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4 13 March, 2013 Best practices Address development activities applied to products and services Cover product life cycle from conception through delivery and maintenance The emphasis is on the work necessary to build and maintain the total product
5 13 March, 2013 CMMI does not specify that − a project or organization must follow a particular process flow − a certain number of products be developed per day − specific performance targets be achieved
6 13 March, 2013 CMMI does specify that a project or organization should have processes that address development related practices To determine whether these processes are in place, a project or organization maps its processes to the process areas in this model
7 13 March, 2013 Definition Model Components Process Institutionalization CMMI Levels Process Areas Categories
12 13 March, 2013“A cluster of related practices in an area that,when implemented collectively, satisfies a setof goals considered important for makingimprovement in that area” CMMI-DEV v1.3 Glossary
13 13 March, 2013 Technical Solution Project Planning Validation Requirement Management Verification Project Monitoring & Control Decision Analysis & Resolution Configuration Management Organizational Process Definition Process & Product Quality Assurance Organizational Process Focus Measurement & Analysis Organizational Training Supplier Agreement Management Quantitative Project Management Integrated Project Management Organization Process Performance Requirements Development Causal Analysis & Resolution Product IntegrationOrganizational Performance Management Risk Management
14 13 March, 2013 Essential to achieving process improvement in a process area Must be visibly implemented in organization process Are generic goals (GG) and specific goals (SG)
15 13 March, 2013 Describes activities important in achieving required components Are specific practices (SP) and generic practices (GP) Must be present in the organization process as described, or acceptable alternatives, to consider the related goal satisfied
16 13 March, 2013 Help model users understand required and expected components
17 13 March, 2013 Definition History Model Components CMMI Levels Process Areas Categories
18 13 March, 2013 Process institutionalization implies that the process ingrained in the way the work is performed and there is a commitment and consistency to performing the process. An institutionalized process is more likely to be retained during times of stress.
20 13 March, 2013 GG 1: Achieve Specific Goals A performed process is a process that accomplishes the work necessary to satisfy the specific goals of a process area
21 13 March, 2013 GG 2: Institutionalize a Managed ProcessA managed process is a performed process; planned and executed in accordance with policy; employs skilled people; produce controlled outputs; monitored, controlled, and reviewed; evaluated for adherence to its process description.
22 13 March, 2013 GG 3: Institutionalize a Defined ProcessA defined process is a managed process tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; contributes process related experiences to the organizational process assets.
23 13 March, 2013 Definition History Model Components Process Institutionalization Process Areas Categories
26 13 March, 2013 An incomplete process is a process that either is not performed or is partially performed. One or more of the specific goals of the process area are not satisfied and no generic goals exist for this level since there is no reason to institutionalize a partially performed process.
27 13 March, 2013A performed process is a process that accomplishes the needed work to produce work products; the specific goals of the process area are satisfied Although CL 1 results in important improvements, those improvements can be lost over time if they are not institutionalized
28 13 March, 2013 A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description
29 13 March, 2013A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes process related experiences to the organizational process assets
30 13 March, 2013 Processes are usually ad hoc and chaotic Organization does not provide a stable environment to support processes Success depends on the competence of the people and not on the use of proven processes producing products and services that work, but frequently exceeding the budget and schedule documented in their plans
31 13 March, 2013 the projects have ensured that processes are planned and executed in accordance with policy; the projects employ skilled people who have adequate resources to produce controlled outputs; involve relevant stakeholders; are monitored, controlled, and reviewed; and are evaluated for adherence to their process descriptions
32 13 March, 2013 The organization’s set of standard processes is established and improved over time. These standard processes are used to establish consistency across the organization. Projects establish their defined processes by tailoring the organization’s set of standard processes according to tailoring guidelines
33 13 March, 2013 The organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing projects. Quantitative objectives are based on the needs of the customer, end users, organization, and process implementers. Quality and process performance is understood in statistical terms and managed throughout the life of projects
34 13 March, 2013 An organization continually improves its processes based on a quantitative understanding of its business objectives and performance needs The organization uses a quantitative approach to understand the variation inherent in the process and the causes of process outcomes