The document discusses the Capability Maturity Model Integration (CMMI). It describes CMMI as a set of best practices for planning and managing product development and services. CMMI covers the product lifecycle from conception to delivery and maintenance. It contains 22 process areas grouped into process, project, engineering, and support categories. The document outlines the goals and components of CMMI, including specific and generic goals, specific and generic practices, and maturity levels. It emphasizes that CMMI is intended to help organizations improve processes through a quantitative and statistical understanding of performance.

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 Best practices
 Address development activities applied to
products and services
 Cover product life cycle from conception
through delivery and maintenance
 The emphasis is on the work necessary to build
and maintain the total product

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 CMMI does not specify that
− a project or organization must follow a
particular process flow
− a certain number of products be
developed per day
− specific performance targets be achieve

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 CMMI does specify that a project or
organization should have processes that
address development related practices
 To determine whether these processes are
in place, a project or organization maps its
processes to the process areas in this model

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 Contains 22 process areas
 16 core process areas
 1 shared process area
 5 specific process areas,
Requirement Development • Technical Solution • Product
Integration • Verification • Validation

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“A cluster of related practices in an area that,
when implemented collectively, satisfies a set
of goals considered important for making
improvement in that area”
CMMI-DEV v1.3 Glossary

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Project Planning
Requirement Management
Project Monitoring & Control
Configuration Management
Process & Product Quality Assurance
Measurement & Analysis
Supplier Agreement Management
Integrated Project Management
Requirements Development
Product Integration
Risk Management
Technical Solution
Validation
Verification
Decision Analysis & Resolution
Organizational Process Definition
Organizational Process Focus
Organizational Training
Quantitative Project Management
Organization Process Performance
Causal Analysis & Resolution
Organizational Performance Management

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 Essential to achieving process improvement
in a process area
 Must be visibly implemented in organization
process
 Are generic goals (GG) and specific goals
(SG)

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 Describes activities important in achieving
required components
 Are specific practices (SP) and generic
practices (GP)
 Must be present in the organization process
as described, or acceptable alternatives, to
consider the related goal satisfied

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 Help model users understand required and
expected components

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 Process institutionalization implies that the
process ingrained in the way the work is
performed and there is a commitment and
consistency to performing the process.
 An institutionalized process is more likely to
be retained during times of stress.

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 GG 1: Achieve Specific Goals
A performed process is a process that
accomplishes the work necessary to satisfy
the specific goals of a process area

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 GG 2: Institutionalize a Managed Process
A managed process is
 a performed process;
 planned and executed in accordance with policy;
 employs skilled people;
 produce controlled outputs;
 monitored, controlled, and reviewed;
 evaluated for adherence to its process description.

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 GG 3: Institutionalize a Defined Process
A defined process is
 a managed process
 tailored from the organization’s set of standard
processes according to the organization’s tailoring
guidelines;
 has a maintained process description;
 contributes process related experiences to the
organizational process assets.

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 An incomplete process is a process that
either is not performed or is partially
performed. One or more of the specific
goals of the process area are not satisfied
and no generic goals exist for this level
since there is no reason to institutionalize a
partially performed process.

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 A performed process is a process that
accomplishes the needed work to produce
work products; the specific goals of the
process area are satisfied
 Although CL 1 results in important
improvements, those improvements can be
lost over time if they are not institutionalized

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 A managed process is a performed process
that is planned and executed in accordance
with policy; employs skilled people having
adequate resources to produce controlled
outputs; involves relevant stakeholders; is
monitored, controlled, and reviewed; and is
evaluated for adherence to its process
description

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 A defined process is a managed process
that is tailored from the organization’s set of
standard processes according to the
organization’s tailoring guidelines; has a
maintained process description; and
contributes process related experiences to
the organizational process assets

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 Processes are usually ad hoc and chaotic
 Organization does not provide a stable
environment to support processes
 Success depends on the competence of the
people and not on the use of proven processes
 producing products and services that work, but
frequently exceeding the budget and schedule
documented in their plans

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 the projects have ensured that processes are
planned and executed in accordance with
policy; the projects employ skilled people who
have adequate resources to produce
controlled outputs; involve relevant
stakeholders; are monitored, controlled, and
reviewed; and are evaluated for adherence to
their process descriptions

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 The organization’s set of standard processes is
established and improved over time. These
standard processes are used to establish
consistency across the organization. Projects
establish their defined processes by tailoring the
organization’s set of standard processes
according to tailoring guidelines

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 The organization and projects establish quantitative
objectives for quality and process performance
and use them as criteria in managing projects.
 Quantitative objectives are based on the needs of
the customer, end users, organization, and process
implementers.
 Quality and process performance is understood in
statistical terms and managed throughout the life
of projects

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 An organization continually improves its
processes based on a quantitative understanding
of its business objectives and performance needs
 The organization uses a quantitative approach to
understand the variation inherent in the process
and the causes of process outcomes

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1) Process Management
2) Project Management
3) Engineering
4) Support
 High Maturity Process Areas

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 Organizational Process Definition
 Organizational Process Focus
 Organizational Performance Management
 Organizational Process Performance
 Organizational Training

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 Integrated Project Management
 Project Monitoring and Control
 Project Planning
 Quantitative Project Management
 Requirements Management
 Risk Management
 Supplier Agreement Management

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 Product Integration
 Requirements Development
 Technical Solution
 Validation
 Verification

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 Causal Analysis and Resolution
 Configuration Management
 Decision Analysis and Resolution
 Measurement and Analysis
 Process and Product Quality Assurance

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 Organizational Process Performance
 Quantitative Project Management
 Organizational Performance Management
 Causal Analysis and Resolution

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