5.2 Continuous Models

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5.2 Continuous Models Continuous models provide less specific guidance on the order in which improvement should be accomplished. They are called continuous because no discrete stages are associated with organizational maturity. EIA 731 is an example of a continuous model. Like the staged models, continuous models have process areas that contain practices. Unlike in staged models, however, the practices of a process area in a continuous model are organized in a manner that supports individual process area growth and improvement. Most of the practices associated with process improvement are generic; they are external to the individual process areas and apply to all process areas.[3] The generic practices are grouped into capability levels (CLs), each of which has a definition that is roughly equivalent to the definition of the maturity levels in a staged model. Process areas are improved and institutionalized by implementing the generic practices in those process areas. [3] EIA 731 introduced the concept of advanced practices. These technical practices within a process area (called a focus area in 731) are associated with higher capability levels and so augment the generic practices. CMMI models include a version of the advanced practice mechanism. In a continuous model such as EIA 731, goals are not specifically stated, which puts even more emphasis on practices. The collective capability levels of all process areas determine organizational improvement, and an organization can tailor a continuous model and target only certain process areas for improvement. In other words, they create their own "staging" of process areas. In a continuous appraisal, each process area is rated at its own capability level. An organization will most likely have different process areas rated at different capability levels. The results can be reported as a capability profile, like that shown in Figure 5-2. Figure 5-2. Capability level profile (simple) The capability profile may include just the level number ratings, as in Figure 5-2, or it may also contain detailed information at the goal or practice levels. The latter option provides more specific information in graphical form by highlighting the findings (weaknesses and strengths) with different colors. Profiles have generally been implemented via a spreadsheet. Capability profiles can also be used to define a target for process-improvement activities in an organization. Because a target profile shows the desired capability profile at a specific point in time, it can be used to show progress on the process-improvement journey. Another way to use capability profiles is to organize the process dimension so that it represents the staged maturity levels. For example, a series of profiles may be used to set goals for the organization or to evaluate the results of an appraisal using equivalent staging (Section 5.3.3 describes the application of this concept to CMMI). In addition, capability profiles can be defined for subsets of process areas when different parts of the organization own the processes related to them. Alternatively, the same process areas may be included in multiple owners' target profiles. When the entire organization undergoes an appraisal, the process areas are rated as a whole.

[ Team LiB ]