Assess software quality maturity by defining the decision and scope, selecting a model that measures the right thing, comparing evidence from actual work with its criteria, and turning gaps into a small, owned improvement plan. First distinguish the quality of a software product from the maturity of the processes used to build, test, and maintain it: they are related, but one does not establish the other.
Decide what you are assessing
Start by writing down the decision the assessment must support. Common purposes include improving internal practices, determining whether processes are suitable for a requirement, or evaluating a supplier’s processes against a contract. The purpose affects which evidence and assessment method are appropriate. ISO/IEC TS 33010:2023 provides guidance on selecting assessment models, documented processes, and instruments for process assessments: ISO/IEC TS 33010:2023.
Set boundaries before choosing a model. Record the products, teams, lifecycle stages, and quality practices in scope, as well as what is explicitly out of scope. An assessment of one product team’s release process, for example, should not be presented as a finding about every team in the organization.
- Decision: What will the assessment help you decide or change?
- Coverage: Which products, teams, lifecycle stages, and practices are included?
- Use of results: Who will act on the findings, and what kind of evidence will make them actionable?
Separate product quality from process maturity
Product quality concerns characteristics of the software or ICT product. IEC describes ISO/IEC 25010:2023 as follows: “This document defines a product quality model, which is applicable to ICT (information and communication technology) products and software products.” It is a reference for specifying, measuring, and evaluating product-quality characteristics across the lifecycle. See the IEC publication page for ISO/IEC 25010:2023.
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Process maturity concerns how organizational work is performed and improved. ISO/IEC 33004:2015 sets requirements for process reference models, process assessment models, and maturity models; it is not a product-quality checklist. See ISO/IEC 33004:2015.
Use a product-quality model when the question is about a product’s qualities. Use a process-assessment or maturity model when the question is about organizational capability. An organization can produce a product with good measured qualities without demonstrating that its processes are consistently mature, and a process rating alone does not prove a specific product meets its quality needs.
Choose a model that fits the question
No single model is established as universally best. Compare candidates against the purpose and scope you defined, rather than choosing a familiar name and retrofitting the assessment around it.
| Assessment need | Relevant reference | What it addresses |
|---|---|---|
| Evaluate or specify software product quality | ISO/IEC 25010:2023 | Product-quality characteristics for ICT and software products. |
| Set requirements for process reference, assessment, or maturity models | ISO/IEC 33004:2015 | Requirements for process reference models, process assessment models, and maturity models. |
| Get guidance for performing a process assessment | ISO/IEC TS 33010:2023 | Guidance on assessment purposes and selection of models, documented processes, and instruments. |
| Assess software testing processes specifically | TMMi | A testing-focused staged model and process-area criteria. |
Before committing to a model and method, check its scope, criteria, expected evidence, rating approach, and any qualification requirements for a formal assessment. Confirm that its process areas and instruments match your lifecycle and the decision at hand.
When TMMi may fit
The TMMi Foundation describes TMMi as a staged model for improving software testing processes, progressing from ad hoc and unmanaged practices through managed, defined, and measured stages to optimization. The Foundation also says it can complement CMMI with more detailed support for software and system testing. These are the Foundation’s descriptions, not an independent comparative evaluation. See the TMMi Model and Model Aims and Objectives.
The Foundation says the TMMi model is freely available, while its TMMi Assessment Method (TAM) is licensed for accredited assessors and lead assessors. If you need a formal assessment, verify the method and assessor requirements for your intended use on the TMMi Foundation site.
Gather evidence about work as it is performed
Do not rate maturity from policy documents alone. Compare documented intent with actual practice across the teams and lifecycle stages in scope. A useful evidence set can combine artifacts and records, observation of work, and interviews with people who perform or depend on the practices. This is a practical way to ground judgments; it is not a single evidence checklist mandated by every model.
- Artifacts and records: Review relevant plans, process descriptions, test records, defect or incident records, decision logs, and measurements. Select items that demonstrate how work happens, not only that a template exists.
- Observation: Where practical, observe a representative workflow, such as how testing is planned, executed, and used to inform a release decision.
- Conversations: Ask people in different roles and teams to describe the same practice. Differences can reveal that a process is inconsistent or understood differently.
- Coverage: Sample across the scope you declared. State any limits in the sample so a local finding is not mistaken for an organization-wide conclusion.
Look for evidence that relevant practices are repeated and supported, that teams share a defined approach where appropriate, and that measurement informs decisions. The assessment should distinguish an isolated success from a practice that is established across the scope being rated.
Compare evidence with criteria and record judgments
Use the selected model’s criteria rather than an informal impression of what “mature” looks like. Record each expectation, the evidence that supports it, and a judgment such as demonstrated, partly demonstrated, or unsupported. Keep the basis for each rating so another reviewer can understand what was observed and what remains uncertain.
For TMMi, the Foundation’s assessment method compares process-area goals and practices with existing practices. It describes assessment results as identifying strengths, weaknesses, risks, and improvement opportunities, and producing an organization-specific improvement plan. See The TMMi Assessment Method.
When evidence is missing or contradictory, record that plainly instead of turning an absence of records into proof that a practice never occurs. A rating should reflect the method’s rules and the available evidence, not confidence, seniority, or the volume of documentation.
Use measures that answer the decision
Measurement can help assess both test processes and product quality, but there is no universal metric set for every organization in the sources cited here. Choose measures that fit the chosen model and the decision you need to make. Explain each measure’s scope and meaning before using it to compare teams or track change.
- Do not equate a large number of test cases with mature testing; count alone does not show whether tests address relevant risks or influence decisions.
- Do not treat one defect measure as a complete description of quality. Its meaning depends on what was counted, over what period and scope, and how it relates to the decision.
- Use trends and contextual evidence carefully. A change in a metric is useful only when its definition and collection remain suitable for the comparison being made.
The TMMi Foundation reports that 88% of TMMi users surveyed reported benefits in effectiveness or product quality, and 77% reported benefits in test efficiency. The source page does not state the survey year or sample size, and does not establish independent verification. These are Foundation-reported survey results, not proof that adopting TMMi causes those outcomes. See TMMi Model Aims and Objectives.
Turn findings into an improvement plan
Prioritize a few gaps that matter to the business decision and the assessment scope. For each selected change, define the intended outcome, an owner, and evidence you will revisit to determine whether the practice changed. The TMMi Foundation describes its assessment as leading to an organization-specific plan; ISO/IEC TS 33010 frames process assessment as useful for improvement.
- Select priorities: Choose gaps with a clear connection to product risk, delivery needs, requirements, or the supplier decision you are supporting.
- Define the change: State what practice should change and what observable evidence would demonstrate progress.
- Assign ownership: Name the team or role responsible for making and sustaining the change.
- Revisit evidence: At an appropriate point after implementation, collect comparable evidence and assess whether the change is established—not merely announced.
A maturity assessment is most useful when it creates a repeatable learning cycle: agreed scope, model-based judgments, traceable evidence, focused improvements, and a later check against the same relevant criteria.
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Frequently Asked Questions
Does a higher maturity rating guarantee fewer defects or faster delivery?
No. The cited standards and TMMi material do not establish that a maturity level guarantees a particular defect reduction, delivery speed, or return on investment.
Can we use ISO/IEC 25010 alone to assess our organization’s process maturity?
No. ISO/IEC 25010:2023 is a product-quality model; process maturity requires an appropriate process-assessment or maturity model.
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