Fortunately, these two standards are by no means mutually exclusive however they do influence one another so some care should be taken with the processes used for the project. This article is my attempt of offer guidance to the project manager who is charged with managing a software project in an organization that is certified at a CMM/CMMI level of 2 or above. So far as I know, no-one has attempted to create a CMM or CMMI standard that is tailored to the PMBOK and no-one has customized the PMBOK to accommodate CMM or CMMI. These apply to the management of projects in any industry including the IT industry so the best practices of the PMBOK will be influenced by the CMM/CMMI standard in any organization that wishes to apply the two standards. PMI’s PMBOK (Project Management Body of Knowledge) is recognized around the world as the bible of project management best practices. CMM/CMMI’s influence on processes that govern software development means that it also influences the way that software development projects are managed. CMM/CMMI is intended to govern processes of the entire IT organization, and the complete lifecycle of software applications so must include the processes used to govern the development of the software. CMM/CMMI goes beyond the scope of standards such as ISO to define the criteria for good software processes, which is what makes the standard so attractive to organizations with IT shops. CMM or CMMI may be the most prominent quality standards for software.
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