SQC In the News!
Celebrating 40 Years of Software Engineering Institute (SEI) and 125 Years of Carnegie Mellon University
The Carnegie Mellon University (CMU) Software Engineering Institute (SEI) is marking 40 years as a cornerstone of advancing software as a strategic advantage for national security. For four decades, the SEI has worked to make software do more, be more secure, deploy faster, and cost less, improving software systems vital to national defense and the broader information technology ecosystem.
The DoD established the SEI in 1984, and the institute began operation in early 1985. Since then, the SEI has been at the forefront of technology transformations that changed how the DoD provides capabilities and protects its systems and networks. Early on, the SEI recognized the importance of process improvement in software development and evolved the Capability Maturity Model Integration (CMMI), a framework for assessing an organization’s software process maturity.
Following the Morris worm attack in 1988, the SEI became a leader in incident response, vulnerability analysis, and cybersecurity research. The SEI led a third key technology transformation in software architecture, particularly through creation of the Architecture Analysis and Design Language (AADL), which enabled modeling and analysis of complex systems. And in the last decade, the SEI has advanced artificial intelligence (AI) from bespoke solutions and isolated algorithms toward an AI Engineering discipline and an AI system development lifecycle.
40 Years of Advancing Software for National Security
A brief timeline of SEI and significant milestones, including our Partnership.
1984–1990
- 1984 – SEI established at Carnegie Mellon University.
- 1986 – Early work on software process maturity led by Watts Humphrey.
- 1988 – First computer emergency response team (CERT) created.
- 1990 – SEI launches program on risk management for software systems.
1991–2000
- 1992 – Introduction to Software Process Improvement published.
- 1992 – Introduction to Software Process Improvement published.
- 1995 – People Capability Maturity Model published.
- 1997 – CMMI project initiated by DoD.
- 1998 – Software Architecture in Practice published.
- 1999 – Framework for Software Product Line Practice published.
- 2000 – COTS Usage Risk Evaluation and Product Line Technical Probe created. 2001–2010
2001–2010
- 2001 – SEI establishes Acquisition Support Program.
- 2002 – First International COTS-Based Software Systems Conference.
- 2003 – US-CERT established; software architecture curriculum launched.
- 2004 – International Process Research Consortium formed.
- 2009 – CERT Resilience Management Model introduced.
2011–2019
- 2011 – External Dependencies Management Assessment released.
- 2014 – Tools for Android vulnerability analysis and early lifecycle cost estimation.
- 2015 – SEI advances cloudlets and architecture standards.
- 2016 – Vulnerability disclosure modernization.
- 2017 – Automated code defect detection tools developed.
- 2019 – Foundry platform for nextgen cyber training.
2020–2024
- 2020 – Crucible & GHOSTS cyber simulation tools released.
- 2021 – SCAIFE AI staticanalysis environment introduced.
- 2022 – PlatformIndependent Model (PIM) for DevSecOps pipelines created.
- 2023 – First AI Security Incident Response Team (AISIRT) established.
- 2024 – AI for Autonomy Lab founded to advance autonomous systems.
SQC Global Partner Era (2002–Current)
- SQC Global has been an official SEI/CMMI Partner for 23 years.
- Delivered CMMI appraisals, training, and consulting worldwide.
- Served US DoD prime contractors, technology firms, and global enterprises.
- Continued through the transition of CMMI ownership to ISACA in 2019 and continues.
Rejuvenating the Business Development best practices model – the BD-CMM, which is now Business Growth CMM V3.0 (BG 3)
The Business Development Capability Maturity Model (BD-CMM), originally developed in 2003, modeled based on the SEI’s CMM model, now rechristened as the Business Growth Capability Maturity Model (BG 3.0) appraisals are rapidly becoming a differentiator for organizations looking to grow consistently and compete more effectively. At its core, BG-CMM provides a structured way for companies to evaluate how well their business development processes work—from opportunity identification to capture management, proposal development, and customer engagement. Instead of relying on tribal knowledge or individual “rainmakers,” a BG-CMM appraisal helps organizations build repeatable, scalable, and measurable practices. The result is stronger pipeline discipline, more predictable win rates, and a clearer understanding of what truly drives success.
Companies also benefit from the transparency and alignment that a BG-CMM appraisal creates. Leadership gains visibility into gaps that may not surface in day-to-day operations, while BD, capture, proposal, and operations teams develop shared language and shared expectations. This alignment often leads to sharper pursuit decisions, better resource allocation, and fewer last-minute fire drills. Many organizations report that even the pre-appraisal preparation uncovers quick wins that improve efficiency almost immediately.
The Business Development Capability Maturity Model (BD-CMM), originally developed in 2003, modeled based on the SEI’s CMM model, now rechristened as the Business Growth Capability Maturity Model (BG 3.0) appraisals are rapidly becoming a differentiator for organizations looking to grow consistently and compete more effectively. At its core, BG-CMM provides a structured way for companies to evaluate how well their business development processes work—from opportunity identification to capture management, proposal development, and customer engagement. Instead of relying on tribal knowledge or individual “rainmakers,” a BG-CMM appraisal helps organizations build repeatable, scalable, and measurable practices. The result is stronger pipeline discipline, more predictable win rates, and a clearer understanding of what truly drives success.
Companies also benefit from the transparency and alignment that a BG-CMM appraisal creates. Leadership gains visibility into gaps that may not surface in day-to-day operations, while BD, capture, proposal, and operations teams develop shared language and shared expectations. This alignment often leads to sharper pursuit decisions, better resource allocation, and fewer last-minute fire drills. Many organizations report that even the pre-appraisal preparation uncovers quick wins that improve efficiency almost immediately.
SQC Global helps growth-focused organizations strengthen their business development engine through proven, model-based practices for BG-CMM, CMMI, CMMC, and similar models. We equip business development and executive teams with the structure, insight, and discipline needed to pursue the right opportunities, improve win rates, and scale growth predictably. Our advisory, appraisal, and training services transform BD from ad-hoc activity into a high-performing, repeatable capability. With SQC Global as a partner, leaders gain the clarity and competitive edge required to win consistently in demanding markets. SQC has been a leading partner for BD-CMM since 2008 timeframe and continues to help organizations that pursur gap assessments or training, or formal assessments on the BG best practices – the only of its kind in the World!
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Perhaps most importantly, a BG-CMM appraisal signals to customers and partners that an organization takes business development seriously and invests in excellence. In competitive markets—particularly government contracting—process maturity can be a powerful differentiator. Companies that pursue BG-CMM aren’t just chasing a rating; they’re demonstrating commitment to disciplined growth, data-driven decision making, and consistent delivery. For organizations seeking sustainable revenue and stronger customer trust, it’s an investment that pays dividends well beyond the assessment itself.