The document summarizes Marko Wolf-Pany's presentation on demystifying the SEI CMMI requirements management and requirements development process areas. The presentation agenda includes typical problems in the software life cycle, the operational framework, an overview of CMMI for Development version 1.2, and descriptions of the requirements management and requirements development process areas.
"State of the Practice Frameworks", CWCC PMI, Annual Professional Development & Career Fair, SFU - Simon Fraser University - Harbour Centre Campus Friday, September 26, 2008
"State of the Practice Frameworks", CWCC PMI, Annual Professional Development & Career Fair, SFU - Simon Fraser University - Harbour Centre Campus Friday, September 26, 2008
Diese Prezi Präsentation wurde anlässlich der Vorstellung der Resultate der Agile Trends und Benchmarks 2012 und Requirements Trends und Benchmarks 2012 gehalten. Erfahren Sie Zahlen zu der Verwendung von Scrum oder wo die Unternehmen die grössten Probleme im Requirements Engineering sehen.
An Introduction to Software Performance EngineeringCorrelsense
Software performance engineering is becoming increasingly important to businesses as they look to improve the non-functional performance of applications and get more out of IT investments. By leveraging performance engineering techniques, IT professionals can be indispensable in building and optimizing scalable systems. This
introductory course will teach you the essentials of software
performance engineering including :
• The performance challenges faced by Enterprise IT today
• What is software performance engineering (SPE)?
• Best practices for building scalable software systems
• The approaches to integrating SPE into IT project lifecycles
• Common frameworks for measuring application performance and service levels
• The impact of SPE on software developers, testers, capacity planes,
and other IT professionals
• Case studies from the finance, retail, and insurance industries
Instructor: Walter Kuketz, SVP and CTO, Collaborative Consulting
This training is sponsored by Correlsense, Collaborative Consulting,
and New Horizons
Making Architecture Business Value Driven - Dave Guevara
The Denver IASA June 2008 meeting looked at the Business of Architecture. This discussion will look at one part of the broad topic, the business and strategic alignment processes that align IT to be business value driven.
The alignment that we will focus on is between the strategic intent of a company, and the capabilities that are needed to implement the business processes and technologies that will execute that strategic intent. A case study example will be used to illustrate some of the “how to” methods for doing this in your organization. This session will be interactive.
In addition to discussion these new concepts relating strategic intent to capabilities (Business, Organizational, Technical, Integration) we will also take a brief look at getting from capabilities down to User Story inventories and ultimately into services development. Recent feedback from the Agile conference was that these concepts and their use were spot on to where the thought leadership is moving to in the Agile field.
Diese Prezi Präsentation wurde anlässlich der Vorstellung der Resultate der Agile Trends und Benchmarks 2012 und Requirements Trends und Benchmarks 2012 gehalten. Erfahren Sie Zahlen zu der Verwendung von Scrum oder wo die Unternehmen die grössten Probleme im Requirements Engineering sehen.
An Introduction to Software Performance EngineeringCorrelsense
Software performance engineering is becoming increasingly important to businesses as they look to improve the non-functional performance of applications and get more out of IT investments. By leveraging performance engineering techniques, IT professionals can be indispensable in building and optimizing scalable systems. This
introductory course will teach you the essentials of software
performance engineering including :
• The performance challenges faced by Enterprise IT today
• What is software performance engineering (SPE)?
• Best practices for building scalable software systems
• The approaches to integrating SPE into IT project lifecycles
• Common frameworks for measuring application performance and service levels
• The impact of SPE on software developers, testers, capacity planes,
and other IT professionals
• Case studies from the finance, retail, and insurance industries
Instructor: Walter Kuketz, SVP and CTO, Collaborative Consulting
This training is sponsored by Correlsense, Collaborative Consulting,
and New Horizons
Making Architecture Business Value Driven - Dave Guevara
The Denver IASA June 2008 meeting looked at the Business of Architecture. This discussion will look at one part of the broad topic, the business and strategic alignment processes that align IT to be business value driven.
The alignment that we will focus on is between the strategic intent of a company, and the capabilities that are needed to implement the business processes and technologies that will execute that strategic intent. A case study example will be used to illustrate some of the “how to” methods for doing this in your organization. This session will be interactive.
In addition to discussion these new concepts relating strategic intent to capabilities (Business, Organizational, Technical, Integration) we will also take a brief look at getting from capabilities down to User Story inventories and ultimately into services development. Recent feedback from the Agile conference was that these concepts and their use were spot on to where the thought leadership is moving to in the Agile field.
A new company enters the market in late 2008, LGM Wealth Management, who have found a new way of spinning existing solutions and technologies to provide it with capabilities an order of magnitude better than anyone else.
. Time to Revenue < 5 days
. Cost to Serve < ½ industry average
. New Product Introduction < 5 days
. Infinite customization
How do you react?
Similar to Demystifying the SEI CMMI Requirements Management & Requirements Development Process Areas (20)
Demystifying the SEI CMMI Requirements Management & Requirements Development Process Areas
1. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
quot;Demystifying the SEI CMMI
Requirements Management &
Requirements Development
Process Areasquot;
Marko Wolf-Pany, P.Eng.
Wolf-
Project World – Business Analyst World
Vancouver 2007
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
Wolf-
Vancouver 2007 - 0
Management & Requirements Development
Tuesday, November 6, 2007
Marko Wolf Pany, P.Eng.
Professional Engineer (P.Eng.), Ontario
B.Eng. Honours, Electrical Engineering, Carleton University
Software Engineering Institute (SEI) Software Capability Evaluation (SCE)
Evaluator
CMMI / ITT Senior Manager, Accenture / Vancouver
Program / Project / Process Improvement Management Consultant
Director, Software Engineering Management
Program Manager -SEI CMM based Software Process Improvement (SPI) Programs
Member of the company’s Baldrige National Quality Program Steering Council
Director, Systems Engineering -Technical Authority responsible for all
Information Technology (IT) Projects in Latin America
Project Manager / Technical Manager, Land (Army) Software Engineering
Centre (LSEC), Department of National Defence (DND)
Member of the Software Engineering Process Group (SEPG)
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
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Vancouver 2007 - 1
Management & Requirements Development
Tuesday, November 6, 2007
Marko Wolf-Pany, P.Eng. 1
2. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
Agenda
Typical Problems During the Requirements Management - ReqM
Software Life Cycle (SLC) Specific Goal and Practices
Generic Goals and Practices
The Operational Framework
Requirements Development – RD
Specific Goals and Practices
CMMI® for Development, Version
Generic Goal and Practices
1.2 - August 2006
22 Process Areas – Alphabetical
Capability Levels vs. Maturity Levels Appendix A - The SEI Capability
Maturity Models
22 Process Areas – by Category
22 Process Areas – by Maturity
Level
Four Categories of CMMI Process
Areas
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
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Vancouver 2007 - 2
Management & Requirements Development
Tuesday, November 6, 2007
Typical Problems During the Software Life Cycle (SLC)
A Simple illustration
Borrowed from:
http://scott.yang.id.au/2003/08/software-development-life-
http://scott.yang.id.au/2003/08/software-development-life-
cycle/
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Management & Requirements Development
Tuesday, November 6, 2007
Marko Wolf-Pany, P.Eng. 2
3. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
Typical Problems During
the Software Life Cycle (SLC) - 2/6
How the customers explained it How the Project Leader understood
it
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
Wolf-
Vancouver 2007 - 4
Management & Requirements Development
Tuesday, November 6, 2007
Typical Problems During
the Software Life Cycle (SLC) - 3/6
How the Analyst designed it How the Programmer wrote it
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
Wolf-
Vancouver 2007 - 5
Management & Requirements Development
Tuesday, November 6, 2007
Marko Wolf-Pany, P.Eng. 3
4. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
Typical Problems During
the Software Life Cycle (SLC) - 4/6
How the Business Consultant How the project was Documented
described it
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
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Vancouver 2007 - 6
Management & Requirements Development
Tuesday, November 6, 2007
Typical Problems During
the Software Life Cycle (SLC) - 5/6
What operations installed How the customer was billed
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
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Management & Requirements Development
Tuesday, November 6, 2007
Marko Wolf-Pany, P.Eng. 4
5. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
Typical Problems During
the Software Life Cycle (SLC) - 6/6
How it was supported What the customer really needed
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
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Management & Requirements Development
Tuesday, November 6, 2007
The Operational Framework
The operational framework describes the operational elements that
govern organizational software development.
The operational framework is shown in the figure below.
Each component of the operational framework is described below.
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Tuesday, November 6, 2007
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6. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
The Operational Framework – 2/3
Demystifying SEI CMMI Requirements Project World – Business Analyst World
Marko Wolf-Pany, P.Eng.
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Management & Requirements Development
Tuesday, November 6, 2007
The Operational Framework – 3/3
Policies Standards
Organizational policies dictate the rules that Standards are the operational definitions of final
govern operations. A policy statement usually is or interim organizational work products.
used to enforce the use of organizational Standards constrain organizational processes by
processes. A policy statement, therefore, setting acceptance criteria on the output of those
constrains organizational processes by processes.
identifying required or acceptable processes, or
ways of doing work.
Processes Procedures
A process is what happens in the organization to Procedures are the step-by-step instructions for
step-by-
build products. Processes are constrained by implementing a process or a portion of a
organizational policies and standards in that they process. Procedural information focuses on how
must specify ways to develop products that to perform a certain task identified in the
conform to organizational standards, in process. Processes are, therefore, implemented
accordance with organizational policies. by specific procedures.
Training Tools
Training addresses the knowledge and skills Tools are any automated support needed to
required to execute a process or use a implement a procedure. Tools, like training, are
procedure. Training is used to support the use of used to support the use of processes and
processes and procedures. procedures.
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Marko Wolf-Pany, P.Eng. 6
7. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
CMMI® for Development, Version 1.2
“Improving processes for better products”
CMU/SEI-2006-TR-008
CMU/SEI-2006-TR-
ESC-TR-2006-008
ESC-TR-2006-
August 2006
http://www.sei.cmu.edu/publications/documents/06.reports/06tr008.html
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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22 CMMI Process Areas
Alphabetical Order By Acronym – 1/2
There are 22 process areas, presented here in alphabetical order by acronym:
Causal Analysis and Resolution (CAR)
Configuration Management (CM)
Decision Analysis and Resolution (DAR)
Integrated Project Management +IPPD (IPM+IPPD)[1]
(IPM+IPPD)[1]
Measurement and Analysis (MA)
Organizational Innovation and Deployment (OID)
Organizational Process Definition +IPPD (OPD+IPPD)6
Organizational Process Focus (OPF)
Organizational Process Performance (OPP)
Organizational Training (OT)
[1] This process area has quot;+IPPDquot; after its name because it contains a goal and
practices that are specific to IPPD. The material specific to IPPD is called an quot;IPPD
addition.quot; All process areas with IPPD additions have quot;+IPPDquot; after their name.
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Management & Requirements Development
Tuesday, November 6, 2007
Marko Wolf-Pany, P.Eng. 7
8. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
22 CMMI Process Areas
Alphabetical Order By Acronym – 2/2
Product Integration (PI)
Project Monitoring and Control (PMC)
Project Planning (PP)
Process and Product Quality Assurance (PPQA)
Quantitative Project Management (QPM)
Requirements Development (RD)
Requirements Management (REQM)
Risk Management (RSKM)
Supplier Agreement Management (SAM)
Technical Solution (TS)
Validation (VAL)
Verification (VER)
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Tuesday, November 6, 2007
CMMI - Capability Levels vs. Maturity Levels
Continuous Representation Staged Representation
Level
Maturity Levels
Capability Levels
Level 0 Incomplete N/A
Level 1 Performed Initial
Level 2 Managed Managed
Level 3 Defined Defined
Level 4 Quantitatively Managed Quantitatively Managed
Level 5 Optimizing Optimizing
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9. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
CMMI Process Areas and
Their Associated Categories and Maturity Levels – 1/2
Process Area Category Maturity Level
Causal Analysis and Resolution Support 5
Configuration Management Support 2
Decision Analysis and Resolution Support 3
Integrated Project Management +IPPD Project Management 3
Measurement and Analysis Support 2
Organizational Innovation and Deployment Process Management 5
Organizational Process Definition +IPPD Process Management 3
Organizational Process Focus Process Management 3
Organizational Process Performance Process Management 4
Organizational Training Process Management 3
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CMMI Process Areas and
Their Associated Categories and Maturity Levels – 2/2
Process Area Category Maturity Level
Product Integration Engineering 3
Project Monitoring and Control Project Management 2
Project Planning Project Management 2
Process and Product Quality Assurance Support 2
Quantitative Project Management Project Management 4
Requirements Development Engineering 3
Requirements Management Engineering 2
Risk Management Project Management 3
Supplier Agreement Management Project Management 2
Technical Solution Engineering 3
Validation Engineering 3
Verification Engineering 3
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10. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
CMMI Process Areas
Process Management - Project Management
Process Area Category Maturity Level
Organizational Process Focus Process Management 3
Organizational Process Definition +IPPD Process Management 3
Organizational Training Process Management 3
Organizational Process Performance Process Management 4
Organizational Innovation and Deployment Process Management 5
Project Planning Project Management 2
Project Monitoring and Control Project Management 2
Supplier Agreement Management Project Management 2
Integrated Project Management +IPPD Project Management 3
Risk Management Project Management 3
Quantitative Project Management Project Management 4
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Management & Requirements Development
Tuesday, November 6, 2007
CMMI Process Areas – Engineering - Support
Process Area Category Maturity Level
Requirements Management Engineering 2
Requirements Development Engineering 3
Technical Solution Engineering 3
Product Integration Engineering 3
Validation Engineering 3
Verification Engineering 3
Measurement and Analysis Support 2
Process and Product Quality Assurance Support 2
Configuration Management Support 2
Decision Analysis and Resolution Support 3
Causal Analysis and Resolution Support 5
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Tuesday, November 6, 2007
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11. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
CMMI Process Areas – Maturity Level 2
Process Area Category Maturity Level
Requirements Management Engineering 2
Project Planning Project 2
Management
Project Monitoring and Control Project 2
Management
Supplier Agreement Management Project 2
Management
Measurement and Analysis Support 2
Process and Product Quality Assurance Support 2
Configuration Management Support 2
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Management & Requirements Development
Tuesday, November 6, 2007
CMMI Process Areas – Maturity Level 3
Process Area Category Maturity Level
Requirements Development Engineering 3
Technical Solution Engineering 3
Product Integration Engineering 3
Validation Engineering 3
Verification Engineering 3
Organizational Process Focus Process Management 3
Organizational Process Definition +IPPD Process Management 3
Organizational Training Process Management 3
Integrated Project Management +IPPD Project Management 3
Risk Management Project Management 3
Decision Analysis and Resolution Support 3
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Management & Requirements Development
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12. Demystifying SEI CMMI Project World – Business Analyst
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Requirements Development PAs
CMMI Process Areas – Maturity Levels 4 & 5
Process Area Category Maturity Level
Organizational Process Performance Process 4
Management
Quantitative Project Management Project 4
Management
Organizational Innovation and Process 5
Deployment Management
Causal Analysis and Resolution Support 5
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Management & Requirements Development
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Four Categories of CMMI Process Areas
Process areas can be grouped into four categories:
Process Management
Project Management
Engineering
Support
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Management & Requirements Development
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13. Demystifying SEI CMMI Project World – Business Analyst
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Requirements Development PAs
Process Management Process Areas
Process Management process areas contain the cross-project activities
cross-
related to defining, planning, deploying, implementing, monitoring,
controlling, appraising, measuring, and improving processes.
The Process Management process areas of CMMI are as follows:
Organizational Process Focus
Organizational Process Definition +IPPD[1]
+IPPD[1]
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
[1] Organizational Process Definition (OPD) has one goal that applies only
when using CMMI with the IPPD group of additions.
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Management & Requirements Development
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Basic Process Management Process Areas
jec ee n ’s
tiv ds
ob n io
es
d ss at
Senior
an roce aniz
management Training for projects and
p rg
O
support groups in standard
OT process and assets
Organization’s
business
Tra
objectives inin
gn
eed
Standard s
process and
other assets
Standard process, work Project Management,
environment standards,
Support, and Engineering
and other assets.
OPF process areas
OPD+IPPD
Resources and
coordination Improvement information
(e.g., lessons learned,
data, and artifacts)
Process-improvement proposals;
participation in defining, assessing,
and deploying processes
OPF = Organizational Process Focus
OT = Organizational Training
OPD+IPPD = Organizational Process Definition (with the IPPD addition)
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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14. Demystifying SEI CMMI Project World – Business Analyst
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Requirements Development PAs
Advanced Process Management Process Areas
Improvements
Organization
OID
Co ata ove
Cav
d pr
d
st fro me
sr
iim
m
an m nt
d piill s
be ot
ne ed
Quality and process
-
f
fit
e
performance objectives,
measures, baselines,
and models
Quality and process -
Project Management,
performance objectives,
measures, baselines, Support, and Engineering
and models process areas
Senior OPP
Progress toward
management
achieving business
objectives
Co asur
Process performance
me
om u e
e
and capability data
mo s
m
n
Ability to develop and
deploy standard process Basic
and other assets Process Management
process areas
OID = Organizational Innovation and Deployment
OPP = Organizational Process Performance
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Management & Requirements Development
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Project Management Process Areas
Project Management process areas cover the project management
activities related to planning, monitoring, and controlling the project.
The Project Management process areas of CMMI are as follows:
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management +IPPD[1]
+IPPD[1]
Risk Management
Quantitative Project Management
[1] Integrated Project Management (IPM) has one goal that applies only
when using CMMI with the IPPD group of additions.
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15. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
Basic Project Management Process Areas
Status, issues, and results of process and
Corrective action product evaluations; measures and analyses
PMC
Corrective action
What
to monitor
Replan
What to build
Status, issues,
PP What to do Engineering and Support
and results of
process areas
Commitments
reviews and
monitoring
Plans
Measurement
needs
SAM
Product component requirements,
Supplier technical issues, completed product
agreement components, and acceptance reviews
and tests
Supplier
PMC = Project Monitoring and Control
PP = Project Planning
SAM = Supplier Agreement Management
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Management & Requirements Development
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Advanced Project Management Process Areas
Statistical management data
selin ce
e s,
QPM
n
Risk exposure due to
rma
unstable processes
Quantitative
obj
to statistically ectives, subprocesses
obje ss perfo
and tives, ba
manage, pro
composed, ject’s
els
and def ined
process
mod
e
Organization’s standard processes,
Proc
c
s
Identified risk
work environment standards, RSKM
and supporting assets
Pro
ject’
IPM+IPPD
s co
and
rules
IPPD ines
mpo
guidel
Process Management Pr
oj
,
an and ned
process areas ec Risk taxonomies and
sed
t’s
Pr
ta
rm g , a r
parameters, risk
da
oj sh
rfo in le
an
ec ar status, risk mitigation
ce
p e la n n o n s
t
d de
ed
Project’s defined per plans, and corrective
p es s
vis
fo
process and work
fine
io
rm action
L
n
environment an
d pr
ce
Coordination, da
oce
ta
commitments, and
Product issues to resolve
ss
architecture
for structuring Integrated teams for performing
teams engineering and support processes
Basic
Project Management
process areas
Engineering and Support
process areas
IPM+IPPD = Integrated Project Management (with the IPPD addition)
QPM = Quantitative Project Management
RSKM = Risk Management
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Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
Engineering Process Areas
Engineering process areas cover the development and maintenance activities
that are shared across engineering disciplines. The Engineering process areas
were written using general engineering terminology so that any technical
discipline involved in the product development process (e.g., software
engineering or mechanical engineering) can use them for process improvement.
The Engineering process areas also integrate the processes associated with
different engineering disciplines into a single product development process,
supporting a product-oriented process improvement strategy. Such a strategy
product-
targets essential business objectives rather than specific technical disciplines.
This approach to processes effectively avoids the tendency toward an
organizational “stovepipe” mentality.
The Engineering process areas apply to the development of any product or
service in the development domain (e.g., software products, hardware products,
services, or processes).
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Management & Requirements Development
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Engineering Process Areas
The Engineering process areas of CMMI are as follows:
Requirements Development
Requirements Management
Technical Solution
Product Integration
Verification
Validation
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Requirements Development PAs
Engineering Process Areas
Requirements
REQM
Product and product
component requirements
Product
Alternative solutions Product
components
TS Customer
RD PI
Requirements
Product components, work products,
verification and validation reports
PI = Product Integration
VAL
VER
RD = Requirements Development
REQM = Requirements Management
TS = Technical Solution
VAL = Validation
VER = Verification
Customer needs
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Support Process Areas
Support process areas cover the activities that support product development
and maintenance.
The Support process areas address processes that are used in the context of
performing other processes.
In general, the Support process areas address processes that are targeted
toward the project and may address processes that apply more generally to the
organization.
For example, Process and Product Quality Assurance can be used with all the
process areas to provide an objective evaluation of the processes and work
products described in all the process areas.
The Support process areas of CMMI are as follows:
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis
Decision Analysis and Resolution
Causal Analysis and Resolution
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18. Demystifying SEI CMMI Project World – Business Analyst
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Requirements Development PAs
Basic Support Process Areas
Quality and
Measurements
noncompliance
and analyses
issues
PPQA
MA All process areas
Information
Processes and
needs
work products,
and standards, and
procedures
Configuration
Baselines and
items and
audit reports
change
requests
CM
MA = Measurement and Analysis
CM = Configuration Management
PPQA = Process and Product Quality Assurance
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Advanced Support Process Areas
CAR
Process improvement
proposals
Defects and
other problems
All process areas
Selected
issues
Formal
evaluations
DAR
CAR = Causal Analysis and Resolution
DAR = Decision Analysis and Resolution
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Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
“If You Don’t Know Where You’re Going,
Any Road Will Do.”
Chinese Proverb
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Management & Requirements Development
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“If you don’t know where you are,
A map won’t help.”
Watts S. Humphrey
“Father” of the capability maturity model (CMM)
Software Engineering Institute
Carnegie Mellon University
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Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
Requirements Management - ReqM
An Engineering Process Area at Maturity Level 2
Purpose
The purpose of Requirements Management (ReqM) is to
manage the requirements of the project’s products and product
components and to identify inconsistencies between those
requirements and the project’s plans and work products.
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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SG 1 - Manage Requirements
Specific Goal and Practices
SG 1 - Manage Requirements
SP 1.1 - Obtain an Understanding of Requirements
SP 1.2 - Obtain Commitment to Requirements
SP 1.3 - Manage Requirements Changes
SP 1.4 - Maintain Bidirectional Traceability of Requirements
SP 1.5 - Identify Inconsistencies Between Project Work and Requirements
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Requirements Development PAs
SG 1 - Manage Requirements
SG 1 - Manage Requirements
Requirements are managed and inconsistencies with project plans and work
products are identified.
The project maintains a current and approved set of requirements over
the life of the project by doing the following:
Managing all changes to the requirements
Maintaining the relationships among the requirements, the project plans,
and the work products
Identifying inconsistencies among the requirements, the project plans, and
the work products
Taking corrective action
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SG 1 - Manage Requirements
SP 1.1 - Obtain an Understanding of Requirements
SP 1.1 - Obtain an Understanding of Requirements
Develop an understanding with the requirements providers on the meaning of the
requirements.
Typical Work Products
1. Lists of criteria for distinguishing appropriate requirements providers
2. Criteria for evaluation and acceptance of requirements
3. Results of analyses against criteria
4. An agreed-to set of requirements
agreed-
Examples of evaluation and acceptance criteria include the following:
Clearly and properly stated
Complete
Consistent with each other
Uniquely identified
Appropriate to implement
Verifiable (testable)
Traceable
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22. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
SG 1 - Manage Requirements
SP 1.2 - Obtain Commitment to Requirements
SP 1.2 - Obtain Commitment to Requirements
Obtain commitment to the requirements from the project participants.
Typical Work Products
1. Requirements impact assessments
2. Documented commitments to requirements and requirements changes
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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SG 1 - Manage Requirements
SP 1.3 - Manage Requirements Changes
SP 1.3 - Manage Requirements Changes
Manage changes to the requirements as they evolve during the project.
Typical Work Products
1. Requirements status
2. Requirements database
3. Requirements decision database
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23. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
SG 1 - Manage Requirements
SP 1.4 - Maintain Bidirectional Traceability of Requirements
SP 1.4 - Maintain Bidirectional Traceability of Requirements
Maintain bidirectional traceability among the requirements and work
products.
Typical Work Products
1. Requirements traceability matrix
2. Requirements tracking system
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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SG 1 - Manage Requirements
SP 1.5 - Identify Inconsistencies Between Project Work and
Requirements
SP 1.5 - Identify Inconsistencies Between Project Work and
Requirements
Identify inconsistencies between the project plans and work products and
the requirements.
Typical Work Products
1. Documentation of inconsistencies including sources, conditions, and
rationale
2. Corrective actions
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24. Demystifying SEI CMMI Project World – Business Analyst
Requirements Management & World - Vancouver - November 2007
Requirements Development PAs
Requirements Management - ReqM
GG 2 - Institutionalize a Managed Process
GG 3 - Institutionalize a Defined Process
GG 2 - Institutionalize a Managed Process
GP 2.1 - Establish an Organizational Policy
GP 2.2 - Plan the Process
GP 2.3 - Provide Resources
GP 2.4 - Assign Responsibility
GP 2.5 - Train People
GP 2.6 - Manage Configurations
GP 2.7 - Identify and Involve Relevant Stakeholders
GP 2.8 - Monitor and Control the Process
GP 2.9 - Objectively Evaluate Adherence
GP 2.10 - Review Status with Higher Level Management
GG 3 - Institutionalize a Defined Process
GP 3.1 - Establish a Defined Process
GP 3.2 - Collect Improvement Information
Demystifying SEI CMMI Requirements Project World – Business Analyst World
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Requirements Management – ReqM
GG 2 - Institutionalize a Managed Process – 1/5
GP 2.1 - Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing
the requirements management process.
This policy establishes organizational expectations for managing
requirements and identifying inconsistencies between the requirements and
the project plans and work products.
GP 2.2 - Plan the Process
Establish and maintain the plan for performing the requirements
management process.
This plan for performing the requirements management process can be part
of (or referenced by) the project plan as described in the Project Planning
process area.
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