The
Capability Maturity Model (CMM), also sometimes referred to as the Software CMM
(SW-CMM), was first described by Watts Humphrey in his book Managing the
Software Process. The CMM is a process capability model based on software
development organisation processes/practices.
Though the
CMM was retired in 1997 and has not been updated since, having been superseded
by CMMI (Capability Maturity Model Integration), it has been used as a
generally applicable model to assist in understanding the process capability
maturity of organisations in diverse areas. For example, software engineering,
system engineering, project management, risk management, system acquisition,
information technology (IT) or personnel management, against a scale of five
key processes, namely: Initial, Repeatable, Defined, Managed and Optimized.
CMM was
developed by the Software Engineering Institute (SEI) at Carnegie
Mellon University
in Pittsburgh.
It has been used extensively for avionics software and government projects
around the world. The Capability Maturity Model (CMM) is a process capability
maturity model which aids in the definiton and understanding of an
organisation's processes. The CMM was originally used to enable the assessment
of software development processes.
Quality is free
Philip
Bayard Crosby (* 18. Juni 1926 in Wheeling,
West Virginia; † 18. August
2001 in Winter Park, Florida) war neben Joseph M. Juran und W. Edwards Deming
einer der großen „Qualitätsgurus“ im Management.
Crosby begann seine Karriere als Direktor für Qualität bei
International Telephone and Telegraph (ITT) und wurde Anfang der 60er Jahre vom
US-Verteidigungsministerium für die Konzeption des Null-Fehler-Programms
ausgezeichnet.
Dieses Programm zielte darauf ab, Menschen so eng wie
möglich an das Ziel der Perfektion heranzuführen. Das Entstehen von Fehlern am
Produkt darf nicht als normal betrachtet werden. Die Analyse der Fehlerursache
und die Einleitung von Korrekturmaßnahmen sollen dazu beitragen, das Auftreten
von Fehlern in der Arbeitstätigkeit zu reduzieren.
Weiterhin beschäftigte sich Crosby intensiv mit den Aspekten
der Qualitätskosten und des Qualitätscontrolling.
Re-engineering
Re-engineering
is the basis for many recent developments in management. The cross-functional
team, for example, has become popular because of the desire to re-engineer
separate functional tasks into complete cross-functional processes. Also, many
recent management information systems developments aim to integrate a wide
number of business functions. Enterprise resource planning, supply chain
management, knowledge management systems, groupware and collaborative systems,
Human Resource Management Systems and customer relationship management systems
all owe a debt to re-engineering theory.
