This ???natural???
evolution may not seem so natural as an organization improves its processes across
the levels. Most organizations encounter confusion because of what appears to be
abrupt differences in scope and terminology. People struggle with the apparent
paradigm shifts between the levels as they transition from Level 2 to Level 3, from
Level 3 to Level 4, and from Level 4 to Level 5.
Measurement concepts are actually consistent and simply evolve through the
levels. Level 2 primarily focuses on status measures (e.g., planned versus actual size,
effort, cost, and schedule; number of changes, and number of nonconformances
in products and processes). Level 3 adds measures for process improvement and
quality, including defect density and productivity. Level 4 creates and uses PPBs
and PPMs. While the introduction of these baselines and models looks like a drastic
change, the data in these models are drawn from historical data found at the
lower levels of the CMMI model. What changes is their analysis and depiction.
Level 5 requires that quantitative improvements be made based on the baselines
and models created.
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