At this second level, organizations depend mainly on policies for managing a software project and measures to apply those policies are established. These measures help the organizations to repeat successfully the previously mastered tasks and avoid the repetition of failures. The major chunk of an organizations processes at this level stays institutionalized, through staff experience instead of detailed documentation procedures.
The various engineering activities and the processes of management at this level is formally defined, documented and integrated. In the process of development and maintenance of software, the organizations staff follows this defined standard process. At this third level, newer methods and tools can be added, and it becomes easier to train new staff to adapt according to the requirement of the organization.
At this level, organizations stress the importance of quantitatively measuring the quality of the products delivered by each process. Detailed measures of the software process and product quality are collected and used to identify and correct issues with process performances. Organizations set quantitative goals for both software products as well as processes.
As part of the organizations measurement program, productivity and quality of all software process activities and its supporting activities are measured. As new sets of tools or processes are added, or adjustments are made to already existing processes, measurement data enables the organization to access the success of the adjustment as well as prevent the recurrence of defects.
At level 5, focus is on the continuous process improvement. The organization proactively identifies strengths and weakness in process, with the aim of preventing the occurrence of defects. Here continuous improvement becomes institutionalized into the development process. Instead of merely