ITIL CMMI

ITIL CMMI – similarities

The initial Capability Maturity Model (CMM v1.0) was developed by the Software Engineering Institute and specifically addressed software process maturity. It was first released in 1990, and after its successful adoption and usage in many areas, other CMM’s were developed for other disciplines and functions such as, and others.

ITIL CMMI have both got interesting histories, both are at what would be regarded as version 2 of their respective lifecycles and both were originally released at the same time, they also have very similar characteristics for continuous improvement built in.

ITIL CMMI – which one should I choose?

The answer to that question is that there is no single reason why you cannot have both. You see, ITIL is not prescriptive and the process maturity framework that ITIL conforms to is very similar to CMMI’s model.

ITIL CMMI – both, as a structured approach.

Now lets look at this from a structure viewpoint – I could have ITIL as a framework targeting of my management areas, focusing on the things that it does so well such as Capacity, Service level Management and ALL the others including Release Management, because this is where CMMI comes in. Under ITIL the process that focuses on the release of software into the live environment is Release management.

ITIL CMMI – where they fit.

What I am saying is that the specific model underneath Release Management in your organization then can be CMMI for software development. Why do I say beneath, because here is the thing that CMMI does not address – Hardware.

ITIL also addresses the hardware lifecycle within an organization because, as an example, the change from what was regarded as ITIL version one to ITIL version 2 incorporated this hardware lifecycle beneath Release Management. This was a deficiency in ITIL version 1 that was corrected.

Now before anyone starts shouting that, “Hey there are CMM’s for other areas like Systems Engineering, people, integrated product development, software acquisition” yes I know but the real strength was in Software development. Another thing to consider that many organizations found these useful, they also struggled with problems caused by overlap, inconsistencies, and integration. Many organizations also confronted conflicting demands between these models and ISO 9001 audits or other process improvement programs.

At the end of the day do what is right for your organization!

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