Fabica's unique approach to Project Management help our clients plan for the future by working with key stakeholders and constituents to provide tactical deliverables to rapidly address the defined business challenge. A variety of activities may be included based on engagement specifics:

• Business Strategy - Objectives, competitive assessment, business case creation
• Financial Justification - ROI, TCO, business value metrics
• Current State Assessment
• Future State Blueprint and Prioritized Roadmap
• Holistic Approach - People, process, technology, and organizational change
• Quick Start Diagnostics (readiness determination)

Process

The Capability Maturity Model (CMM) influences Fabica's management process by instilling discipline and Continuous Process Improvement into everything we do. It is a framework that enables Fabica to "build the right products right." 'Continuous Improvement' is based upon long-term objectives accomplished through the implementation of short-term evolutionary steps.

The CMM Framework is a method for organizing these steps into five levels of maturity that lay successive foundations to support short term and long term Process Improvement initiatives.

The five maturity levels define an ordinal scale that enables an Organization to determine its level of Process capability. The framework is also an aid to Quality Planning as it affords Organizations the opportunity to prioritize improvement efforts.

A 'Maturity Level' is a well-defined evolutionary plateau for achieving a 'Mature Software Process'. Each level contains a set of goals that, when satisfied stabilizes specific aspects of the software development process. Achieving each level of the maturity model institutionalizes a different component, resulting in an overall increase in the Process capability of the Organization.

The Five Maturity Levels and 18 Key Process Areas (KPA's) are explained in detail below:

Level - 1: Initial Level

At the Initial Level, an Organization does not provide a stable environment for developing and maintaining software. When an Organization lacks sound management practices, the benefits of good software engineering practices are undermined by reaction-driven commitments. In a crisis, Projects typically abandon any planned procedures and revert to a code and fix methodology. Success depends on having exceptional people.

The Process capability at Level - 1 is considered 'Ad Hoc' because the software development process constantly changes as the work progresses. Schedules, Budgets, Functionality and Product Quality are generally unpredictable.

Level - 2: Repeatable Level

Level - 2 Organizations have installed basic management controls. Policies for managing a Software Project and procedures to implement those policies are established. Planning and managing Projects is based on experience with similar Projects. Realistic Project commitments are based upon the results observed on previous Projects and on the requirements of the current Project. Project Managers track software costs, schedules and functionality. Problems in meeting commitments are identified when they arise. Software requirements and the work products developed to satisfy them are baselined and their integrity is controlled.

The capability of Level - 2 Organizations is summarized as 'Disciplined', because the ability to successfully repeat planning and tracking of earlier Projects results in stability. To be certified at Level - 2, Organizations must undertake the following activities:

• Document - (Define)
• Practice
• Enforce
• Train
• Measure, and Improve the following six Key Process Areas (KPA's) namely:
  • Requirements Management
  • Software Project Planning
  • Software Project Tracking and Oversight
  • Software Sub-Contract Management
  • Software Quality Assurance
  • Software Configuration Management

Level - 3: Defined Level

The standard engineering and management processes for developing and maintaining software across an Organization are documented, and these Processes are integrated as a whole. There is a group responsible for the Organization's software process activities like the standards development group. An organization-wide training program is implemented to ensure that the employees and the managers have the knowledge and skills required to fulfill their assigned roles.

The capability of Level - 3 Organizations is summarized as 'Standard' and 'Consistent' because engineering and management activities are stable and repeatable. Product lines, Cost, Schedule and Functionality are well under control and quality is tracked. Process Definition and deployment focus on the following seven Key Process Areas (KPA's) namely:

• Organization Process Focus
• Organization Process Definition
• Training
• Integrated Software Management
• Software Product Engineering
• Inter-Group Coordination
• Peer Reviews

Level - 4: Managed Level

A Level - 4 Organization sets quantitative goals for both software products and processes. Productivity and Quality are measured and included in an Organization-wide database. Projects achieve control over their Products and Processes by narrowing the variation in their Process performance to fall within acceptable quantitative boundaries.

The capability of Level - 4 Organizations is summarized as 'Predictable', because the Process is measured and operates within measurable limits. The Key Process Areas (KPA's) of Level - 4 are as follows:

• Quantitative Process Management
• Software Quality Management

Level - 5: Optimizing Level

At Level - 5, the entire Organization is focussed on 'Continuous Process Improvement'. The Organization has the means to identify weaknesses and strengthen the Process proactively, with the goal of preventing the occurrence of defects. Software Project teams analyze defects to determine their root causes, and lessons learnt are disseminated to other Projects.

The capability of Level - 5 Organizations is characterized as 'Continuously Improving', because Projects strive to improve the Process capability and Process Performance. The Key Process Areas (KPA's) of Level - 5 are as follows:

• Defect Prevention
• Technology Change Management
• Process Change Management