BALANCED SCORECARD VERSUS CMMI-DEV

BALANCED SCORECARD VERSUS CMMI-DEV

A balanced scorecard is a measure that enables business managers to check out and understand the performance of their businesses. For any organization, it is essential to understand the state of the company with maximum accuracy (Ayyagari and Atoum, 2019). In different times managers have used different measurement systems to determine the state of their businesses. A balanced scorecard tells the results of the actions taken.

The results of a balanced scorecard explain different views of the company all which are of remarkable to its development the customer view which describes how customers view the business. The customer view majorly determined by the quality of the product offered. Amount of time in which the firm provides to its customers, attending to them and listening to their grievances. Performance of the business and services provided to the customers after the sale. The cost of products greatly determines the view of the customers to the store (Kiran, 2011).

The balanced scorecard looks keenly into other views of the business, such as; how the store looks at the shareholder. Majorly the financial perspective of the company which needs close attention and monitoring. What the business must excel on. Internal view of the market can be answered after checking the internal performance of the company. The other picture is the possibility of improvement and creation of value.

CMMI-Dev

Capability Maturity Model Integration (CMMI) just as balanced scorecard its main aim is to ensure a business accomplishes the best outcomes in every operation that they perform. The main objective of why a company would integrate the use of CMMI is to ensure it deals with the improvement, obtaining the general support of items or administrations (Ayyagari and Atoum, 2019).

The model majorly checks on these three areas, which includes; process and service development, service establishment and management and product and service acquisition.  The model has been designed to help provide the needs of businesses to keep producing quality products and services.

CMMI model is more than a process model since it can be used to the behavioural model. It can develop measurable benchmarks or create a structure for encouraging productive behaviour throughout the organization; this could be used to tackle the logistics of improving the performance of the business (Kaplan, 2012).

Initially, the model was designed to be used for software development, but a general model was designed, allowing CMMI to be applied in hardware and service development across every industry. The model encourages businesses to focus on quality over quantity by establishing a benchmark for vetting vendors and suppliers. This ensures there is quality service offered to the customers and helps to minimize the risk and to build a corporate culture.

Comparisons 

            CMMI has models that take into considerations point of view usage in an ideal way that is available. It has the building framework that will permit the accompanying arrangement of exercises in connection to the client point of view and process viewpoint. The balanced scorecard has the point of view from which an association can be analyzed. It is protected to state that CMMI can be utilized to outline points of view of the balanced scorecard to fit the operation of the association best.

The similarities between the two tools in consideration are:

• The tools help to come up with requirement management which is the process of documenting, analyzing, tracing, prioritizing and agreeing on the requirement and then controlling the change and communicating to the relevant stakeholders (Kaplan, 2012).
• Both of the tools are essential in leading organizational process focus (OPF); this is responsible for the establishment of software process capabilities as specified by the organization.
• Both tools are in software state; hence they have the ability to acquire Quantitative Process Management which establishes goals for the performance of the project’s software process. It majorly involves measuring the performance of software process analyzing the measurements, and making adjustments in maintaining the performance of the process (Kiran, 2011).
• By adoption of any of the tool, there is integrated software management which involves developing the projects and manage the software projects using the defined software process.

Reference

Ayyagari, M. and Atoum, I., 2019. CMMI-DEV Implementation Simplified. International Journal of Advanced Computer Science and Applications, 10(4).

Kaplan, R., 2012. The balanced scorecard: comments on balanced scorecard commentaries. Journal of Accounting & Organizational Change, 8(4), pp.539-545.

Kiran, 2011. Comparison between Financial Ratios Analysis and Balanced Scorecard. American Journal of Economics and Business Administration, 3(4), pp.618-622.