Six Sagma and CMM
can any body explain me how CMM levels are Different from Six Sagma. which one is best for the web companies.
Re: Six Sagma and CMM
To answer your question, one first needs to understand why your organization is looking for a certification. End of the day most of the process initiatives have the very same underlying principle – state what is going to be done, plan for it, execute, review and evaluate.
Further process initiatives are technology/ platform independent. So it really does not matter if you are a web solutions company or a mainframe system dev and support company.
In the case of Six Sigma, there is a greater stress on measuring the progress against the stated goals at all times. There is a high metrics focus.
In the SEI-CMM framework, the accent on measuring your progress quantitatively (in metrics) is a Level 4 KPA. (But that does not state it cannot be done at lower levels of maturity, it just is not a focus area). The SEI CMM works on the premise that you would need to have a certain level of process maturity in order to actually see the benefits of metrics for tracking and planning.
The CMM is beautiful in that the maturity levels evolve in the same manner of the overall framework. CMM expects that you will state, plan, pilot, evaluate, and then propagate in a managed fashion. Finally once you have done that look at doing it better.
If you analyze the levels of maturity – there is the same evolution.
Level 2 ensures basic planning at the project level – looks for “Repeatability”,
Then at Level 3 the piloted and repeatable exercises are evaluated and “ Defined’ across projects in the group/ org.
At Level 4 – the entire process is managed by means of statistical controls for evaluating the same.
Level 5 looks beyond and addresses optimizing process and performance by managing defect prevention, technology and process change.
Here is something I found on the web that actually highlights the relation between Six sigma and CMM.
Another good link to follow: http://www.sei.cmu.edu/str/descripti...gma6_body.html
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How does Six Sigma relate to the Capability Maturity Model (CMM) and CMM
Many companies are at a crossroads where they are being asked which to use: CMM/CMMI or Six Sigma. In fact, these can be used in an integrated fashion to achieve business goals. Other companies have already embarked on the journey to use them both in a synergistic, or at least complementary, fashion
Here are a few thoughts on this subject (for which there is no one-size-fits-all answer):
CMM Maturity Level 1-3 organizations can leverage the Six Sigma philosophy and methodology at the team and project level. The Six Sigma methods can supply teams with the specific goals to support the business. The CMM practices provide insight on the specific software-related activities that will enable them to achieve those goals. Six Sigma underscores the value of measurement in the implementation of the CMM practices. As measures are collected and analyzed at the team or project level, it will be possible to have niches of outstanding (stable, in-control) performance as the organization evolves to the next maturity level.
As organizations reach Maturity Levels 4 & 5, Six Sigma can continue to spotlight the most critical business needs. At these maturity levels, organizations have evolved their measurement capability and skills and they should have a measurement repository to work with. They are ready to delve into truly understanding cause & effect relationships and what drives the "critical-to-quality" factors in their process. They are in a position to understand what "sigma level" each aspect of the process needs to have in order to accomplish the desired final sigma level for the customer.
For CMMI, Six Sigma may be helpful in prioritizing the order of process area implementation. For both CMM and CMMI, Six Sigma can be applied to assessment methods, process improvement rollouts and other relevant "service processes."
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