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CMC honoured for its CSR, even as it achieves process maturity accolade

Mumbai, February 20, 2013:  Leading  India-based System Engineering and Integration company, CMC,  has been  assessed at Level 5 of the Software Engineering Institute's Capability Maturity Model Integration (CMMI) for Software Development and Services, version 1.3. The scope covers all delivery centres and all types of projects under software solutions and integration services, and embedded and real-time solutions and engineering services. The appraisal was conducted by KPMG, India; an SEI Partner for CMMI based services.
This happened just two days after the company  was honoured for its Corporate Social Responsibility (CSR) work.
with two awards at the Global CSR Excellence and Leadership Awards presented by ETNOW on Blue Dart World Corporate Social Responsibility Day,Feb 18, 2013. CMC received awards under the categories: Community Development and Carbon Footprint Accounting and Management.
Commenting on this  CMMI achievement,. R Ramanan, MD and CEO, CMC Limited said, "We are extremely proud to have achieved this distinction, it is a significant milestone in our ongoing journey towards excellence. This assessment underscores our commitment to delivery excellence, process maturity and service quality, ensuring timely and best-in-class solutions for our clients globally."

Developed by Software Engineering Institute (SEI), Carnegie Mellon University, USA, CMMI Maturity Level 5 is the highest level of process maturity that independently verifies an organization's capabilities to continuously enhance its processes through incremental and innovative process improvements and technological improvements. Particularly, version 1.3 of CMMI standard, ensures a stronger correlation between client's business objectives to delivery goals, thereby significantly improving the benefit clients realize from software engineering and service delivery practices.




    


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CMC honoured for its CSR, even as it achieves process maturity accolade
by Rocky on March  12,  2013
  "Thanks so much for your feedback Rick. I am a huge fan of dilguaoe. I'll address each of your thoughts in turn.You have many excellent insights on architecture, but “Why Maturity Model Don’t Work in Architecture” doesn’t reflect an understanding of the CMMI model and its use. Have you every actually used the model? Indeed, I have worked with many organizations both in the public and private sector operating both with and without CMMI process guidance. You cite as disadvantages:1. Process-centric. It’s true that you can get the process right but not product good artifacts. CMMI doesn’t claim to be the ONLY thing you have to do to build good systems, just an enabler.OK. So we agree that CMMI is process-centric. Furthermore, we agree that good process does not necessarily produce good artifacts. Now we have to wade into the realm of limited resources and limited attention span of most organizations. They will typically only have budget / patience / focus to do one thing from a maturity perspective. In which case, my argument is that they should do things which focus upon produce valuable architecture outputs. 2. Binary. The CMMI is not binary (although it has a top-level scoring system). Anyone who has implemented the model knows that there are over 300 practices which can be implemented at very levels of completeness across none to some to all projects within your organization.The trouble is that this is how 90% of the organizations that I work with approach CMMI. It is nearly always used as a litmus test to support contracting and is treated as a go' / no go' type of benchmark. While it may be true that is doesn't have to be done in this way, it is so commonly implemented in this fashion that I find I am working with an uphill battle to try and convince an organization to approach CMMI differently. There is far too much inertia around it already.3. Idealistic. Totally false that no firms every actually implement the top levels – please cite the source of your data.Every organization of any size that I have worked with that claimed CMMI 5 accomplished this coveted status by selecting a small division or special project to go through the Herculean effort of operating at level 5 long enough to get the designation. The rest of the organization could not operate at that level and still produce sufficient value to justify their existence. It simply is not practical. Maybe I have just encountered all of the exceptions that prove the rule, but this has been my experience in Defense, Insurance, Telecom, and Energy. Moreover, every architectural maturity model that I have ever seen which is based off of CMMI (and remember that my post is in the context of architecture) depicts a utopian top-level that is unrealistic (see Open Group's OSIMM, Progress / Sonic's SOAMM, NAS CIO's EAMM, etc.).4. Wholesale. It is not a wholesale model, and anyone who has implemented the model knows that each project within an organization can be assessed against the model at various levels. Ever CMMI-implementing organization I know celebrates numerous intermediate milestones.You are right, it can be done in an incremental and as-needed basis. But in practice, I find this is rarely done when applying CMMI to the realm of architecture. Certainly it can work well when applied to IT process maturity, but I have not seen an organization successfully apply it to gauge the maturity of architecture.You have an excellent grasp of architectural concepts and even suggest a process for building a rubric, so you clearly understand the value of process. Also, you favor rubrics, and CMMI is a rubric with criteria and standards, and is primarily used to assess and communciate. Your CMMI bashing comes off naive and disingenuous. Perhaps I have simply encountered a large number of organizations that have misapplied CMMI in the context of architecture, but I have yet to find one that has done it well. I was not setting out to bash CMMI but rather to highlight why it is ill-suited for gauging the maturity of architecture. CMMI has its place and I believe that the emphasis that CMMI places upon process is viable if what you need to do is improve the efficient operation of the IT organization. If, however, your goal is to improve the quality and effectiveness of your architecture outputs, then CMMI is not a strong fit for that. Furthermore, if you have limited resources (time, money, attention, etc.) available to dedicate to maturity activities, then I have found that focusing your efforts towards improving the quality of architecture outputs yields far better results than adherence to a traditional process-centric maturity perspective."
     
CMC honoured for its CSR, even as it achieves process maturity accolade
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CMC honoured for its CSR, even as it achieves process maturity accolade
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CMC honoured for its CSR, even as it achieves process maturity accolade
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CMC honoured for its CSR, even as it achieves process maturity accolade
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