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.
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
Because of my role as Lector Directing ICT sources and services at Hanze University Groningen I have developed a lecture about the CMMi for services quality improvement philosophy. This will help to improve the quality of your ICT service and the competences of you professionals. Special in cases of sourcing projects.
A Simple Introduction To CMMI For BeginerManas Das
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.
This slide contains some ideas ans steps to get started for cmmi certification in your software company. no one can directly get cmmi certification, it will take a lots of time, i will upload step by step ppt for your complete help to initiate cmmi level
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
Because of my role as Lector Directing ICT sources and services at Hanze University Groningen I have developed a lecture about the CMMi for services quality improvement philosophy. This will help to improve the quality of your ICT service and the competences of you professionals. Special in cases of sourcing projects.
A Simple Introduction To CMMI For BeginerManas Das
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.
This slide contains some ideas ans steps to get started for cmmi certification in your software company. no one can directly get cmmi certification, it will take a lots of time, i will upload step by step ppt for your complete help to initiate cmmi level
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation PerspectiveRajesh Naik
The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI. This presentation highlights the key changes expected in version 1.3 of the model and appraisal methodology.
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI, staged, uses 5 levels to describe the maturity of the organization
CMMI has been established as a model to improve business results
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...rhefner
Many organizations struggle with implementing process improvement. Senior managers set goals and timelines. Process groups develop improvement plans. Appraisals are held. But at a fundamental level, the engineers, project managers, and functional manager simply refuse to change their behaviors. The organization “goes through the motions”, but there is no visible progress, or simply rote adherence to process, not an embracing of mature practices. Most importantly, customers see no visible benefit. This presentation will:
> Clearly explain the business value behind the CMMI practices and its positive impact on project and organization performance, in terms of cost, schedule, quality and risk.
> Cover practical strategies and tactics for implementing the model to achieve these benefits.
> Provide ways to explain the benefits to your customer.
CMMI 2.0 deployment case study document gives an overview of the rapid deployment achieved at a proactive client site with handful of initiatives to demonstrate true and sustained improvements in the processes. The fact that benchmark assessment was successful with very few changes identified on the Assessment Team Members.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
PECB Webinar: Aligning ISO 25000 and CMMI for DevelopmentPECB
We will cover:
• Overview of ISO 25000 - Software Product Quality Requirements and Evaluation (SQuaRE)
• How CMMI for Development best practices address development activities
• 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
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation PerspectiveRajesh Naik
The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI. This presentation highlights the key changes expected in version 1.3 of the model and appraisal methodology.
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI, staged, uses 5 levels to describe the maturity of the organization
CMMI has been established as a model to improve business results
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...rhefner
Many organizations struggle with implementing process improvement. Senior managers set goals and timelines. Process groups develop improvement plans. Appraisals are held. But at a fundamental level, the engineers, project managers, and functional manager simply refuse to change their behaviors. The organization “goes through the motions”, but there is no visible progress, or simply rote adherence to process, not an embracing of mature practices. Most importantly, customers see no visible benefit. This presentation will:
> Clearly explain the business value behind the CMMI practices and its positive impact on project and organization performance, in terms of cost, schedule, quality and risk.
> Cover practical strategies and tactics for implementing the model to achieve these benefits.
> Provide ways to explain the benefits to your customer.
CMMI 2.0 deployment case study document gives an overview of the rapid deployment achieved at a proactive client site with handful of initiatives to demonstrate true and sustained improvements in the processes. The fact that benchmark assessment was successful with very few changes identified on the Assessment Team Members.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
PECB Webinar: Aligning ISO 25000 and CMMI for DevelopmentPECB
We will cover:
• Overview of ISO 25000 - Software Product Quality Requirements and Evaluation (SQuaRE)
• How CMMI for Development best practices address development activities
• 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
Performance is often defined simply in output term .i.e. the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how they achieve it.
-Performance means both behaviors and results. Behaviour emanates from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results.
performance management – considers inputs (behaviour) and outputs (results).
Review existing data management maturity models to identify core set of characteristics of an effective data maturity model:
DMBOK (Data Management Book of Knowledge) from DAMA (Data Management Association)
MIKE2.0 (Method for an Integrated Knowledge Environment) Information Maturity Model (IMM)
IBM Data Governance Council Maturity Model
Enterprise Data Management Council Data Management Maturity Model
Quality management ensures that an organization, product or service is consistent. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
This webinar provides a quick guide for your review to either prepare you for the transition or to check yourself to make sure your bases are covered for your next third party audit. This webinar is presented by a third party auditor in a simple manner that you will understand.
Main points covered:
• What are the benefits of the ISO 9001
• The key concepts of ISO 9001
• New terminology and important definitions introduced in ISO 9001
• Important tips on how to prepare for changes
Presenter:
This webinar was presented by Debra Hay Hampton, PECB Certified Trainer and Lead Auditor of Quality and Environmental Management Systems.
Link of the recorded webinar published on YouTube: https://youtu.be/dTsFHDz01ws
Quality management is a vital aspect of project management aimed at ensuring that project deliverables meet or exceed stakeholder expectations and requirements. The quality process encompasses a series of activities and techniques designed to plan, assure, and control the quality of project outputs throughout the project lifecycle.
Quality Planning:
Objective: To establish the quality standards, criteria, and processes that will govern the project.
Activities:
Identify quality requirements and expectations of stakeholders.
Define quality metrics and performance criteria.
Develop a Quality Management Plan outlining quality assurance and quality control activities.
Determine processes for continuous improvement and corrective action.
Quality Assurance (QA):
Objective: To ensure that project processes and activities adhere to the defined quality standards.
Activities:
Conduct audits and reviews to verify compliance with quality standards and procedures.
Implement quality assurance techniques such as statistical process control and quality management tools.
Provide training and support to project team members to improve quality awareness and skills.
Document QA findings and recommendations for process improvement.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
Simulation Tracking Object Reference Model (STORM)Umar Alharaky
This presentation describes a proposed (may become a reference) model for enabling the embedded interactive simulation in the Sharable Content Object (SCO) to be tracked by the Learning Management System (LMS) at run time.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
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/
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
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.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
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.
3. May 5, 20153
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
4. May 5, 20154
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
5. May 5, 20155
CMMI does specify that a project or
organization should have processes that
address development related practices
To determine whether these processes are
in place, a project or organization maps its
processes to the process areas in this model
7. May 5, 20157
Contains 22 process areas
16 core process areas
1 shared process area
5 specific process areas,
Requirement Development • Technical Solution • Product
Integration • Verification • Validation
9. May 5, 20159
“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
10. May 5, 201510
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
11. May 5, 201511
Essential to achieving process improvement
in a process area
Must be visibly implemented in organization
process
Are generic goals (GG) and specific goals
(SG)
12. May 5, 201512
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
13. May 5, 201513
Help model users understand required and
expected components
14. May 5, 201514
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.
16. May 5, 201516
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
17. May 5, 201517
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.
18. May 5, 201518
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.
22. May 5, 201522
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.
23. May 5, 201523
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
24. May 5, 201524
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
25. May 5, 201525
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
26. May 5, 201526
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
27. May 5, 201527
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
28. May 5, 201528
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
29. May 5, 201529
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
30. May 5, 201530
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
33. May 5, 201533
1) Process Management
2) Project Management
3) Engineering
4) Support
High Maturity Process Areas
34. May 5, 201534
Organizational Process Definition
Organizational Process Focus
Organizational Performance Management
Organizational Process Performance
Organizational Training
35. May 5, 201535
Integrated Project Management
Project Monitoring and Control
Project Planning
Quantitative Project Management
Requirements Management
Risk Management
Supplier Agreement Management
36. May 5, 201536
Product Integration
Requirements Development
Technical Solution
Validation
Verification
37. May 5, 201537
Causal Analysis and Resolution
Configuration Management
Decision Analysis and Resolution
Measurement and Analysis
Process and Product Quality Assurance
38. May 5, 201538
Organizational Process Performance
Quantitative Project Management
Organizational Performance Management
Causal Analysis and Resolution