ization.
             At the initial level, an organization can be characterized as having chaotic process. The process is disorganized. The organization does not provide a stable environment for developing and maintaining software. Typically, the organisation cannot meet its commitments to deliver software product on time and within budget. When an organization lacks sound management practices, ineffective planning and eaction-driven commitment systems undermine the benefits of good software engineering practices. The organization operates without formalized procedures, cost estimates, and project plans. The process is unstable and lack of order in process improvement. Even if formal project control procedures exist, there are no management mechanisms to ensure that they are followed. Success depends entirely on having an exceptional manager and a seasoned and effective software team. The procedure lacks statistical control. Tools are not well integrated with the process, nor are they uniformly ap!
             plied. Change control is generally lax and senior management is not exposed to or does not understand the key software problems and issues. Occasionally, capable and forceful software managers can withstand the pressures to take shortcuts in the software process. But when they leave the project, their stabilizing influence leaves with them. Performance depends on the capabilities of individuals and varies with their innate skills, knowledge, and motivations. When projects do succeed, it is generally because of the heroic efforts of the team rather than the capability of the organization.
             Organisation at Level 2 (Repeatable):
             An organization at the repeatable level (level 2) has established basic software management controls, such as on project management, management oversight, product assurance, and change control. Policies for managing a software project and procedures to implement those policies are established. Planning and managing new projec...