Systematic process improvement using ISO 9001:2000 and CMMI

6.1 Differences between the CMM ® and CMMI ® 167
Figure 6.4 CMM ® to CMMI ® comparison, level 3.
SP 2.4, Incorporate Process-Related Experience into the Organizational Process Assets.
An important addition is SP 1.1, Establish Organizational Process Needs, which
did not exist in the CMM ® . This SP requires an organization to explicitly
identify its process improvement goals, objectives, and process needs. This
important step precedes appraisal, so that needs can be compared to appraisal
results and process improvement plans sensibly developed.
The CMM ® OPD AB 1, 7 is more detailed than the CMMI ® GP 2.4, Assign
Responsibility, in specifying Software Engineering Process Group (SEPG) responsibilities.
On the other hand, the CMMI ® also identifies a management council
or steering committee that is not present in the CMM ® . Although most
organizations using the CMM ® establish and brief management councils,
some delegate responsibility to lower levels. Implementation of this GP helps
sustain management involvement.
Organizational Process Definition (OPD)
The OPD PA closely follows the spirit of its CMM ® counterpart. The CMM ®
has sometimes been incorrectly perceived as requiring a single, monolithic
7. OPD.AB.1: ‘‘A group that is responsible for the organization’s software process activities exists.’’