysis that focuses on estimated vs. Many organizations have enhanced it by SPC techniques to smaller tasks like reviews, unit testing, and so on.
For overall process management, most organizations analyze past data to see the trends in different parameters. Some also use it to set organization goals for improvement. Different types of improvements have been observed by these organizations. Improvements were observed in terms of reduction in delivered defect density, improved productivity, reduction in defect injection rates, reduction in effort overruns, and so on.
Acknowledgments The author is grateful to the eight companies that participated in the study, and to their representatives who read the initial report and provided valuable feedback.
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Use of Metrics in High Maturity Organizations - ASQ
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Practices of high maturity organizations. Understanding statistical process control. Software improvements in an international company. Previously he was an assistant professor in the department of computer science at the University of Maryland.
From to he was vice president of quality at Infosys Technologies Ltd. Jalote is a member of IEEE. He can be reached at jalote iitk. If you liked this article, subscribe now.