The CMMI (Capability Maturity Model Integration) is a process improvement maturity model that provides best practices for developing products and services. It consists of practices that cover the product lifecycle from conception to delivery and maintenance. CMMI provides a consistent framework for process improvement that addresses productivity, performance, costs, and stakeholder satisfaction. It has two representations - staged which uses defined levels of process improvement, and continuous which characterizes improvements for individual process areas. CMMI consists of process areas that contain required components like specific goals and expected components like specific practices.
A Guide to the Forthcoming 2012 Revision of the IEEE Software Quality Assuran...dheimann5
The IEEE is in the process of updating and adding significant content to its IEEE-730-2002 standard on Software Quality Assurance (SQA). The new version will coordinate with the four process areas and sixteen SQA tasks in the IEEE-12207-2008 standard “Systems and Software Engineering: Software Life Cycle Processes”, providing detailed elaborations for these areas and tasks.
The presentation provides a brief overview of these areas and tasks, discuss the difference between SQA and testing, and cover the annexes in IEEE 730 that provide industry-specific information as well as the relationships with software process approaches such as CMMI, Agile, SPICE, CSQE, PMBOK, and VSEs.
A Guide to the Forthcoming 2012 Revision of the IEEE Software Quality Assuran...dheimann5
The IEEE is in the process of updating and adding significant content to its IEEE-730-2002 standard on Software Quality Assurance (SQA). The new version will coordinate with the four process areas and sixteen SQA tasks in the IEEE-12207-2008 standard “Systems and Software Engineering: Software Life Cycle Processes”, providing detailed elaborations for these areas and tasks.
The presentation provides a brief overview of these areas and tasks, discuss the difference between SQA and testing, and cover the annexes in IEEE 730 that provide industry-specific information as well as the relationships with software process approaches such as CMMI, Agile, SPICE, CSQE, PMBOK, and VSEs.
Software Quality Analyst and Software Quality Managementنور شزننا
This presentation slide is purposely for our Software Quality course. You will notice less words, as we had been given only 10 minutes to present. All information is taken through our research on internet. Thanks to all worldwide SE Experts for your valuable knowledge.
Software Quality Analyst and Software Quality Managementنور شزننا
This presentation slide is purposely for our Software Quality course. You will notice less words, as we had been given only 10 minutes to present. All information is taken through our research on internet. Thanks to all worldwide SE Experts for your valuable knowledge.
PECB Webinar: Aligning ISO 25000 and CMMI for DevelopmentPECB
We will cover:
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• Complementary values that ISO 25000 and CMMI bring
• How ISO 25000 and CMMI help software development and service companies to improve customer satisfaction
Presenter:
This webinar will be presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited
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This slide contain an overall idea about cmmi and how to get started with cmmi levels. Also it is very good PPT for students who are giving seminar in colleges.
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• The CMM is organized into five maturity level
• IEEE
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For more information, about this quality assurance training, visit this link: https://www.mindsmapped.com/courses/quality-assurance/software-testing-training-with-hands-on-project-on-e-commerce-application/
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https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
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The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
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Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
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After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
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As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
2. THE THREE CRITICAL
DIMENSIONS
• Process helps an organization’s workforce meet business objective
by helping them work smarter, not harder, and with improved
consistency.
2
Note: image from CMMI ® 2nd Edition: Guidelines for Process Integration and Product Improvement, Addiso
1.
2.
3.
3. FIVE PRINCIPAL IDEAS
1. Planning, Tracking and Scheduling Management
2. Requirements Definition and Configuration Control
3. Process Assessment
4. Quality Management and Continuous Improvement
5. Evolutionary Improvement
3
4. HISTORY
• CMM was actively developed since 1986 for assessing the ability
of US government contractor’s processes to perform SW project
• The CMM Integration has formed to combine 3 models:
• The Capability Maturity Model for SoftWare (SW-CMM) by SEI, 1997
• The System Engineering Capability Model (SECM) by EIA 731, 1998
• The Integrated Product Development Capability Maturity Model (IPD-CMM) by SEI, 1997
• SEI launched 1st CMMI in 2000 & then version 1.1 in 2002
• The latest version is 1.3 in 2010.
• CMMI Models
• CMMI for DEVelopment (CMMI-DEV), version 1.2, released on August 2006
• CMMI for ACQuisition (CMMI-ACQ), version 1.2, released on November 2007
• CMMI for SerViCe (CMMI-SVC) will be released on January 2009
Note
• SEI: Software Engineering Institute (Carnegie Mellon University)
• EIA: Electronic Industries Alliance
4
5. OTHER STANDARDS…
• ISO/IEC 12207 Software Lifecycle Processes
• ISO/IEC 15939 Software Measurement Process
• ISO/IEC 25000 Software Product Quality Requirements and Evaluation (SQuaRE)
• ISO/IEC 15504 Process Assessment
• ISO 9000 Quality Management System Series
• TSP Team Software Process
• PSP Personal Software Process
• PSM Practical Software Measurement
• SECAM Systems Engineer Capability Assess Model (by INCOSE)
• SE-CMM Systems Engineering CMM by (EPIC)
• SPICE Software Process Improvement and Capability Evaluation
Note
• ISO: International Standard Organization
(International Organization for Standardization)
• IEC: International Electronic Commission
• INCOSE: INternational Council On System Engineering
• EPIC: Enterprise Process Improvement Collaboration
5
6. RELATIONSHIPS OF
STANDARDS
6
ISO/IEC 12207
(1995)
ISO/IEC 15939
(2002)
ISO/IEC 25000
(2005)
ISO/IEC 15504
(1997)
TSP
(1999)
PSP
(1994)
PSM
(1999)
CMMI
(2000)
SW-CMM v 2
(1997)
SECM
(1998)
IPD-CMM
(1997)
SE-CMM
(1995)
SECAM
(1996)
CMM for SW
v 1.1 (1993)
ISO 9000
(1987)
CMMI v 1.1
(2002)
SPICE
(1993)
CMMI-ACQ
v 1.2 (2007)
CMMI-DEV
v 1.2 (2006)
CMMI-SVC
v 1.2 (2009)
7. • CMMI Capability Maturity Model Integration) is a process
improvement maturity model for the development of
products and services. It consists of best practices that
address development and maintenance activities that cover
the product lifecycle from conception through delivery and
maintenance.
• CMMI provides a set of best practices that address:
• Productivity
• Performance
• Costs
• Stakeholder Satisfaction
It provides a consistent, enduring framework that
accommodates new initiatives.
7
8. MODELS
There are two representations in CMMI:
• Staged uses levels to measure process improvement
• Based on SW-CMM
• Pre-define set of Process Area (PA)
• Define improvement step-by-step for the organization
• Apply to organization’s overall maturity
• Continuous uses levels to measure process
improvement
• Based on SECM
• Apply to each Process Area
• Characterize improvements relative to individual PA
• Organization may choose to improve performance of a
single-related trouble spot, or on several areas that are
closely aligned to objectives
The content is nearly identical in both representations
8
Flexible
Systematic
9. STAGED LEVELS
9
• Focus on process improvement
• Process measured and controlled
• Process characterized for the
organization and is proactive
•Process characterized for
projects and is often reactive
•Process
unpredictable, poorly
controlled, and reactive
10. CONTINUOUS LEVELS
• Defects are prevented, Innovations and
changed are inserted and deployed
• Process is stable and performance is
measured
• Project’s process is tailored from
organization’s standard processes
•Process is planned and
institutionalized for consistent
performance
•Performance is dependent on
individual practitioner
•Process is unpredictable
and poorly controlled
10
11. DECISION FACTORS
When selecting a representation…
• Mature knowledge of business objectives Continuous
• Improvement across entire organization Stage
• Corporate culture is process based Continuous
• Little experience in process improvement Stage
• Experience with continuous-based model Continuous
• Experience with stage-based model Stage
11
Provide guideline
12. COMPARISON
12
Continuous Stage
Freedom to select the order Organization have a
predefined and proven
improvement path
Visibility of the capability in
each PA
Set of PA with specific
capabilities by each maturity
level
Different processes perform at
different rates
The same set of PAs mature
together
New: Does not have the data
to demonstrate ties to ROI
Long history: Have case
studies and data that
demonstrate ROI
Note
ROI: Return Of Investment
13. PROCESS MODEL
COMPONENTS
• Required Components
What an organization must achieve to satisfy a process area.
• Specific Goals (SG)
• Generic Goals (GG)
• Expected Components
What an organization may implement to achieve a required
component
• Specific Practices (SP)
• Generic Practices (GP)
• Informative Components
Details that help organizations get started
13
14. CMMI MODEL COMPONENTS
14
Process Area
Purpose
Statement
Introductory
Notes
Related
Process
Areas
Specific Goals Generic Goals
Specific
Practices
Generic
Practices
Typical Work
Products
Subpractices Subpractices
Generic
Practice
Elaborations
Required
Note:
Expected
Informative
15. PROCESS AREAS [22]
15
Category Process Area (PA) Maturity Level
Process
Management
Organization Process Focus (OPF)
Organization Training (OT)
Organization Process Definition (OPD) + IPPD
Organization Process Performance (OPP)
Organization Innovation and Deployment (OID)
3: Defined
3: Defined
3: Defined
4: QM
5: Optimizing
Project
Management
Project Planning (PP)
Project Monitoring and Control (PMC)
Supplier Agreement Management (SAM)
Integration Project Management (IPM) + IPPD
RiSK Management (RSKM)
Quantitative Project Management (QPM)
2: Managed
2: Managed
2: Managed
3: Defined
3: Defined
4: QM
Engineering REQuirement Management (REQM)
Requirement Development (RD)
Technical Solution (TS)
Product Integration (PI)
VERification (VER)
VALidation (VAL)
2: Managed
3: Defined
3: Defined
3: Defined
3: Defined
3: Defined
Support Configuration Management (CM)
Process and Product Quality Assurance (PPQA)
Measurement and Analysis (MA)
Decision Analysis and Resolution (DAR)
Casual Analysis and Resolution (CAR)
2: Managed
2: Managed
2: Managed
3: Defined
5: Optimizing
GroupinContinuousRepresentation
InStagedRepresentation
16. REQUIRED COMPONENTS
Specific Goals
• Describe the unique characteristics that must be
present to satisfy the process area
Generic Goals
• Called “generic” because the same goal
statement applies to multiple process areas
• Describe the characteristics that must be present
to institutionalize the processes that implement a
process area.
16
17. EXPECTED COMPONENTS
Specific Practices
Description of an activity considered important to
achieve the associated specific goal of the
process area.
Generic Practices
Description of an activity considered important to
achieve the associated generic goal of the
process area.
17
18. INFORMATIVE COMPONENTS
Purpose Statements
Describe the purpose of the process area
Introductory Notes
Describe the major concepts covered in the
process area
Related Process Areas
List references to related process areas and
reflects the
high-level relationships among the process areas.
18
19. INFORMATIVE COMPONENTS #2
Typical Work Products
List sample output from a specific practice
Subpractices
Detailed description that provides guidance for
interpreting and implementing a specific or
generic practice
Generic Practice Elaborations
Appear after a generic practice in a process area
to provide guidance on how the generic practice
should be applied uniquely to the process area
19
20. SUPPORT INFORMATIVE
COMPONENTS
Notes
Accompany text nearly any other model component
Examples
Usually in a box nearly any component that provides one or
more examples to clarify a concept or described activities
Amplifications
Identification of relation to particular discipline
• Hardware Engineering
• System Engineering
• Software Engineering
References
Pointer to additional or more detailed information
20
21. GENERIC GOALS & GENERIC
PRACTICES
GG 1 Achieve Specific Goals
GP 1.1 Perform Specific Practices
GG 2 Institutionalize a Managed Process
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan and Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.4 Train People
GP 2.6 Manage Configuration
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
GG 4 Institutionalize a Quantitatively Managed Process
GP 4.1 Establish Quality Objective for the Process
GP 4.2 Stabilize Subprocess Performance
GG 5 Institutionalize an Optimizing Process
GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Correct Root Causes of Problem
21
StagedRepresentation
22. CMMI MODEL STRUCTURES
22
Specific Goals Generic Goals
Specific
Practices
Generic
Practices
Staged Continuous
Specific Goals Generic Goals
Specific
Practices
Generic
Practices
Process Area
n
Process Area
1
…
Mutuality Levels (1-5)
Process Area
n
Capability Levels (0-5)
23. PROCESS AREAS [22]
23
Category Process Area (PA) Maturity Level
Process
Management
Organization Process Focus (OPF)
Organization Training (OT)
Organization Process Definition (OPD) + IPPD
Organization Process Performance (OPP)
Organization Innovation and Deployment (OID)
3: Defined
3: Defined
3: Defined
4: QM
5: Optimizing
Project
Management
Project Planning (PP)
Project Monitoring and Control (PMC)
Supplier Agreement Management (SAM)
Integration Project Management (IPM) + IPPD
RiSK Management (RSKM)
Quantitative Project Management (QPM)
2: Managed
2: Managed
2: Managed
3: Defined
3: Defined
4: QM
Engineering REQuirement Management (REQM)
Requirement Development (RD)
Technical Solution (TS)
Product Integration (PI)
VERification (VER)
VALidation (VAL)
2: Managed
3: Defined
3: Defined
3: Defined
3: Defined
3: Defined
Support Configuration Management (CM)
Process and Product Quality Assurance (PPQA)
Measurement and Analysis (MA)
Decision Analysis and Resolution (DAR)
Casual Analysis and Resolution (CAR)
2: Managed
2: Managed
2: Managed
3: Defined
5: Optimizing
GroupinContinuousRepresentation
InStagedRepresentation