How ISO9001 Compares with CMM Mark C. Paulk JAN,1995

1. How ISO9001 Compares with CMMMark C. PaulkJAN,1995 CMM version 1.1 ISO9001 July 1994 presented by Zhilan Zhou

2. CMM OVERVIEW CMM(Capability Maturity Model ) • Developed by Software Engineering Institute • Describes the principles and practices underlying software-process maturity • Help organizations improve the maturity of their software processes • Help customers to identify the strengths,weakness and risks associated with their software suppliers

3. CMM Five Level Five levels • Initial • Repeatable • Defined • Managed • Optimizing Each level has a set of key process areas Each key process area comprises a set of key practices

4. Key process areas in the CMM

5. Organization of key practices Common features • Commitment to perform • Ability to perform • Activities performed • Measurement and analysis • Verifying implementation

6. CMM key practices Describe • what actions must the organization take to ensure that the process is established and will endure • what preconditions must exist to implement the software process competently • what roles and procedures are necessary to implement a key process area • what procedures are needed to measure the process and analyze the measurements • what steps are needed to ensure that activities are performed in compliance with the established process

7. ISO 9000 OVERVIEW ISO 9000 • Developed by Int’l Org. for Standardization • Specify quality-system requirements • ISO 9000-3 – guidelines for applying ISO 9001 • Demonstrate supplier’s capability to design and supply a product • Ensure that the supplier conforms to specified requirements during several stages of development

8. Mapping ISO 9001 with CMM

9. Mapping ISO 9001 with CMM

10. Mapping ISO 9001 with CMM

11. Mapping ISO 9001 with CMM

12. Mapping Summary • Every CMM key process area is at least weakly related to ISO 9001 in some way • Every CMM key process area at level 2 is strongly related to ISO 9001 • High degree of overlap • Rigid mapping is impractical • Although the CMM does not adequately address some specific issues, in general it encompasses the concerns of ISO 9001, but the converse is less true

13. Compare Conclusion Common • Similar issues quality and process management • Same bottom line “Say what you do; Do what you say”

14. Compare Conclusion Difference • CMM * More detailed guidance and software specificity * Explicit emphasis of CMM on continuous process improvement * Focuses strictly on software • ISO 9001 * High level of abstraction * Address only the minimum criteria for an acceptable quality system * Has a much broader scope that encompasses hardware, software, processed material and services

15. Compliance Issues • At first glance, an organization with an ISO 9001 certificate would have to be at level 3 or 4 in the CMM. In reality, some level 1 organizations have been certified * ISO 9001’s high level of abstraction * ISO 9001 doesn’t address all the CMM practices. * An auditor may not require mastery to satisfy the corresponding ISO 9001 clause • Obtaining ISO 9001 certification should be relatively straightforward for a level 2 or higher organization.

16. CMM or ISO 9001 Whether software process improvement should be based on the CMM or ISO 9001? • CMM is the better choice for structuring a process- improvement program • In order to build a competitive advantage, we need consider both: continuous process improvement + total quality management

17. “This analysis is subjective,but I hope it is objective enough tobe worthwhile……” (END)