• Proceedings of the KSR Conference
• /
• 2008.11b
• /
• pp.2021-2034
• /
• 2008

This paper shows the result of study on the process improvement/innovation based on CMMI(Capability Maturity Model Integration) for Development V1.2 staged representation in the view of engineering area of software, hardware and system. This paper intend to help rolling stock industry to define & innovate process and finally obtain certificate for achievement of CMMI V1.2 from SEI authorized SCAMPI Lead Appraiser through the introduction experienced by Hyundai Rotem Company(car-builder and supplier of electronic & electrical equipment) such as why CMMI-based process definition & improvement are planned and how each processes of CMMI V1.2 Level 3 have been implementing and how obtaining the certificate of CMMI Maturity Level 3 of CMMI for Development V1.2 staged representation etc. This paper shows the introduction to CMMI V1.2 model, process improvement methodology and CMMI appraisal on the basis of Standard $CMMI^{SM}$ Appraisal Method for Process Improvement($SCAMPI^{SM}$), V1.2. And, this paper shows about what kinds of activities/practices of 18 processes(CMMI Maturity Level 3) is essentially implemented to satisfy their's specific goal and general geal through Hyundai Rotem Company's experiences. This paper shows the advantage and problem by adopting CMMI V1.2 model. Especially, it present the corrective/preventive actions against the identified problem in order to improve processes.

• Journal of the Korea Institute of Military Science and Technology
• /
• v.12 no.3
• /
• pp.344-353
• /
• 2009

In this paper, I have proposed a design of process support system based on CMMI process which can support integrated management and repository for CMMI model processes. The system assists small organization to improve business process and offers institutionalized automatic environment to users for use of CMMI processes. The proposed system also can enhance quality and productivity of project by including features such as convenience of project management, planned project administration and steady process improvement.

• Journal of the Korean Society of Systems Engineering
• /
• v.16 no.1
• /
• pp.43-50
• /
• 2020

Many companies around the world are applying CMMI to improve the organization's ability to perform projects, and many others are pushing to obtain CMMI certification as more and more of them are offered as preconditions for participation in projects or supply product. Organizations with high maturity such as CMMI Level 4~5, analyze the accumulated R&D data of the organization and establish the performance management model so that R&D performance is continuously managed. So this paper shows the R&D performance management model made by LIGNex1 which is certificated with CMMI Level 5 organization and the case applied to the project, including its effectiveness.

• Proceedings of the Korean Information Science Society Conference
• /
• 2004.10b
• /
• pp.481-483
• /
• 2004

ISO family와 CMMI는 조직의 소프트웨어 프로세스 개선을 위한 표준과 지침을 제공한다. ISO 9001은 품질경영 시스템에 관한 표준인 반면 CMMI는 프로세스 개선을 위한 모델이다. ISO 인증 조직은 지속적인 프로세스 개선을 위하여 CMMI를 적용할 필요가 있다. 그러나 용어나 적용 범위 및 내용의 상세함 등의 차이로 인해, ISO 인증 조직이 CMMI를 도입함에 있어서 어려움이 따른다. 이 논문에서는 ISO 인증 조직이 효과적으로 CMMI를 도입하기 위한 모델을 제안한다. 먼저 ISO 9001:2000의 요구사항과 CMMI 실행지침 사이의 관계를 기준에 따라 일대일 관계로 대응시킨다. 그런 후 CMMI 실행지침들을 ISO 9001:2000 용어와 형식으로 바꾸어 ISO 9001:2000 요구사항과 통합한 모델을 만든다. 이러한 모델은 ISO 조직에게 기존 자산과 새롭게 도입해야 할 사항을 통합 모델을 가지고 차이 분석(Gap Analysis)을 통해 보다 용이하게 식별할 수 있게 도움을 줄 것이다.

• Journal of Korean Society for Quality Management
• /
• v.47 no.1
• /
• pp.17-32
• /
• 2019

Purpose: CMMI is a process model used to assess or improve an organization's software development capabilities. This paper deals with the quality indicators when using CMMI and their priorities for possible improvement. Methods: The 22 process areas and 167 practices of CMMI are matched with 60 indicators of Quality Scorecard(QSC) first to analyze the balance of CMMI in terms of prevention, appraisal, and final result categories and second to isolate a set of key areas for quality focused performance measures. Results: A total of 86.2% (144 out of 167) CMMI practices were mapped to QSC. According to the CMMI level of maturity, level 2 and 3 accounted for more than 75% of the total. The practices at the maturity level of 4 and 5 were mapped to more than 52% of the final result's measurements. It has been observed that CMMI practices need further elaboration at higher levels to consider prevention, appraisal, and final results simultaneously. Conclusion: In order to improve the quality performance of the organization by applying CMMI, the final result measures should be refined in metrics, cycles, and methods, and then corrective actions could be conducted to improve the performance of CMMI practices. This strategy would help the practitioners benefit from CMMI in fostering the overall quality level of key activities for the organization's business goals.

• Proceedings of the Korean Information Science Society Conference
• /
• 2005.11b
• /
• pp.307-309
• /
• 2005

빠른 산업 발전 속에서 조직과 시스템이 복잡하고 대형화되면서 소프트웨어 품질을 향상시키고 그들의 신뢰성을 측정하기 위한 성숙도 모델들이 개발되었다. 그 중에서도 CMM와 이를 발전시킨 CMMI는 많은 조직에서 적용하기 위해 노력을 기울이고 있다. 하지만 두 모델들은 테스트 속성과 테스트 프로세스에 대한 언급이 부족하다. 본 논문에서는 모든 영역을 고려한 새로운 모델을 만들기 보다는 테스트 중심으로 개발된 TMM을 사용하여 CMMI과의 매핑을 통해 소프트웨어 조직의 생산품질과 신뢰성을 향상 시키는 방법을 제안한다. 논문에서는 CMMI 단점과 이를 보완하는 방법을 제안하고 이를 위해 TMM과 CMMI의 매핑전략에 언급한다. 이를 통해 기대되는 효과를 제시한다.

• Journal of Korean Society for Quality Management
• /
• v.34 no.3
• /
• pp.1-18
• /
• 2006

CMMI(Capability Maturity Model Integration) has been recognized as a critical method to validate the competitiveness of software development organization since its introduction. CMMI imposes additional requirements on the software development organization which has been established and certified to the ISO 9001 quality management system. This paper reviews the similarities and differences between CMMI and ISO 9001. This paper also examines what ate required to deploy the CMMI on the aircraft software development organization which has been certified to ISO 9001. The results of this study will help software development organization to provide the direction for implementing CMMI. Some suggestions are presented to identify and strengthen the weak portion of the software process quality management system.

• The KIPS Transactions:PartD
• /
• v.12D no.4 s.100
• /
• pp.601-608
• /
• 2005

It is very important to improve qualify, cost and the necessary period for production in software development project. In order to improve software quality, cost and period, final product as well as a project planning and process itself are concerned. In CMMI of SEI and ISO/IEC 15504 (SPICE), the process for the project management is specified. Recently, as a method of total management - including man power, budget, and schedule - PMBOK is introduced. The detailed and specific management method in PMBOK results in multiple experiments that apply PMBOK to enterprise environment. In this paper, hybrid method of CMMI and PMBOK is proposed to obey CMMI, at the same time, to apply the detailed and specific management method in PMBOK and develop metrics for the method.

• The KIPS Transactions:PartD
• /
• v.12D no.1 s.97
• /
• pp.91-102
• /
• 2005

In the past it was generally felt that software quality was the same as product quality. But as the software industry is getting bigger and more complex, it has become hard to develop quality software that meets customers' needs just depending on product quality. Therefore, lately many domestic and foreign companies are making efforts to upgrade product quality by implementing Process Improvement. Measurement in Process Improvement activities enhances the effect of Process Improvement, and also identifies and helps the activities. In support of this paper, research on the measurement program was conducted based on the CMMI adopted by many domestic and foreign companies for their process improvement model. MA process area that deals with measurement process setup is one of the CMMI process areas and was the basis of the structure of the measurement program. This study presents differences of the measurement program for each level of CMMI and how to apply it. The results of this study can help a business to apply CMMI-based Process Improvement by backing up the structure of the measurement program. Furthermore, it can offer a roadmap for progress of the measurement program for each level.

• Proceedings of the Korea Information Processing Society Conference
• /
• 2007.11a
• /
• pp.387-390
• /
• 2007

CMMI 도입은, 추진 이후 프로세스가 조직 내에 내재화되기까지, 상당한 기간과 인력이 소요되는 고비용의 조직 활동이다. 따라서 CMMI 도입 결정에 앞서 ROI 분석을 통한 정확한 의사결정이 필요하다. 지금까지의 CMMI 도입과 관련한 ROI산정방식은, CMMI 의 효과산정방식이 구체적이지 않고, 비용측면에 있어서도 프로세스 정의 및 수행비용을 중심으로 산정할 뿐, 지속적인 내재화에 소요되는 비용을 간과하고 있어, 의사결정지표로서 정확성이 결여되었다. 이에 본 논문은 수익성 개선과 생산성 개선에 기반을 두어 효과를 산정하고, 비용 산정은 프로세스 내재화에 따른 지속적 관리활동이라는 특징을 반영하여, 보다 실제적이고 정확한 ROI 분석 방법인 iROI 산정방법을 제안한다. 증명이 어려운 CMMI 투자성과 분석에 활용될 수 있으며, 타 투자분야와 비교할 수 있는 공정한 의사결정 판단근거로서 활용될 수 있다.