CMMI Level 3 and Level 5 difference is same as that of Virender Singh Sehvag and Rahul Dravid of Indian Cricket team! That?s? what was my catch from the workshop I attended in my employer's premises! And I agree to this comparison. Rahul Dravid is a consistent performer however, V. Sehwag is a inconsistent performer with high performance. Shewag would be the best option for 20-20 matches and Rahul would be for Five day series...
Similarly, in our SDLC processes, when we are measuring and analyzing our performance consistently and doing a casual analysis of weaker areas, its a Level 3 activity. However, when we measure and analyze our performance quantitatively and then do a casual analysis to bridge the gaps to see quantitative improvement in the performance then it is Level 5. Although, theoretically the difference between the levels may appears only to be analyzing the performance quantitatively and non- quantitatively but if these concepts are implements practically the results are facts distinct from each other.
At Level 5 stage of CMMI Ver 1.2 each process would be tracked to its minuteness, it can be as deep as functionality level and if there is dip in performance of any functionality/module then it should analyzed and improved using statistical techniques. So, you are required to monitor and control process performance quantitatively; need to have Causal analysis which would be done to identify the pain areas along with its root cause. Ways to resolve the problem and tracking the solutions over a period of time, (usually 6 months) to quantitatively see the progress/improvement after implementation of proposed solution to the identified problems.
SEI has released very clear instructions to aspiring CMMI Level 5 organization that they must implement process performance model on the metrics which can be statically controlled. Eg: In an organization, Schedule Variance is one of the metrics which may be controlled statically but can definitely be monitored and controlled. However, Effort Variance can be controlled statically. Thus, Process Performance Model should be prepared and implemented on Effort Variance instead of Schedule Variance
However, on the other side at Level 3 stage of CMMI Ver 1.2 is not as strict as level 5 process areas. Till the time you are having defined set of processes in your organization which suffice Level 3 objectives and these processes are well institutionalized within the organizations, they are good to be Level 3. Measurement and analysis of the process performance need not to be done quantitatively using statistical techniques.
So, using level 3 practices may be relaxing task for the time being but you are looking for peaceful life ahead with creating footprints of your over last performance then one must go for Level 4 and 5 practices. Following these practice areas would get you the results far ahead from what level 3 would give you.
Level 5 organizations are much more formalized and productive as compare to Level 3 organization and let?s accept this fact and take a step towards peaceful professional life!!!
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