Focus of CMMI SW-CMM is applied here CMMI is applied here
...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”
Everyone realizes the importance of having a motivated, quality work force but... PEOPLE PROCESS TECHNOLOGY Quality Leverage Points Major determinants of product cost, schedule, and quality
Why Focus on Process?
Process provides a constructive, high-leverage focus...
as opposed to a focus on people
Your work force, on the average, is as “good” as it is trained to be.
Working harder is not the answer.
Working smarter, through process, is the answer.
as opposed to a focus on technology
Technology applied without a suitable roadmap will not result in significant payoff.
Technology provides the most benefit in the context of an appropriate process roadmap.
Underlying Premise of Process Improvement “ The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.”
Categories of Process Improvement Benefits
Process improvement benefits fall into eight general categories:
improved schedule and budget predictability
improved cycle time
improved quality (as measured by defects)
increased customer satisfaction
improved employee morale
increased return on investment
decreased cost of quality
What is a CMM?
Capability Maturity Model : A reference model of mature practices in a specified discipline, used to assess a group’s capability to perform that discipline
CMMs differ by
Discipline (software, systems, acquisition, etc.)
Structure (staged versus continuous)
How Maturity is Defined (process improvement path)
How Capability is Defined (institutionalization)
What is CMMI?
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
Sponsored by US Department of Defense in cooperation with Carnegie Mellon University and the Software Engineering Institute (SEI)
Many other companies involved in CMMI definition such as Motorola and Ericsson
CMMI has been established as a model to improve business results
CMMI, staged, uses 5 levels to describe the maturity of the organization, same as predecessor CMM
Vastly improved version of the CMM
Emphasis on business needs, integration and institutionalization
How can CMMI help?
CMMI provides a way to focus and manage hardware and software development from product inception through deployment and maintenance.
ISO/TL9000 are still required. CMMI interfaces well with them. CMMI and TL are complementary - both are needed since they address different aspects.
TL9000 is a process compliance standard
CMMI is a process improvement model
Behavioral changes are needed at both management and staff levels. Examples:
Increased personal accountability
Tighter links between Product Management, Development, SCM, etc.
Initially a lot of investment required – but, if properly managed , we will be more efficient and productive while turning out products with consistently higher quality.
So Many Models, So Little Time Software CMM Systems Security Engr CMM Systems Engr CMM People CMM IPD CMM Software Acq CMM
Different structures, formats, terms, ways of measuring maturity
Causes confusion, especially when using more than one model
Hard to integrate them in a combined improvement program
Hard to use multiple models in supplier selection
Bridging the Divide
Integrates systems and software disciplines into one process improvement framework.
Provides a framework for introducing new disciplines as needs arise.
CMMI Models within the Framework
Systems Engineering + Software Engineering ( SE/SW )
Systems Engineering + Software Engineering + Integrated Product and Process Development (IPPD)
Systems Engineering + Software Engineering + Integrated Product and Process Development + Supplier Sourcing (SS)
Software Engineering only
The CMMI definition of “Systems Engineering” -
“ The interdisciplinary approach governing the total technical and managerial effort required to transform a set of customer needs , expectations and constraints into a product solution and to support that solution throughout the product’s life .” This includes both hardware and software.
CMMI Staged Representation - 5 Maturity Levels Level 5 Initial Level 1 Processes are unpredictable, poorly controlled, reactive. Managed Level 2 Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive. Defined Level 3 Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive. Quantitatively Managed Level 4 Processes are controlled using statistical and other quantitative techniques. Optimizing Process Maturity Process performance continually improved through incremental and innovative technological improvements.
Behaviors at the Five Levels Initial Quantitatively Managed Process is unpredictable, poorly controlled, and reactive Process is characterized for projects and is often reactive Process is characterized for the organization and is proactive Process is measured and controlled Focus is on continuous quantitative improvement Maturity Level Process Characteristics Behaviors Focus on "fire prevention"; improvement anticipated and desired, and impacts assessed. Greater sense of teamwork and inter- dependencies Reliance on defined process. People understand, support and follow the process. Focus on "fire fighting"; effectiveness low – frustration high. Managed Defined Optimizing Over reliance on experience of good people – when they go, the process goes. “Heroics.”
Within each of the 5 Maturity Levels, there are basic functions that need to be performed – these are called Process Areas (PAs).
For Maturity Level 2 there are 7 Process Areas that must be completely satisfied.
For Maturity Level 3 there are 11 Process Areas that must be completely satisfied.
Given the interactions and overlap, it becomes more efficient to work the Maturity Level 2 and 3 issues concurrently.
Within each PA there are Goals to be achieved and within each Goal there are Practices, work products, etc. to be followed that will support each of the Goals.
CMMI Process Areas
CMMI Terminology & Structure Maturity Levels (1 - 5) Generic Practices Generic Goals Process Area 2 Common Features Process Area 1 Process Area n Verifying Implementation Specific Goals Specific Practices Ability to Perform Directing Implementation Required Required Sub practices , typical work products, discipline amplifications, generic practice elaborations, goal and practice titles, goal and practice notes, and references Commitment to Perform Sub practices , typical work products, discipline amplifications, generic practice elaborations, goal and practice titles, goal and practice notes, and references Informative Informative Required. Common across all process areas. Required. Specific for each process area.
For the Requirements Management Process Area:
An example Goal (required):
“ Manage Requirements”
An example Practice to support the Goal (required):
“ Maintain bi-directional traceability of requirements”
Examples (suggested, but not required) of typical Work Products might be
Requirements traceability matrix or
Requirements tracking system
Yet another CMMI term: Institutionalization
Building and reinforcement of corporate culture that supports methods, practices and procedures so they are the ongoing way of business……..
Slide Required for all Process Areas
The Next Step Is CMM Integration
The CMM Integration Project was formed to
build an initial set of integrated models
improve best practices from source models based on lessons learned
establish a framework to enable integration of future models
create an associated set of appraisal and training products
Collaborative endeavor (over 100 people involved)
Software Engineering Institute (SEI)
Bodies of Knowledge Captured in CMMI Models
An organization selects the bodies of knowledge most relevant to achieving its business objectives. Bodies of knowledge* available in CMMI models include
integrated product and process development (IPPD)
supplier sourcing (SS)
*Each body of knowledge related to product or process development in CMMI is considered a discipline.
Software Engineering (SW)
SW covers the development of software systems
SW focus on applying systematic, disciplined, and quantifiable approaches to the
System Engineering (SE)
Systems engineering covers the development of total systems, which may or may not include software
Systems engineers focus on transforming customer needs, expectations, and constraints into product solutions and supporting these product solutions throughout the life of the product
Supplier sourcing (SS)
As work efforts become more complex, projects may use suppliers to perform functions or add modifications to products that are specifically needed by the project. When those activities are critical, the project benefits from enhanced source analysis and from monitoring supplier activities before product delivery
Integrated Product & process development (IPPD)
IPPD is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements
IPPD - Definition
IPPD provides a systematic approach to product development that achieves a timely collaboration of relevant stakeholders throughout the product life cycle to better satisfy customer needs.
Integrated Product and Process Development
IPPD affects all process areas.
IPPD is not a discipline like SE or SW.
Rather, it is a way of doing business.
IPPD is employed in conjunction with the CMMI disciplines (software and systems engineering).
Implementation of IPPD shapes how you perform the work in these disciplines.
Capability Maturity Model for Software V2, draft C (SW-CMM V2C)
EIA Interim Standard 731, System Engineering Capability Model (SECM)
Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)
Combined System Engineering / Software Engineering model
Can be applied to:
Just the software engineering projects in an organization
Just the system engineering projects in an organization
IPPD/SS can be used in either/both
Understanding CMMI Representations
There are two types of representations in the CMMI models:
A representation allows an organization to pursue different improvement objectives
The organization and presentation of the data are different in each representation. However, the content is the same.
Provides a proven sequence of improvements, each serving as a foundation for the next
Permits comparisons across and among organizations by the use of maturity levels
Provides an easy migration from the SW-CMM to CMMI
Provides a single rating that summarizes appraisal results and allows comparisons among organizations
Indicates maturity of an organization’s standard process -- to answer, “What is a good order for approaching improvement across the organization?”
CMMI Model Representations
A maturity level is a well-defined evolutionary plateau of process improvement.
There are five maturity levels.
Each level is a layer in the foundation for continuous process improvement using a proven sequence of improvements, beginning with basic management practices and progressing through a predefined and proven path of successive levels.
The Maturity Levels 1 2 3 4 5 Process unpredictable, poorly controlled, and reactive Process characterized for projects and is often reactive Process characterized for the organization and is proactive Process measured and controlled Focus on continuous process improvement Optimizing Quantitatively Managed Defined Initial Managed Optimizing Defined
Maturity Level 1 Initial
Maturity Level 1 deals with performed processes.
Processes are unpredictable, poorly controlled, reactive.
The process performance may not be stable and may not meet specific objectives such as quality, cost, and schedule, but useful work can be done.
Maturity Level 2 Managed at the Project Level
Maturity Level 2 deals with managed processes.
A managed process is a performed process that is also:
Planned and executed in accordance with policy
Employs skilled people
Adequate resources are available
Controlled outputs are produced
Stakeholders are involved
The process is reviewed and evaluated for adherence to requirements
Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive.
The managed process comes closer to achieving the specific objectives such as quality, cost, and schedule.
Maturity Level 3 Defined at the Organization Level
Maturity Level 3 deals with defined processes.
A defined process is a managed process that:
Well defined, understood, deployed and executed across the entire organization . Proactive.
Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Project or local tailoring is allowed, however it must be based on the organization’s set of standard processes and defined per the organization’s tailoring guidelines.
Major portions of the organization cannot “opt out.”
Maturity Levels Should Not Be Skipped
Each maturity level provides a necessary foundation for effective implementation of processes at the next level.
Higher level processes have less chance of success without the discipline provided by lower levels.
The effect of innovation can be obscured in a noisy process.
Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being consistently applied in a crisis.
Allows you to select the order of improvement that best meets your organization’s business objectives and mitigates your organization’s areas of risk
Enables comparisons across and among organizations on a process-area-by-process-area basis
Provides an easy migration from EIA 731 (and other models with a continuous representation) to CMMI
A capability level is a well-defined evolutionary plateau describing the organization’s capability relative to a process area.
There are six capability levels.
For capability levels 1-5, there is an associated generic goal.
Each level is a layer in the foundation for continuous process improvement.
Thus, capability levels are cumulative, i.e., a higher capability level includes the attributes of the lower levels.
The Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete
Relating Process Area Capability and Organizational Maturity
Organizational maturity is the focus of the staged representation, whereas process area capability is the focus of the continuous representation.
Organizational maturity and process area capability are similar concepts.
The difference between them is that organizational maturity pertains to a set of process areas across an organization, while process area capability deals with a set of processes relating to a single process area or specific practice.
Comparison of Representations Staged Continuous
Process improvement is measured using maturity levels.
Maturity level is the degree of process improvement across a predefined set of process areas.
Organizational maturity pertains to the “maturity” of a set of processes across an organization
Process improvement is measured using capability levels.
Capability level is the achievement of process improvement within an individual process area.
Process area capability pertains to the “maturity” of a particular process across an organization.
Advantages of Each Representation
Provides a roadmap for implementing
groups of process areas
sequencing of implementation
Familiar structure for those transitioning from the Software CMM
Provides maximum flexibility for focusing on specific process areas according to business goals and objectives
Familiar structure for those transitioning from EIA 731
Benefits of Continuing Process Improvement
SEI Software CMM Level 5: For the Right Reasons*
Defects are now nearly all found and fixed before testing begins.
Defects escaping into the field have been reduced from 11% to practically 0%.
Programs consistently reach customer satisfaction and performance targets.
Peer reviews increase total project costs by 4%, but reduced rework during testing by 31%. R.O.I. is 7.75:1.
CMM“I” – Improvement
The CMMI Product Suite provides a foundation for enterprise-wide improvement and adds
new emphasis on products and services as well as process
emphasis on both process capability and organizational maturity
early emphasis on measurement and analysis
The CMMI model improves upon Software CMM V1.1 and Software CMM V2.0 Draft C.
CMM“I” – Integration
Provides expanded model scope for integration
Integrated Product Management
Integrated Supplier Management
Decision Analysis and Resolution
“ Relevant Stakeholder” planning and execution
Inclusion of the Integrated Product and Process Development body of knowledge
Improving on the Software CMM
CMMI Models improve on the best practices in Software CMM Version 2.0 Draft C:
Incorporates 4+ additional years of learning
More explicitly links management and engineering activities to business objectives
Expands the scope of and visibility into the product life cycle and engineering activities to ensure the product or service meets customer expectations
Incorporates additional areas of best practice (e.g., measurement, risk management, bi-directional traceability in requirements management, decision analysis and resolution, and supplier management)
Captures more robust high-maturity practices
Addresses additional generic practices needed for institutionalization
More fully complies with relevant ISO standards
CMMI Can Benefit You
Efficient, effective assessment and improvement across multiple process disciplines in an organization
Improvements to best practices incorporated from the Software CMM
A common, integrated vision of improvement for all elements of an organization
A means of representing new discipline-specific information in a standard, proven process-improvement context
The following CMMI Models exist:
Selecting a Discipline to Use
Different model versions exist
CMMI-SW -- CMMI-SE/SW/IPPD
CMMI-SE/SW -- CMMI-SE/SW/IPPD/SS
You select which disciplines you wish to use, based on where you are trying to improve
Example – A company which engineers and builds computer systems, by acquisition of COTS hardware and development of custom software, using integrated teams
Use CMMI-SW applied only to the software development
Use CMMI-SE/SW applied to the computer system and the software
Use CMMI-SE/SW/IPPD applied to the system, software, and use of teams
Use CMMI-SE/SW/IPPD applied to the system, software, teams, and COTS acquisition
CMMI Structure one Model, Two Representations Maturity Level 5 OID, CAR Maturity Level 4 OPP, QPM Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR Overview Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM Appendixes Engineering REQM, REQD, TS, PI, VER, VAL Project Management PP, PMC, SAM IPM, RSKM, QPM Process Management OPF, OPD, OT, OPP, OID Process Management PAs - Goals - Practices Support CM, PPQA, MA, CAR, DAR Appendixes CMMI-SE/SW Staged Overview Introduction Structure of the Model Model Terminology Capability Levels and Generic Model Components Understanding the Model Using the Model CMMI-SE/SW Continuous
CMMI Model Structure
Staged Representation: Process Areas by Maturity Level Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing 4 Quantitatively Managed 3 Defined Quantitative management Process standardization Basic project management Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Integrated Supplier Management Risk Management Decision Analysis and Resolution Organizational Environment for Integration Integrated Teaming Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Initial Process Areas Level Focus (IPPD) (IPPD) (SS) 2 Managed Continuous process improvement
Continuous Representation: Organization of Process Areas Project Management Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management(IPPD) Integrated Supplier Management (SS) Integrated Teaming (IPPD) Risk Management Quantitative Project Management Category Process Area Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Engineering Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment Process Management Configuration Management Process and Product Quality Assurance Measurement and Analysis Causal Analysis and Resolution Decision Analysis and Resolution Organizational Environment for Integration (IPPD) Support
SW-CMM V1.1 vs. CMMI V1.1 Defect Prevention Causal Analysis and Resolution Technology Change Mgmt Organizational Innovation & Deployment Process Change Management Quantitative Process Mgmt Organizational Process Performance Software Quality Mgmt Quantitative Project Management Organization Process Focus Organization Process Focus Organization Process Definition Organization Process Definition Training Program Organizational Training Integrated Software Mgmt Integrated Project Management Risk Management Software Product Engr Requirements Development Technical Solution Product Integration Intergroup Coordination Verification Peer Reviews Validation Decision Analysis and Resolution Requirements Management Requirements Management Software Project Planning Project Planning Software Project Tracking & Oversight Project Monitoring and Control Software Subcontract Mgmt Supplier Agreement Management Software Quality Assurance Product & Process Quality Assurance Software Configuration Mgmt Configuration Management Measurement and Analysis LEVEL 5 OPTIMIZING LEVEL 4 MANAGED LEVEL 3 DEFINED LEVEL 2 REPEATABLE Key Process Areas (KPAs) Process Areas (PAs)
Support Process Areas
There are 5 Support Process Areas:
Configuration Management (L2)
Process and Product Quality Assurance (L2)
Measurement and Analysis (L2)
Causal Analysis and Resolution (L5)
Decision Analysis and Resolution (L3)
Understanding Support Processes
Support process areas cover the practices that support product development, maintenance, and acquisition.
They provide essential processes used by all the CMMI process areas, and are typically used in the context of performing other processes.
Casual Analysis and Resolution
The purpose of Causal Analysis and Resolution (CAR) is to identify causes of defects and other problems and take action to prevent them from occurring in the future.
SG 1 Determine Causes of Defects
SP 1.1 Select Defect Data for Analysis
SP 1.2 Analyze Causes
SG 2 Address Causes of Defects
SP 2.1 Implement the Action Proposals
SP 2.2 Evaluate the Effect of Changes
SP 2.3 Record Data
The purpose of Configuration Management (CM) is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.
Specific Goal and Practice Summary
SG 1 Establish Baselines
SP 1.1 Identify Configuration Items
SP 1.2 Establish a Configuration Management System
SP 1.3 Create or Release Baselines
SG 2 Track and Control Changes
SP 2.1 Track Change Requests
SP 2.2 Control Configuration Items
SG 3 Establish Integrity
SP 3.1 Establish Configuration Management Records
SP 3.2 Perform Configuration Audits
Decision Analysis and Resolution
The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.
Specific Goal and Practice Summary
SG 1 Evaluate Alternatives
SP 1.1 Establish Guidelines for Decision Analysis
SP 1.2 Establish Evaluation Criteria
SP 1.3 Identify Alternative Solutions
SP 1.4 Select Evaluation Methods
SP 1.5 Evaluate Alternatives
SP 1.6 Select Solutions
Measurement and Analysis
The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability that is used to support management information needs.
SG 1 Align Measurement and Analysis Activities
SP 1.1 Establish Measurement Objectives
SP 1.2 Specify Measures
SP 1.3 Specify Data Collection and Storage Procedures
SP 1.4 Specify Analysis Procedures
SG 2 Provide Measurement Results
SP 2.1 Collect Measurement Data
SP 2.2 Analyze Measurement Data
SP 2.3 Store Data and Results
SP 2.4 Communicate Results
Process and Product Quality Assurance
The purpose of Process and Product Quality Assurance (PPQA) is to provide staff and management with objective insight into processes and associated work products.
Specific Goal and Practice Summary
SG 1 Objectively Evaluate Processes and Work Products
SP 1.1 Objectively Evaluate Processes
SP 1.2 Objectively Evaluate Work Products and Services
SG 2 Provide Objective Insight
SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues
SP 2.2 Establish Records
Project Management Process Areas
There are eight Project Management Process Areas.
Project Planning (L2)
Project Monitoring and Control (L2)
Integrated Project Management (IPPD) (L3)
Risk Management (L3)
Supplier Agreement Management (L2)
Quantitative Project Management (L4)
The purpose of Project Planning (PP) is to establish and maintain plans that define project activities.
SG 1 Establish Estimates
SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work Product and Task Attributes
SP 1.3 Define Project Lifecycle
SP 1.4 Determine Estimates of Effort and Cost
SG 2 Develop a Project Plan
SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SP 2.3 Plan for Data Management
SP 2.4 Plan for Project Resources
SP 2.5 Plan for Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan
SG 3 Obtain Commitment to the Plan
SP 3.1 Review Plans That Affect the Project
SP 3.2 Reconcile Work and Resource Levels
SP 3.3 Obtain Plan Commitment
Project Monitoring and control
The purpose of Project Monitoring and Control (PMC) is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.
SG 1 Monitor Project Against Plan
SP 1.1 Monitor Project Planning Parameters
SP 1.2 Monitor Commitments
SP 1.3 Monitor Project Risks
SP 1.4 Monitor Data Management
SP 1.5 Monitor Stakeholder Involvement
SP 1.6 Conduct Progress Reviews
SP 1.7 Conduct Milestone Reviews
SG 2 Manage Corrective Action to Closure
SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Action
Engineering Process Areas
There are six Engineering Process Areas.
Requirements Management (L2)
Requirements Development (L3)
Technical Solution (L3)
Product Integration (L3)
The purpose of Requirements Development (RD) is to produce and analyze customer, product, and product component requirements.
SG 1 Develop Customer Requirements
SP 1.1 Elicit Needs
SP 1.2 Develop the Customer Requirements
SG 2 Develop Product Requirements
SP 2.1 Establish Product and Product Component Requirements
SP 2.2 Allocate Product Component Requirements
SP 2.3 Identify Interface Requirements
SG 3 Analyze and Validate Requirements
SP 3.1 Establish Operational Concepts and Scenarios
SP 3.2 Establish a Definition of Required Functionality
SP 3.3 Analyze Requirements
SP 3.4 Analyze Requirements to Achieve Balance
SP 3.5 Validate Requirements
The purpose of Product Integration (PI) is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.
SG 1 Prepare for Product Integration
SP 1.1 Determine Integration Sequence
SP 1.2 Establish the Product Integration Environment
SP 1.3 Establish Product Integration Procedures and Criteria
SG 2 Ensure Interface Compatibility
SP 2.1 Review Interface Descriptions for Completeness
SP 2.2 Manage Interfaces
SG 3 Assemble Product Components and Deliver the Product
SP 3.1 Confirm Readiness of Product Components for Integration
SP 3.2 Assemble Product Components
SP 3.3 Evaluate Assembled Product Components
SP 3.4 Package and Deliver the Product or Product Component
Process Management Process Areas
There are five Process Management Process Areas:
Organizational Process Focus (L3)
Organizational Process Definition (L3)
Organizational Training (L3)
Organizational Process Performance (L4)
Organizational Innovation and Deployment (L5)
Organizational Process Focus
The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets.
SG 1 Determine Process Improvement Opportunities
SP 1.1 Establish Organizational Process Needs
SP 1.2 Appraise the Organization’s Processes
SP 1.3 Identify the Organization's Process Improvements
SG 2 Plan and Implement Process Improvements
SP 2.1 Establish Process Action Plans
SP 2.2 Implement Process Action Plans
SG 3 Deploy Organizational Process Assets and Incorporate Lessons Learned
SP 3.1 Deploy Organizational Process Assets
SP 3.2 Deploy Standard Processes
SP 3.3 Monitor Implementation
SP 3.4 Incorporate Process-Related Experiences into the Organizational Process Assets
Organizational Process Performance
The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process-performance data, baselines, and models to quantitatively manage the organization’s projects.
SG 1 Establish Performance Baselines and Models
SP 1.1 Select Processes
SP 1.2 Establish Process-Performance Measures
SP 1.3 Establish Quality and Process-Performance Objectives
SP 1.4 Establish Process-Performance Baselines
SP 1.5 Establish Process-Performance Models
Process Areas Organized by Category Process Management Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment Project Management Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management Risk Management Quantitative Project Management Engineering Requirements Development Requirements Management Technical Solution Product Integration Verification Validation Support Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution analyze empower analyze employ measure & assist standardize processes
There is one CMMI Model with two representations, Staged and Continuous
The material in both representations is the same just organized differently
Each representation provides different ways of implementing processes
Equivalent Staging provides a mechanism for relating Maturity Levels to Capability Levels
The CMMI model should be applied using intelligence, common sense, and professional judgment