| Nowadays, CMM (Capability Maturity Model) is very popular to all software vendors worldwide. It becomes an industry standard to measure the maturity of a software organization and to drive continuous process improvement. As one of the branch in software family, military software plays an important role in national defence. It should be with the high quality and high availability to work in the complex and mission critical environment. In 2003, nation release the local military software capability maturity model (GJB5000-2003) to define the criteria of a qualified, mature military software supplier. It's not only for the military software vendor selection, but for the instruction of how to rebuild the project management process and the definition of key process areas (KPA) in software whole lifecycle.The author has been involved into the military CMM L2 assessment activities to build new organization level software process based on the official military CMM standard, which includes a set of activities, methods, best practice and tools. Moreover, the assessment process of CMM L2 was regarded as a project itself to leverage the CMM recommended methodologies on project management. As a member of SQAG, the author has gained experience of how-to fit CMM standard into the existing standards well, how-to practice CMM standard in an organization, and the SQA's viewpoint of benefits and changes of implementing CMM as well.This paper is a summary of how to build organization level project management process based on military CMM standard; how to adopt the process with organization internal facts; how to conduct the practices or activities during the implementation and how to leverage the tools to have more effective activities as well. It's intend to share the experience I have had during the implementation of military software CMM L2 standard and to provide some ideas about this topic, especially in military software industry in additional. |
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