Achieving each level of maturity framework establishes a different component in the software process, resulting in an increase in the process capability of the organization. The software process is characterized as ad hoc, and occasionally even chaotic.
Few processes are defined, and success depends on individual effort and heroics. Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications. The software process for both management and engineering activities is documented, standardized, and integrated into all processes for the organization.
Detailed measures of the software process and product quality are collected. Both the software process and products are quantitatively understood and controlled. Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.
A big difference however is that CMMI offers two representations of the maturity of the processes. CMMI offers a staged representation with five maturity levels just like the Software CMM and a continuous model where each process area has its own maturity level.
An organization cannot be certified in CMMI; instead, an organization is appraised. Afterward, you look into what caused that and learn that the development team provided them with the features that were to be released at the last possible minute.
Looking into the cause of that, you find out that the developers finished the majority of features right before they submitted them for quality assurance. Digging into the cause of that, you find out that your development team took more time than you have planned to develop the features in the first place. Investigating the reason behind that, you discover that your team was inefficient because each developer simultaneously worked on a few features.
Therefore, instead of giving features one by one to QA, they submitted a batch that was too large to process on short notice. Reaching this point, you conclude that the root cause of the bug problem is Mura the waste of unevenness. To achieve continuous improvement, we suggest you analyze each problem's root cause and experiment with solutions.
Often, problems may turn out to be far more complex than you think, and the RCA would require a few iterations before preventing the negative effect from ever happening again. If you are not sure how to perform a root cause analysis, we suggest looking into the 5 Whys for determining root causes. When Toyota was looking for a way to do that, they developed Kanban as a system for improving the workflow efficiency of the production process. Eventually, Kanban was adapted for knowledge work and managed to help thousands of teams to achieve continuous improvement.
The method relies on six core practices for minimizing the wastes in your process:. To visualize your workflow , the method relies on whiteboards for mapping every step of your process. The board is divided by vertical lines forming columns for the different stages. Each task that your team is working on is hosted on a Kanban card originally in the form of a post-it note and needs to pass through all the stages of your workflow in order to be considered complete. Kanban boards allow you to monitor your process's evenness and can be a serious weapon for minimizing Mura.
Besides, they show you the amount of work that every person on your team has and can help you prevent overburden Muri by allowing you to delegate tasks according to your team's capacity.
Finally, you can monitor the pace at which work is progressing across your workflow and achieve continuous improvement of your workflow efficiency. For the sake of eliminating interruptions , Kanban relies on limiting the work that can be in progress simultaneously. The goal is to eliminate multitasking, which is nothing more than a constant context switch between assignments and only harms productivity. With the help of Kanban, you can manage the flow of work in your process.
To ensure an even process, you need to be aware of where work gets stuck and take action to alleviate the bottlenecks in your process. This way, you can experiment with the different steps of your workflow and keep improving continuously. In Lean management, continuous improvement is a group activity. Therefore you need to make sure that your team understands the common goal and why their part of the process is important.
For positive change to happen, there needs to be a constant flow of knowledge between you and your team. The Kanban board itself is a great feedback loop generator because it makes it visible who is doing what at any time. In combination with the widely adopted practice of holding daily stand up meetings between the team, you can continuously improve information sharing between individuals. Other techniques that are part of the continuous improvement arsenal are the Gemba walk and the A3 report.
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