An Overview of CMMI and PSP:
The CMMI is the successor of the CMM model. The Capability Maturity Model Integration for Software provides software organizations with guidance on how to gain control of their processes for developing and maintaining software and how to evolve toward a culture of software engineering and management excellence. The CMMI was designed to guide software organizations in selecting process improvement strategies by determining current process maturity and identifying the few issues most critical to software quality and process improvement. By focusing on a limited set of activities and working aggressively to achieve them, an organization can steadily improve its organization-wide software process to enable continuous and lasting gains in software process capability.
The PSP extends the improvement process to the people who actually do the work, the practicing engineers. The PSP concentrates on the work practices of the individual engineers. The principle behind the PSP is that to produce quality software systems, every engineer who works on the system must do quality work. The PSP is designed to help software professionals consistently use sound engineering practices. It shows them how to plan and track their work, use a defined and measured process, establish measurable goals, and track performance against these goals. The PSP shows engineers how to manage quality from the beginning of the job, how to analyze the results of each job, and how to use the results to improve the process for the next project.
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Limitations of CMMI and PSP:
Limitations of CMMI:
❖ Organisations practicing the CMMI focus too much on next level as the target, rather than improving processes. The CMMI encourages the achievement of a higher maturity level in some cases by displacing the true mission, which is improving the process and overall software quality.
❖ CMMI does not tell us how to achieve the goals. It describes that in an organization what are the essential attributes of a software process that are normally expected but it does not describe how a software process should be implemented by an organization to gain higher maturity level. So it can long time for an organization to even move from Level 1 to Level 2.
❖ The CMMI ignores the importance of people involved with the software process. Selecting, hiring, developing and retaining competent people are significant issues for an organizations at all levels of maturity, but they are largely outside the scope of the CMM.
❖ CMM does not describe all the process areas in detail that are involved with developing and maintaining software. It describes certain key practices for some process areas. The key practices of process areas describe what is do be done for achieving specific goal but they don’t describe how the goal will be achieved.
❖ CMM does not address expertise in particular application domain and software technologies. Although these issues are crucial to project success.
Limitations of PSP:
❖ PSP is intellectually challenging and demands a level of commitment (by practitioners and their managers) that is not always possible to obtain.
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❖ It requires training; training is relatively lengthy and costs high.
❖ The required level of measurement is culturally difficult for many software people.
❖ It’s always about an individual in PSP. Unwillingness of a single individual can result in failure of process improvement.
The Best Software Process Improvement Approach:
While practicing any software process improvement approach one should:
❖ Be aware of the organization’s current culture
❖ Expect to change organization’s structure and culture
❖ Keep it simple
❖ Align the software process with business goals and objectives
❖ Keep the real goal in mind
❖ Treat process improvement like a project
❖ Hold everyone responsible for process improvement.