At maturity level 5, an organization has achieved all the specific goalsof the process areas assigned to maturity levels 2, 3, 4, and 5 and the generic goals assigned to maturity levels 2 and 3.

Processes are continually improved based on a QUANTITATIVE understanding of the common causes of variation inherent in processes.

This level focuses on continually improving process performance through both incremental and innovative technological improvements.

The quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement.

The effects of deployed process improvements are MEASURED and EVALUATED against the quantitative process-improvement objectives. Both the defined processes and the organization's set of standard processes are targets of measurable improvement activities.

Optimizing processes that are agile and innovative, depends on the participation of an empowered workforce aligned with the business values and objectives of the organization. The organization's ability to rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and share learning. Improvement of the processes is inherently a role that everybody has to play, resulting in a cycle of continual improvement.

At maturity level 5, an organization has achieved all the specific goalsof the process areas assigned to maturity levels 2, 3, 4, and 5 and the generic goals assigned to maturity levels 2 and 3.

Processes are continually improved based on a quantitative understanding of the common causes of variation inherent in processes.

This level focuses on continually improving process performance through both incremental and innovative technological improvements.

The quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement.

The effects of deployed process improvements are measured and evaluated against the quantitative process-improvement objectives. Both the defined processes and the organization's set of standard processes are targets of measurable improvement activities.

Optimizing processes that are agile and innovative, depends on the participation of an empowered workforce aligned with the business values and objectives of the organization. The organization's ability to rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and share learning. Improvement of the processes is inherently a role that everybody has to play, resulting in a cycle of continual improvement.