Cmmi Case Study Essay

Casestudy on CMMI implementation in Bank of Montreal

Jael Boyineni (1667106)
MTech, Computer Science Engineering department
Christ University, Faculty of Engineering
Bangalore, India

Abstract— Software process improvement is vital for any organization to ensure the development of quality products. Capability Maturity Model Integration (CMMI) is the most popular software process improvement model that is adopted by almost every major company in the world today. This paper presents a review of how CMMI maturity levels were achieved in various companies and describes the case study of implementation of CMMI in Bank of Montreal (BMO) a Canadian financial service provider.
Keywords—CMMI, Agile, Scrum, return on investment
I. INTRODUCTION

in [5] shows a study that, to ensure the quality of end product, following the processes suggested by CMMI-DEV/V1.3 is very helpful. Embedded Computer systems is a company that provides software with ability to perform tasks with very little computational resources and strives for quality. Instead of rectifying errors once they have occurred during a stage in the process, identification and minimization of errors/accidents can be achieved in each stage of the process by employing the practices of CMMI-DEV/V1.3.
Liberato, et al. in [6] presents a project of how CMMI maturity level 2 was implemented in a Portuguese software company that provides IT services for banking called Espirito Santo Informatica. The aim of this company was to optimize its software development process. The authors describe the various software engineering problems, their approach to the process of implementation of CMMI, analysis of the results and benefits. The implementation methodology served in this paper can also be used as reference for implementation of CMMI in other companies.
Boas, et al. in [7] have addressed the financial constraints of implementing CMMI in small to mid-size organizations in Brazil. The authors suggest that if a group of small and mid-sized companies were to form a group, the financial burden will be minimal. The authors take an initiative to develop a methodology to implement software process development in groups.
III. ANALYSIS ON CASE

2 years later GRafP observed a remarkable increase in implementation of CMMI when it performed an assessment in various process areas. By achievement of CMMI Maturity Level 5, validated and concrete data is obtained that portrays an increase in productivity. Apart from increase in productivity, CMMI implementation also has an influence on the organizational culture and on employees. All executions are done in an organized manner. Now, employees understand their roles and own their responsibilities. This knowledge is later carried into new projects as well. The culture has changed to continuously strive for improvement in software development processes. BMO measured the return on investment of an ongoing software development project on which the quality processes were implemented. The improvement in various sections of the project in span of many releases is shown