ACTIVIDAD:

“SOFTWARE DEVELOPMENT NORMS”

ACTIVIDAD DE APRENDIZAJE PARA OBTENER EL

TÍTULO DE:
TÉCNICO SUPERIOR UNIVERSITARIO EN
TECNOLOGÍAS DE LA INFORMACIÓN
ÁREA DESARROLLO DE SOFTWARE
MULTIPLATAFORMA

PRESENTA:

CARLOS ENRIQUE GONGORA ESCALONA

CD. REYNOSA, TAMAULIPAS MAYO 2024.

Table of Contents

Topic Page
Introduction ........................................................................................... 1

1 CMMI............................................................................................... 2
1.1 Key areas ............................................................................................ 3
1.2 Process ............................................................................................... 7
1.3 Maturity levels ..................................................................................... 7
1.3.1 Maturity Level 0: Incomplete ............................................................ 8
1.3.2 Maturity Level 1: Initial ..................................................................... 8
1.3.3 Maturity Level 2: Managed................................................................ 8
1.3.4 Maturity Level 3: Defined .................................................................. 8
1.3.5 Maturity Level 4: Quantitatively managed .......................................... 9
1.3.6 Maturity Level 5: Optimizing ............................................................. 9

2 MoProSoft.................................................................................... 10
2.1 Key areas .......................................................................................... 10
2.2 Process ............................................................................................. 11
2.2.1 Top Management ........................................................................... 11
2.2.2 Management .................................................................................. 12
2.2.3 Operation ...................................................................................... 12
2.3 Maturity level .................................................................................... 12
2.3.1 Maturity Level 0: Process Incomplete. ............................................. 13
2.3.2 Maturity Level 1: Process Implemented. .......................................... 13
2.3.3 Maturity Level 2: Process Managed. ................................................ 13
2.3.4 Maturity Level 3: Process Established. ............................................. 13
2.3.5 Maturity Level 4: Predictable Process ............................................... 14
2.3.6 Maturity Level 5: Optimized Process ................................................ 14

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Conclusion ............................................................................................. 15

References ............................................................................................ 16

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Introduction

Process quality is an important part of any project. Software development projects

are not the exception. Around the world, there are many organizations, models,
institutions, and standards that help engineers to create new products with as
much process quality as possible.

In this document two process model norms are described: an international one,
the CMMI, and a national one, the MoProSoft. Both models are relevant to the
region.

The CMMI is an international model that helps organizations measure the quality
of their processes. Meanwhile, MoProSoft is the model that resulted from the
guidelines made by the Mexican government to adapt the international standards
and software models to Micro, Small, and Medium businesses.

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1 CMMI

The Capability Maturity Model Integration (CMMI) helps organizations streamline

process improvement, encouraging a productive, efficient culture that decreases
risks in software, product, and service development.

The Capability Maturity Model Integration (CMMI) is a process and behavioral

model that helps organizations streamline process improvement and encourage
productive, efficient behaviors that decrease risks in software, product, and
service development.

The CMMI is currently administered by the CMMI Institute, which was purchased
by the ISACA in 2016.

The CMMI is designed to help improve performance by providing businesses with

everything they need to consistently develop better products and services. But
the CMMI is more than a process model; it’s also a behavioral model. Businesses
can use the CMMI to tackle the logistics of improving performance by developing
measurable benchmarks, but CMMI can also help create a structure for
encouraging productive, efficient behavior throughout the organization.

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1.1 Key areas

A Process Area is a cluster of related practices in an area that, when implemented

collectively, satisfy a set of goals considered important for making significant
improvement in that area. All CMMI process areas are common to both continuous
and staged representations.

The CMMI Process Areas (PAs) can be grouped into the following four categories
to understand their interactions and links with one another regardless of their
defined levels:

• Process Management

• Project Management

• Engineering

• Support

The CMMI contains 22 process areas indicating the aspects of product

development that are to be covered by company processes.

Causal Analysis and Resolution: The purpose of Causal Analysis and Resolution
(CAR) is to identify causes of defects and other problems and take action to
prevent them from occurring in the future.

Configuration Management: The purpose of Configuration Management (CM) is

to establish and maintain the integrity of work products using configuration
identification, configuration control, configuration status accounting, and
configuration audits.

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Decision Analysis and Resolution: The purpose of Decision Analysis and Resolution
(DAR) is to analyze possible decisions using a formal evaluation process that
evaluates identified alternatives against established criteria.

Integrated Project Management + IPPD: The purpose of Integrated Project

Management + IPPD (IPM) is to establish and manage the project and the
involvement of the relevant stakeholders according to an integrated and defined
process that is tailored from the organization's set of standard processes.

• Measurement and Analysis: The purpose of Measurement and Analysis (MA) is

to develop and sustain a measurement capability that is used to support
management information needs.

Organizational Innovation and Deployment: The purpose of Organizational

Innovation and Deployment (OID) is to select and deploy incremental and
innovative improvements that measurably improve the organization's processes
and technologies. The improvements support the organization's quality and
process-performance objectives as derived from the organization's business
objectives.

Organizational Process Definition + IPPD (OPD): The purpose of Organizational

Process Definition + IPPD (OPD) is to establish and maintain a usable set of
organizational process assets.

• Organizational Process Focus: The purpose of Organizational Process Focus

(OPF) is to plan and implement organizational process improvement based on
a thorough understanding of the current strengths and weaknesses of the
organization's processes and process assets.

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Organizational Process Performance: The purpose of Organizational Process
Performance (OPP) is to establish and maintain a quantitative understanding of
the performance of the organization's set of standard processes in support of
quality and process-performance objectives, and to provide the process
performance data, baselines, and models to quantitatively manage the
organization's projects.

• Organizational Training: The purpose of Organizational Training (OT) is to

develop the skills and knowledge of people so they can perform their roles
effectively and efficiently.

Product Integration: The purpose of Product Integration (PI) is to assemble the

product from the product components, ensure that the product, as integrated,
functions properly, and deliver the product.

Project Monitoring and Control: The purpose of Project Monitoring and Control
(PMC) is to provide an understanding of the project's progress so that appropriate
corrective actions can be taken when the project's performance deviates
significantly from the plan.

Project Planning: The purpose of Project Planning (PP) is to establish and maintain
plans that define project activities.

• Process and Product Quality Assurance: The purpose of Process and Product
Quality Assurance (PPQA) is to provide staff and management with objective
insight into processes and associated work products.

• Quantitative Project Management: The purpose of the Quantitative Project

Management (QPM) process area is to quantitatively manage the project's

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 defined process to achieve the project's established quality and process-
performance objectives.

• Requirements Development: The purpose of Requirements Development (RD)

is to produce and analyze customer, product, and product-component
requirements.

Requirements Management: The purpose of Requirements Management (REQM)

is to manage the requirements of the project's products and product components
and to identify inconsistencies between those requirements and the project's
plans and work products.

Risk Management: The purpose of Risk Management (RSKM) is to identify

potential problems before they occur so that risk-handling activities can be
planned and invoked as needed across the life of the product or project to mitigate
adverse impacts on achieving objectives.

• Supplier Agreement Management: The purpose of Supplier Agreement

Management (SAM) is to manage the acquisition of products from suppliers for
which there exists a formal agreement.

Technical Solution: The purpose of Technical Solution (TS) is to design, develop,

and implement solutions to requirements. Solutions, designs, and
implementations encompass products, product components, and product-related
life-cycle processes either single or in combination as appropriate.

Validation: The purpose of Validation (VAL) is to demonstrate that a product or

product component fulfills its intended use when placed in its intended
environment.

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• Verification: The purpose of Verification (VER) is to ensure that selected work
products meet their specified requirements.

1.2 Process

Organizations that want to better understand how their practices compare to

CMMI best practices and want to implement CMMI practices often start with an
appraisal. Generally, a business decides to be appraised for one or more reasons,
including to:

Evaluate how the organization’s processes compare to CMMI best practices and
to determine areas of improvement

Share information with customers or suppliers about how the organization

compares to CMMI best practices

Comply with contractual terms of customers

1.3 Maturity levels

The CMMI model breaks down organizational maturity into five levels. For
businesses that embrace CMMI, the goal is to raise the organization up to Level
5, the “optimizing” maturity level. Once businesses reach this level, they aren’t
done with the CMMI. Instead, they focus on maintenance and regular
improvements.

Once organizations hit Levels 4 and 5, they are considered high maturity, where
they are “continuously evolving, adapting and growing to meet the needs of
stakeholders and customers.” That is the goal of the CMMI: To create reliable

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environments, where products, services and departments are proactive, efficient
and productive.

1.3.1 Maturity Level 0: Incomplete

At this stage work “may or may not get completed.” Goals have not been
established at this point and processes are only partly formed or do not meet the
organizational needs.

1.3.2 Maturity Level 1: Initial

Processes are viewed as unpredictable and reactive. At this stage, “work gets
completed but it’s often delayed and over budget.” This is the worst stage a
business can find itself in — an unpredictable environment that increases risk and
inefficiency.

1.3.3 Maturity Level 2: Managed

There’s a level of project management achieved. Projects are “planned,

performed, measured and controlled” at this level, but there are still a lot of issues
to address.

1.3.4 Maturity Level 3: Defined

At this stage, organizations are more proactive than reactive. There’s a set of
“organization-wide standards” to “provide guidance across projects, programs
and portfolios.” Businesses understand their shortcomings, how to address them
and what the goal is for improvement.

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1.3.5 Maturity Level 4: Quantitatively managed

This stage is more measured and controlled. The organization is working off
quantitative data to determine predictable processes that align with stakeholder
needs. The business is ahead of risks, with more data-driven insight into process
deficiencies.

1.3.6 Maturity Level 5: Optimizing

Here, an organization’s processes are stable and flexible. At this final stage, an
organization will be in constant state of improving and responding to changes or
other opportunities. The organization is stable, which allows for more “agility and
innovation,” in a predictable environment.

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2 MoProSoft

MoProSoft is the Processes Model for the Software Industry in Mexico (Modelo de
Procesos para la Industria del Software de México, in Spanish). It was developed
and oriented to MSMEs with the purpose of promoting the standardization of their
operation through the incorporation of best practices in software management
and engineering.

MoProSoft is a process-based model oriented to small and medium-sized

companies or internal software development and/or maintenance areas, which
allows them to access world-class software engineering practices, and the
adoption of the model will allow organizations to increase their capacity to offer
quality services and reach international levels of competitiveness.

2.1 Key areas

It should be noted that MoProSoft is a model for software development and

maintenance that is focused on processes considering the basic structure of a
company, considering three levels of organization: Senior Management,
Management and Operation, in such a way that the model aims to support
software development and/or maintenance companies in the standardization of
their practices, in the evaluation of their effectiveness and in the integration of
continuous improvement.

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The aforementioned categories contain the processes that make up MoProSoft as
follows and as described below:

Top Management: contains the Business Management process.

Management: contains the Process Management, Project Management and

Resource Management processes. This last process contains three sub-processes
which are: Human Resources and Work Environment, Goods, Services and
Infrastructure and Knowledge of the Organization.

Operation: this category contains the processes of Specific Project Management

and Software Development and Maintenance.

2.2 Process

MoProSoft is a model for software development and maintenance that is focused

on processes.

Considering the basic structure of a company, it divides it into three organizational

levels: Top Management, Management and Operation.

In this way it aims to support companies in the standardization of their practices,

in the evaluation of their effectiveness and in the integration of continuous
improvement.

2.2.1 Top Management

Establish the raison d'être of the organization, its objectives and the conditions to
achieve them, for which it is necessary to consider the needs of customers, as

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well as to evaluate the results in order to propose changes that allow continuous
improvement. Additionally, it enables the organization to respond to a changing
environment and its members to work towards the established objectives.

2.2.2 Management

Establish the organization's processes, based on the required processes identified

in the Strategic Plan. As well as defining, planning and implementing improvement
activities.

Ensure that projects contribute to the fulfillment of the organization's objectives

and strategies.

To provide the organization with human resources, infrastructure, work

environment and suppliers, as well as to create and maintain the organization's
Knowledge Base.contains three sub-processes: Human resources and work
environment. Goods, services and infrastructure. Knowledge of the organization.

2.2.3 Operation

Systematically establish and carry out activities to meet project objectives within
the expected time and cost.

2.3 Maturity level

Moprosoft establishes the maturity of each process through an assessment that

positions the company at one of five capability levels. From Level 1, where the
process is performed, to Level 5, which represents process optimization. In

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addition, there is Level 0, indicating a state of process incompleteness, or chaos.
(Facultad de Estadística e Informática, 2018)

According to MOPROSOFT (2017), the maturity levels of the Moprosoft model are:

2.3.1 Maturity Level 0: Process Incomplete.

The process is not implemented or does not achieve its purpose. At this level,
there is little or no evidence of any systematic achievement of the purpose of the
process.

2.3.2 Maturity Level 1: Process Implemented.

The implemented process achieves its intended purpose.

2.3.3 Maturity Level 2: Process Managed.

The executed process described above is already implemented in a managed

manner (planned, monitored and adjusted) and the results of its execution are
appropriately established, controlled and maintained.

2.3.4 Maturity Level 3: Process Established.

The managed process described above is now implemented using a defined

process that is capable of achieving its process outcomes.

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2.3.5 Maturity Level 4: Predictable Process

The established process described above is now executed within defined limits to
achieve its process outcomes.

2.3.6 Maturity Level 5: Optimized Process

The predictable process described above is continuously improved to meet current

and future business goals.

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Conclusion

The development of this activity was helpful for us because we learnt more about
the two model norms that could be a vital part in the quality field in the final
product of a software project.

Both CMMI and MoProSoft models improve the quality of the product by
standardizing the used processes and practices in the development and
maintenance of software.

Following these models also could represent a reduction in costs of investment

for the implementation of a system thanks to the provided efficiency and
organization by these norms and standards.

By championing standardized operations and best practices, these models pave

the way for greater organizational efficiency and higher quality standards,
ensuring sustained relevance and success in today's dynamic business landscape.

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References

Conogasi. (2017, November 1). MoProSoft: Un modelo para mejorar la calidad del
software en México. Retrieved from Conogasi:
https://conogasi.org/articulos/moprosoft-un-modelo-para-mejorar-la-calidad-
del-software-en-mexico/
De La Cruz Salomón, J. (n.d.). MoProSoft. Retrieved from MoProSoft:
https://www.uv.mx/personal/ermeneses/files/2021/05/MoProSoft-
FebJul2021.pptx
Facultad de Estadística e Informática. (2018, May 23). PROCESOS PARA LA
INGENIERIA DE SOFTWARE. Retrieved from TECNOLOGIAS PARA LA
INTEGRACION DE SOLUCIONES:
https://www.uv.mx/personal/ermeneses/files/2018/05/5-ClaseMoprosoft.pdf
MOPROSOFT. (2017, July). MOPROSOFT. Retrieved from CALIDAD EN LOS
SISTEMAS DE INFORMACION: https://calidadsi17.blogspot.com/2017/07/43-
moprosoft.html
Tutorialspoint. (n.d.). CMMI - Key Process Areas. Retrieved from
Tutorialspoint.com:
https://www.tutorialspoint.com/cmmi/cmmi_process_areas.htm
Watts, S. (2020, February 19). CMMI: An Introduction to Capability Maturity Model
Integration. Retrieved from BMC Blogs: https://www.bmc.com/blogs/cmmi-
capability-maturity-model-integration/
White, S. K. (2021, June 1). What is CMMI? A model for optimizing development
processes. Retrieved from CIO: https://www.cio.com/article/274530/process-
improvement-capability-maturity-model-integration-cmmi-definition-and-
solutions.html

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