Supporting CMMI assessment using distributed, non-invasive measurement and process mining Saulius Astromskis, Andrea Janes, Alberto Sillitti, and Giancarlo Succi Centre for Applied Software Engineering Free University of Bozen/Bolzano, Bolzano, Italy {saulius.astromskis, andrea.janes, alberto.sillitti, giancarlo succi}@unibz.it Abstract The reputation of lightweight software development processes such as Agile and Lean is damaged by prac- titioners that claim benefits of such processes that are not true. Teams that want to demonstrate their seriousness, could benefit from matching their processes to the CMMI model, a recognized model by the industry and the public administration. CMMI stands for Capabil- ity Maturity Model Integration and provides a reference model to improve and evaluate processes according to their maturity based on best practices. On the other hand, particulary in a lightweight soft- ware development process, the costs of a CMMI ap- praisal are hard to justify since its advantages are not directly related to the creation of value for the cus- tomer. This paper presents Jidoka4CMMI, a tool to – once a CMMI appraisal has been conducted – allow to docu- ment the assessment criteria in form of executable test cases. The test cases, and so the CMMI appraisal, can be repeated anytime, without additional costs. The use of Jidoka4CMMI increases the benefits of conducting a CMMI appraisal. We hope that this en- courages practitioners using lightweight software de- velopment processes to assess their processes using a CMMI model. 1. Introduction Promoters of so called lightweight software develop- ment processes (e.g., Extreme Programming, Scrum, Lean software development) face the problem that lur- ing consultants claim that if you use a lightweight de- velopment process, you do not need to document any- thing, can solve every problem, produce bug-free soft- ware, turn your customers into friends, maintain dead- lines easily, and will have a 9 to 5 job [1]. Moreover, some companies call themselves Agile, Lean, etc., not because they pursue agility, but be- cause it is fashionable to do so [2]. The picture of a young, dynamic, flexible, and lean team is what cus- tomers expect and, as a consequence, what companies convey within their marketing material. In summary, the described development damages the reputation of lightweight software development pro- cesses. The conscientious part of the community needs to develop methods and tools to objectively assess their method to produce software and hence, to understand in which context it works and in which not. The avail- ability of such methods and tools will help to distin- guish the serious practitioner from the quacksalver. Agile and Lean teams could benefit from having a reference model, accepted by the industry and the public administration, that defines what it means to develop “good” software. Teams that adhere to such model could claim that what they do corresponds to the best practices of software development. The CMMI for Development is such a model that describes typical elements of effective processes [3]. Therefore, a proposed solution to increase the repu- tation of Agile and Lean teams is to embrace both: CMMI and Agile [3]. The comparison of the development process of a given organization with the recommendations of the CMMI helps to evaluate the maturity of the analyzed process, find gaps between the performed activities and the suggested ones, identify improvement possibilities, and demonstrate their maturity towards criticizers us- ing a model recognized throughout the industry and public administration. According to Hillel Glazer, one of the autors of the paper “CMMI or Agile, Why not embrace both?” [3], a CMMI appraisal for a small business with less than 100 developers that is completely ready to be appraised