In our introduction to mapping RMM levels to CMMI levels, we presented background info on CMMI, introduced the IBM article on RMM levels, and posted an initial mapping structure. In this article, we will look at the definition of RMM level 5. We also look at the mapping from RMM level 5 to various CMMI levels.
CMMI Levels and RMM Level 4 – Traced Requirements
In our introduction to mapping RMM levels to CMMI levels, we presented background info on CMMI, introduced the IBM article on RMM levels, and posted an initial mapping structure. In this article, we will look at the definition of RMM level 4. W also look at the mapping from RMM level 4 to various CMMI levels.
CMMI Levels and RMM Level 3 – Structured Requirements
Background In our introduction to mapping RMM levels to CMMI levels, we presented background info on CMMI, introduced the IBM article on RMM levels, and posted an initial mapping structure. In this article, we will look at the definition of RMM level 3. We also question the language used and […]
CMMI Levels and RMM Level 2 – Organized Requirements
In our introduction to mapping RMM levels to CMMI levels, we presented background info on CMMI, introduced the IBM article on RMM levels, and posted an initial mapping structure. In this article, we will look at the definition of RMM level 2. We also cover the tradeoffs and benefits of the practices it requires. Finally, we look at the mapping from RMM level 2 to various CMMI levels.
CMMI Levels and RMM Level 1 – Written Requirements
In our introduction to mapping RMM levels to CMMI levels, we presented background info on CMMI, introduced the IBM article on RMM levels, and posted an initial mapping structure. In this article, we will look at the definition of RMM level 1. We also cover the tradeoffs and benefits of the practices it requires. Finally, we look at the mapping from RMM level 1 to various CMMI levels.
CMMI Levels and Requirements Management Maturity Introduction
CMMI (Capability Maturity Model Integration) is a description of the level of enlightenment of a process. It is essentially a measure of the quality and capability of a process. There are five categories, into one of which every process will fall. IBM took a similar approach to defining the requirements management process. In this series of posts, we will marry the two frameworks.
Code Debt: Neither A Borrower…
Code Debt is the debt we incur when we write sloppy code. We might do this to rush something out the door, with the plan to refactor later. Agile methodologies focus on delivering functionality quickly. They also invoke a mantra of refactoring – “make it better next release.” This can create pressure to “get it done” that overwhelms the objective of “get it done right.” Taking on code debt like this is about as smart as using one credit card to pay off another one.
Crossing The Desert With Bad Project Planning
Johanna Rothman recently wrote an article with a poignant introduction: “A project team focuses on an interim milestone, works like the devil to meet that milestone. They meet the milestone, look up, and realize they’re not at the end of the project–they still have to finish the darn thing. They’re living the Crossing the Desert syndrome.” Fixing it isn’t enough – how do we prevent it from happening?
Software Product Delivery – 20 Rules?
Rishikesh Tembe shared twenty rules for software product delivery last month. His rules are from the perspective of a former software developer. Some we like. Some, not so much.