Maturity model A maturity model can be viewed as a set of structured levels that describe how well the behaviors, practices and processes of an organization can reliably and sustainable produce required outcomes.
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A maturity model can be used as a benchmark for comparison and as an aid to understanding – for
example, for comparative assessment of different organizations where there is something in
common that can be used as a basis for comparison. In the case of the CMM, for example, the
basis for comparison would be the organizations’ software development processes.
Structure
The model involves five aspects:
Maturity Levels: a 5-level process maturity continuum – where the uppermost (5th) level is a
notional ideal state where processes would be systematically managed by a combination of
process optimization and continuous process improvement.
Key Process Areas: a Key Process Area identifies a cluster of related activities that, when
performed together, achieve a set of goals considered important.
Goals: the goals of a key process area summarize the states that must exist for that key process
area to have been implemented in an effective and lasting way. The extent to which the goals
have been accomplished is an indicator of how much capability the organization has established
at that maturity level. The goals signify the scope, boundaries, and intent of each key process
area.
Common Features: common features include practices that implement and institutionalize a key
process area. There are five types of common features: commitment to perform, ability to perform,
activities performed, measurement and analysis, and verifying implementation.
Key Practices: The key practices describe the elements of infrastructure and practice that
contribute most effectively to the implementation and institutionalization of the area.
Levels
There are five levels defined along the continuum of the model and, according to the SEI:
“Predictability, effectiveness, and control of an organization’s software processes are believed to
improve as the organization moves up these five levels. While not rigorous, the empirical evidence
to date supports this belief”.
Initial (chaotic, ad hoc, individual heroics) – the starting point for use of a new or undocumented
repeat process.
Repeatable – the process is at least documented sufficiently such that repeating the same steps
may be attempted.
Defined – the process is defined/confirmed as a standard business process, and decomposed to
levels 0, 1 and 2 (the last being Work Instructions).
Managed – the process is quantitatively managed in accordance with agreed-upon metrics.
Optimizing – process management includes deliberate process optimization/improvement.
Within each of these maturity levels are Key Process Areas which characteristic that level, and for
each such area there are five factors: goals, commitment, ability, measurement, and verification.
These are not necessarily unique to CMM, representing – as they do – the stages that
organizations must go through on the way to becoming mature.
The model provides a theoretical continuum along which process maturity can be developed
incrementally from one level to the next. Skipping levels is not allowed/feasible.
Level 1 – Initial (Chaotic)
It is characteristic of processes at this level that they are (typically) undocumented and in a state of
dynamic change, tending to be driven in an ad hoc, uncontrolled and reactive manner by users or
events. This provides a chaotic or unstable environment for the processes.
Level 2 – Repeatable
It is characteristic of processes at this level that some processes are repeatable, possibly with
consistent results. Process discipline is unlikely to be rigorous, but where it exists it may help to
ensure that existing processes are maintained during times of stress.
Level 3 – Defined
It is characteristic of processes at this level that there are sets of defined and documented
standard processes established and subject to some degree of improvement over time. These
standard processes are in place (i.e., they are the AS-IS processes) and used to establish
consistency of process performance across the organization.
Level 4 – Managed
It is characteristic of processes at this level that, using process metrics, management can
effectively control the AS-IS process (e.g., for software development ). In particular, management
can identify ways to adjust and adapt the process to particular projects without measurable losses
of quality or deviations from specifications. Process Capability is established from this level.
Level 5 – Optimizing
It is a characteristic of processes at this level that the focus is on continually improving process
performance through both incremental and innovative technological changes/improvements.
At maturity level 5, processes are concerned with addressing statistical common causes of
process variation and changing the process (for example, to shift the mean of the process
performance) to improve process performance. This would be done at the same time as
maintaining the likelihood of achieving the established quantitative process-improvement
objectives.
The following answers are incorrect:
The other option specified in the option does not provide correct sequence.
The following reference(s) were/was used to create this question:
CISA review manual 2014 Page number 188
CISSP Official study guide page number 693
Topic 5, Security Operations
