Services has one process area, Security Management. Security by Design with CMMI for Development, Version 1.3 has the following process areas: OPSD – Organizational Preparedness for Secure Development SMP – Secure Management in Projects SRTS – Security Requirements and Technical Solution SVV – Security Verification and Validation While they do not affect maturity or capability levels, these process areas can be reported in appraisal results. Applications The SEI published a study saying 60 organizations measured increases of performance in the categories of cost, schedule, productivity, quality and customer satisfaction. The median increase in performance varied between 14% (customer satisfaction) and 62% (productivity). However, the CMMI model mostly deals with what processes should be implemented, and not so much with how they can be implemented. These results do not guarantee that applying CMMI will increase performance in every organization. A small company with few resources may be less likely to benefit from CMMI; this view is supported by the process maturity profile (page 10). Of the small organizations (<25 employees), 70.5% are assessed at level 2: Managed, while 52.8% of the organizations with 1,001–2,000 employees are rated at the highest level (5: Optimizing). Turner & Jain (2002) argue that although it is obvious there are large differences between CMMI and agile software development, both approaches have much in common. They believe neither way is the 'right' way to develop software, but that there are phases in a project where one of the two is better suited. They suggest one should combine the different fragments of the methods into a new hybrid method. Sutherland et al. (2007) assert that a combination of Scrum and CMMI brings more adaptability and predictability than either one alone. David J. Anderson (2005) gives hints on how to interpret CMMI in an agile manner. CMMI Roadmaps, which are a goal-driven approach to selecting and deploying relevant process areas from the CMMI-DEV model, can provide guidance and focus for effective CMMI adoption. There are several CMMI roadmaps for the continuous representation, each with a specific set of improvement goals. Examples are the CMMI Project Roadmap, CMMI Product and Product Integration Roadmaps and the CMMI Process and Measurements Roadmaps. These roadmaps combine the strengths of both the staged and the continuous representations. The combination of the project management technique earned value management (EVM) with CMMI has been described. To conclude with a similar use of CMMI, Extreme Programming (XP),