整合六標準差與軟體產業CMMI Level 4之管理方法

Abstract

目前各國之軟體組織均積極取得能力成熟度整合模式(Capability Maturity Model Integration, CMMI)之認證。CMMI是一套對軟體組織能力的評鑑制度，可作為軟體組織能力之證明及軟體組織改善之參考。取得CMMI認證目前已成為全球軟體組織承接專案與證明執行專案能力的重要依據。CMMI評鑑制度共分為5個等級，至2010年5月，台灣通過CMMI評鑑的軟體組織大部份已通過成熟度第二級(Maturity Level 2, ML2)及成熟度第三級(Maturity Level 3, ML3)，僅分別有3家通過成熟度第四級(Maturity Level 4, ML4)及成熟度第五級(Maturity Level 5, ML5)。本研究針對台灣僅有少數組織通過CMMI高階成熟度之原因進行探討，發現其中一項很重要的原因就是缺乏一套制定組織數量化目標及規劃組織達成CMMI高階成熟度各項要求的系統性作法。由於六標準差與CMMI高階成熟度的精神相似，皆是以量化管理與滿足顧客需求為主要目標。因此本研究參考CMMI ML 4相關之中外文獻及本研究曾實際參與台灣數家軟體組織導入CMMI ML 4之經驗，提出一套整合六標準差與CMMI ML 4之管理方法。軟體組織透過本研究所提出之管理方法可清楚瞭解CMMI ML 4各項工作的要求及應用六標準差解決問題之步驟依序執行CMMI ML 4的各項工作，以迅速取得CMMI ML 4的認證，進而提昇軟體組織之國際競爭力。

Many software organizations are eager to achieve Capability Maturity Model Integration (CMMI) in recent years. The CMMI is a universal criterion for appraising the capability of software organizations and provides software organizations with the essential elements of improvement. CMMI consists of five maturity levels. Until May, 2010, most software organizations in Taiwan achieved Maturity Level 2(ML 2) and Maturity Level 3(ML 3) and only three software organizations achieved Maturity Level 4(ML 4)and Maturity Level 5 (ML 5), respectively. The main reason for only a few software organizations achieving ML 4 and ML 5 is that Taiwanese software organizations do not have appropriate tools for achieving CMMI ML 4.Because the concepts of CMMI ML 4 and Six Sigma are similar, this study proposed a management method by integrating Six Sigma with CMMI ML 4 for software organizations that may support software organizations to understand the requests and spirit of CMMI ML 4 and achieve CMMI ML 4