History

Use of models in information system development efforts is not a new phenomenon rather it is an aspect that is tightly integrated within information system development.  The capability maturity model is an example of a model that is commonly used in information systems development efforts to ensure that resources are guided towards attainments of well defined goals.  Moreover, in recent times there has been an increase in efforts aimed at certification as an approach to ensuring that organizational internal processes are improved.  Developing holistic programs aimed at improving quality and driving at organizational goals are commonly adapted to improving organizational ability to deliver its operational goals.  This paper will look at how the capability maturity model and certification can be used by organizations to improve the quality of their internal programs with emphasis on information system development. 
Discussion
A key aspect that differentiates the Capability Maturity Model (CMM) from other common information system models is the fact that it is based on data rather than theory.  In practical sciences models are used as abstractions of practical requirements and are therefore tools that guide mapping organizational goals into the practical systems developed.  However, the application of the capability maturity model is more than just an abstraction of IS requirements of an organization and user needs for it presents a stepwise approach that can be adopted by organization in efforts aimed at continuous improvement (Davenport 2005).  In fact most studies present the Capability Maturity Model as an approach that businesses use in ensuring that they continually develop their information systems ability so as to meet information needs (Hammer 2007).  Though the initial use of the capability maturity model was restricted to determining the efficiency of the government contractors, its use has been extended to other facets of organizational operations which is proof of its ability to ensure effective information systems development.  The use of the capability maturity model has diversified into various areas of business processes and it is now common for the model to be to be applied to risk management project management software development human resource management and information system development.  It is evident that the use of the capability maturity model is not unique to any discipline which is a factor that may have played a role in its development into one of the most commonly used model in IS development.
Quality is factor that mould organizational processes in modern operational environments.  The high awareness that businesses place on quality is a result of the high levels of competition recorded in various business segments.  Failure to effectively manage competition is an issue that affects the reputation of businesses in segments that they operate in and may ultimately impact negatively on value generation (Hammer 2007).  Organizing an entire firms operational processes in a manner attuned towards development of effective internal systems is an avenue though which businesses ensure gain of competitive advantage.  Generation of value is an organization wide endeavour which implies that the level of coordination and success attained in ensuring that every process within an organization operations are aimed at ensuring generation of sustainable value determines the success that can be attained by organizations in such endeavours.  This implies that seeking value has to involve all organizational stakeholders and must be developed in a manner that ensures that each and every process in an organization is improved. 
Quality management principles assert that effective improvements depend on the nature of the assessment systems and how well an organization can improve its internal processes.  Continuous improvements and effective assessment systems are considered critical aspects to attainment of quality goals within organizations (Fong 2008).  It is therefore apparent that coordination of processes, having a clear set of goals and inclusion of effective assessments systems are critical factors in determining the levels of efficiency that can be attained in seeking quality.  Quality involve setting the agenda of quality and ensuring that the systems that are developed to support organizational operations are geared towards attainment of quality goals.  Ensuring a stepwise approach to quality management and a holistic approach to quality are areas where the Capability Maturity Model comes in handy for it ensures that an organization continually seeks to better its internal systems and deal with issue that may be limiting their efficiency.
The Capability Maturity Model is a five stage abstraction of the requirements that businesses must meet to move their processes from a state where application development practices are inconsistent to a level where focus is on optimizing processes and effective change management.  Change between this initial and final or the optimizing phase is defined by different requirements that affect internal operations.  A critical review of information system development shows that the nature of an information system is determined by the size of an organization and the nature of needs its users (Haftl 2009).  As the user become more specialized and demanding, the nature of systems and strategies that have to be have to incorporated within an information system become complex.  This is a factor that impact on the nature of strategies that are adopted by organizations since information systems affects the levels of coordination and efficiency of communication between different levels of an organisation.  By ensuring that the information system is continually upgraded to meet the needs of users, other facets of organizational management that determine the success that can be attained in operation for instance human resource management and are improved which results in improved value generation.  The CMM ensures that business focus on attaining a state where they continually improve their process which is important in ensuring quality of information systems development efforts (Davenport 2005).  By seeking attainment of the fifth level in the CMM, companies develop an appreciation of the need for low level requirements for instance effective management and reduction of wastage.  Thus CMM provides a vision and sets a path that organizations can follow in improving their information systems.
Appreciation of low level goals and seeking goals aimed at appreciations of effective change management processes and optimization of organizational resources and processes is realizable through CMM.  This is an issue that is of critical importance considering that attainment of value goals in developing organizational processes require coordination of nearly all systems in a manner that ensures that organizational processes are directed towards value generation and quality (Davenport 2005).  Therefore CMM provides not only the direction that should be adopted in seeking to improve the quality of an information process but also highlights some of the operational requirements that organizations have to consider in ensuring that the overall goals are attained.  Emphasis placed on change management by CMM ensures that organizations avoid resistance by employees and poor change management which are key impediments to information system development (Jokela, Siponen, Hirasawa  Earthy 2006).
CMM aids a holistic approach to information systems development which helps attaining quality goals.  CMM is used for different processes within organizations.  Customer relationship management, strategic alignment of organizational goals and even risk management can be modelled using CMM (Jokela, Siponen, Hirasawa  Earthy 2006).  On the other hand, information systems development involves incorporation of all processes within an organization to ensure that their information needs are well managed.  This implies that CMM provide a platform upon which organization can ensures that other processes that are vital to quality and value generation are incorporated within information development efforts.  This is important for it ensure that the development and improvement of an information system is defined by considerations on other organizational system and could also translated to development of effective system in other areas of an organization.  It is worth noting that resistance to development efforts within an organization which hinder quality improvements are in most cases a result of strategies that have been developed with little considerations on existing systems.  Analysis of the existing systems and incorporation of their requirements in any change agenda is a critical requirement in effective change management which is made possible with the employment of a CMM platform (Jokela, Siponen, Hirasawa  Earthy 2006).  Thus the relevance of CMM to improvements of the quality of information systems development efforts arises from its role in ensuring that both technical and people requirements are well integrated in IS development strategies.
There is an urgent need for businesses to ensure that the nature of strategies that they adopt in their operations is relevant to their needs.  This is an issue of critical importance in ensuring that an information system continually meets business and people needs.  It is noteworthy that an effective information system relays flexibility which makes it easy to incorporate changes within an operational environment in the nature of the systems that are adopted.  An effective information system ensures that the goals set by an organization with respect to meeting information needs are met irrespective of the changes recorded in the operational environment (Jokela, Siponen, Hirasawa  Earthy 2006).  A review of CMM reveals that it is basically a framework that allows for businesses to set goals and provide a framework that they can use in attaining these goals.  This implies that the dynamism of the operational environment and complexities associated with ensuring objectivity in managing and developing information systems can effectively be managed with the aid of a CMM.
Certification can be used in conjunction with CMM to ensure that businesses objectively seek quality in their information system development.  It is worth noting that certification as a strategy is aimed at ensuring that businesses are guided towards effective implementation of businesses processes.  Certification ensures that organization set goals and develop measures aimed at meeting the set goals.  There are set minimal requirements that have to be met by organizations for them to be certified.  Therefore the goals in CMM are quite similar to those in certification thus use of certification in tandem with CMM may lead to systems that are effective with respect to goal setting.  The ISO9001 as an example requires businesses to set strategies that are in line with project management principles to ensure that goals in their operations are attained.  Setting direction and developing mechanisms to ensure that information systems goals are attained can be attained with the implementation of either certification or CMM.  Certification provides an organization with an external reason to develop effective IS development strategies which can easily be appreciated by all in an organization.  Certification is carried out by external bodies which place pressure on organizations to ensure that their project management efforts are carried out effectively. 
Certification aids in ensuring that each of the five stages in CMM is well addressed.  By setting the five phases as goals that have to be met within a clearly defined time frame, certification places pressure on organizations to channel resources and expertise on IS development thus quality.  However, this requires appreciation by an organization of the benefits associated with certification and CMM as strategies for developing effective information systems (Davenport 2005).  Certification and CMM just provide a direction that businesses can adopt though the success of an organization in developing its information system is actually dependent on how individual requirements are carried out.  Though certifications and CMM may ensure that businesses meet minimum requirements in developing and ensuring the quality of their information systems, organizational input into IS development vary in the levels of innovation, efficiency of management systems and communication of organizational goals which may result in different results in IS development. 
Certification requirements often affect the nature of management systems that are adopted and interaction between employees in an organization in a manner that seeks to ensure transparency and goal oriented interaction.  These considerations are critical success factors in traversing the different stages of CMM.  This implies that certification provides a platform upon which CMM can be carried out effectively.

It is evident that CMM plays a vital role in ensuring that the strategies that are adopted by businesses are relevant to value generation thus quality.  If combined with certification, CMM provides an effective platform through which organizations can ensure that they set objective goals with respect to information systems development and take the initiative to ensure that the goals are attained.  It is noteworthy that though there are various factors that have to be considered in information systems development, CMM provides a platform where technological and people issues in information system development can be managed effectively.  However, despite the effective platform for information systems development provided by certification and CMM, success is dependent on the individual strategies adopted by business in there is development agenda.