Making simulation relevant in business: achieving higher levels of CMMI maturity using simulation

  • Authors:
  • Martin J. Miller;Francisco Pulgar-Vidal;David M. Ferrin

  • Affiliations:
  • Business Prototyping Inc., FL;Business Prototyping Inc., IL;Business Prototyping Inc., IL

  • Venue:
  • Proceedings of the 34th conference on Winter simulation: exploring new frontiers
  • Year:
  • 2002

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Simulation and the Capability Maturity Model Integrated (CMMI) are both fundamentally process focused with common objectives. Both are tools used to advance process capabilities and performance. Can organizations apply simulation to their business practices to help them achieve higher levels of CMMI maturity? Which specific Process Areas would simulation add the most value? Simulation projects usually involve development of end-to-end "As-Is" process models. This activity is useful for organizations developing level 3 capabilities where explicit process definitions are necessary. Next, simulation analysts instrument their processes with defined, consistent measurements. These measures usually coincide with the same type of process measures which level 4 organizations use to understand their process and project performance. Finally, the most powerful feature of simulation is testing incremental or transformational changes in "To-Be" models. This feature will add value to level 5 organizations, who continuously anayze the cost/benefits of new technologies and proposed process changes.