ISBN : 978-81-963532-2-3 (E-Book) Level 2: Repeatable - At this level, the basic project management practices such as tracking costand schedule are established. Size and cost estimation techniques like function point analysis,COCOMO, etc. are used. The necessary process discipline is in place to repeat earlier success onprojects with similar applications. Please remember that opportunity to repeat a process existsonlywhenacompanyproduces a familyof products. Level 3: Defined - At this level the processes for both management and development activitiesare defined and documented. There is a common organization-wide understanding of activities,roles, and responsibilities. The processes thoughdefined, the process and product qualities arenotmeasured.ISO 9000aims at achievingthis level. Level 4: Managed - At this level, the focus is on software metrics. Two types of metrics arecollected. Product metrics measure the characteristics of the product being developed, such as itssize, reliability, time complexity, understandability, etc. Process metrics reflect the effectivenessof the process being used, such as average defect correction time, productivity, average numberof defectsfound per hour inspection,averagenumber offailures detected during testing perLOC, etc. Quantitative quality goals are set for the products. The software process and productquality are measured and quantitative quality requirements for the product are met. Various toolslike Pareto charts, fishbone diagrams, etc. are used to measure the product and process quality.The process metrics are used to check if a project performed satisfactorily. Thus, the results ofprocessmeasurementsareusedto evaluateprojectperformanceratherthanimprovetheprocess. Level 5: Optimizing - At this stage, process and product metrics are collected. Process andproduct measurement data are analyzed for continuous process improvement. For example, iffrom an analysis of the process measurement results, it was found that the code reviews were notvery effective and a large number of errors were detected only during the unit testing, then theprocess may be fine-tuned to make the review more effective. Also, the lessons learned fromspecific projects are incorporated in to the process. Continuous process improvement is achievedboth by carefully analyzing the quantitative feedback from the process measurements and alsofrom application of innovative ideas and technologies. Such an organization identifies the bestsoftware engineering practicesand innovationswhich may be tools,methods, or processes.Thesebest practicesaretransferredthroughout theorganization. Keyprocessareas(KPA)of asoftwareorganization Except for SEI CMM level 1, each maturity level is characterized by several Key Process Areas(KPAs) that includes the areas an organization should focus to improve its software processtothe next level. The focus of each level and the corresponding key process areas are 135 Software Engineering Keerthana P, Manasa KN, Ganga D Bengal
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