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CMMI V2.0

The document is a presentation on CMMI V2.0 from the CMMI Institute. Some key points: - CMMI V2.0 aims to simplify the CMMI model, make it more relevant to current methodologies like Agile, and provide more business value. - It incorporates feedback from customers wanting the model to be less prescriptive, easier to understand and implement, and more focused on performance. - CMMI V2.0 introduces a new integrated solution suite including a streamlined core model, implementation guidance, a new appraisal method, training materials, and systems/tools.

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This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. NAME: TITLE: ORGANIZATION: PARTNER UPDATE: CMMI V2.0
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI ORIGINS  In the “early” days, Software was the major source of program issues, while systems and hardware engineering seemed to be in better shape.  The SW-CMM allowed SW to get its house in order, which then exposed problems in Systems, Hardware, Services. This led to the development of the SE-CMM in 1995.  When we brought SW-CMM together with SE-CMM, and then added Services and Acquisition, we began to see the power of combining frameworks…thus laying the seeds and groundwork for CMMIV2.0… Goals Practices Other Guidance Informative Material Training Materials Assessment Materials Wait… What the heck happened to the “I” Evolution of the Frameworks Quagmire - Sarah A. Sheard, Software Productivity Consortium – Software Management, July 2001 THIS… WAS SUPPOSED TO FIX THIS…
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. THE VOICE OF THE CUSTOMER(S) • Buyers/Sponsors: • US Gov’t. DoD Centric • Process maturity not = to performance • Too expensive (model to implement, High Maturity, method to appraise) • High Maturity hard to understand; only for rocket science • Agile Community: • Only for waterfall, outdated, too rigid • Implementers: • Too prescriptive • Too difficult to use • Confusing, too many constellations • General/Others: • CMMI is outdated, old, did we mention expensive? • Quality is a big concern
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MOST RECENT CUSTOMER FEEDBACK “Please teach us to simplify the processes and execute the evidence of the actions in a more practical way.” “Make the model lighter for small company.” “A periodic surveillance system as ISO follows would enable better maintenance and upgrade of the learnings all through the assessment cycles.” “Include a new process area related to Security Development” “We strongly feel that improvements are required in the CMMI Framework to help organizations reach the higher levels of performance.” “The CMMI approach may be enhanced to include some aspects of agile approach to serve as an optimum means for organizational process improvement.” “Make CMMI more comprehensible. A better/improved visual overview and more interactivity on your website would be superb”
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. GOALS OF THE CMMI V2.0 PROJECT CMMIV2.0… • Delivers the best solution to benchmark and elevate organizational performance with demonstrated results. • Helps organizations to quickly identify the key capabilities that directly impact business results, ROI, quality and performance by reducing costs and time to market. • Based on market insights of the current user, prospect and buyer communities and includes features and enhancement that are directly relevant to them
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. OUTSIDE IN DEVELOPMENT FOR CMMI V2.0 •Partner Workshops •Community Reviews •PAB and CAB Reviews •Surveys •Volunteers • Pilots
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. DESIGN CHALLENGES Performance vs. compliance: Reduce: • Size • ~2,000 total pages across CMMI-DEV, CMMI-SVC, CMMI-ACQ, PCMM (not to mention Safety and Security) • Redundancy • Complexity • For understanding • For adoption • For path of processes • Spider web of interrelationships • Processes evolve beyond their “home level” as organizational processes mature Elegantly accommodate: • A multi-model world that is always changing • New ways of working • Agile • DevOps • Continuous deployment • Work-stream development • Whatever is next… Facilitate maintenance: • Reduce need for releases of core model • Internal (in Core) and Context-specific external informative • Facilitate extensions • Remove appraisal rules from model
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 INTEGRATED SOLUTION SUITE • Customers, organizations, domains and ecosystems • Focus on Performance, Quality, Continual Improvement • Evolutionary Model • Core vs. Context Specific and External Links • More Cost-Effective Appraisal Method, with higher reliability • Training • Implementation Guide • Systems and Tools
CMMI V2.0 KEY IMPROVEMENTS CMMI COMMUNITY NEEDS Demonstrate the value and ROI of implementing CMMI Improve the overall value for CMMI appraisals and lower time, effort and cost of the appraisal process Keep CMMI current and up-to-date with latest trend methodologies used in the market Make CMMI easier to use, and more user friendly CMMI V2.0 ANSWERS Built-in Performance Capabilities so that organizations understand performance needs, establish performance goals, and track, measure and achieve those goals New Appraisal Method intended to improve confidence and reliability of results and to lower total life cycle costs of appraisals • New Content additions, such as Safety and Security, that address critical business needs. • Scalable Architecture platform to include additional method guidance, such as built-in agile/Scrum guidance. • Plain Language makes it easier for users to read and understand the model. • Online platform allows users to customize and tailor the model to fit specific organizational needs • EnhancedTraining Implementation Tools provide guidance to adopting CMMI and/or transitioning from CMMIV1.3
Improvement&Innovation Drivers Architecture & Simplify Model Plain Language Value-Added Appraisal Performance Training Implementation & Current Needs CMMI V2.0 DEVELOPMENT CONCEPT AT A GLANCE Practice Groups Implementation Guidance Benchmarking Guidance Learning Materials Standard Models & Profiles CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 PRODUCT SUITE AT A GLANCE • Puts the “I” into CMMI (DEV, SVC, ACQ, P-CMM) • Select what is important to you • Core vs Context Specific & Links to External Material • Evolution & Views • Guidance for transition from V1.3 to V2.0 • Practical guidance for implementers • New appraisal method to increase reliability and reduce cost • Modular Training components • Learning Objective directed • Virtual & Online options • Enterprise application suite • Redesigned system with online models, new appraisal system, and partner resources • New user interface w/SSO CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &ToolsMODEL: ARCHITECTURE
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 ECOSYSTEM •Implementation guides •Certification •Explanatory material •Examples •Templates •Case Studies •Policies • … Links to Supplementary Material Appraisal Materials Training Materials Models & Profiles Plan & Prepare Appraise Report Results Construct Conduct Evaluate Appraisal Results Database Training Results Database Access & Report DEV SVC ACQ PCMM Integrated Model Database QualityTouchpoint: Simpler, easier to use model, evolutionary framework that can accommodate new methods, etc., business value embedded
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TERMINOLOGY & STRUCTURE CHANGES • V1.3 Process Area toV2.0 Practice Area • To solidify that CMMI is a collection of best practices, not a set of processes to be implemented, we have changed Process Area to Practice Area in the new version • Practices within each Practice Area are organized by levels instead of Specific Goals • V2.0 Core and Context Specific • Each Practice Area is broken up into a general descriptive section (core) and a contextually-applicable section (context specific) • V1.3 Required/Expected/Informative toV2.0 Required/Informative • Required is necessary for achieving a rating in appraisals • NOTE – Expected is no longer part of the model as all practices are now considered required
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. GENERIC VS. SPECIFIC GOALS AND PRACTICES Problem • Generic Goals and Practices are institutionalizing the model practices, but not the processes the organization develops • There is significant duplication between Generic Practices and model level practices Resolution • The institutionalization aspects are now focused on the organizational processes • Replaced Generic Practices with Governance and Implementation Infrastructure in order to improve the intent of institutionalization • Without “Generic” Practices, the “Specific” Practices designation is unnecessary. QualityTouchpoint: Reduced size, redundancy, complexity, focus on process implementation and persistence, not on model compliance
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. How persistently are the processes followed and improved within the organization? Practices are not abandoned under stress Practices apply to everyone in the organization There is visible and active senior management support There are consequences for following or not following established practices Practices become habitual INSTITUTIONALIZATION WITHOUT DUPLICATION Habit: A settled or regular tendency or practice, especially one that is hard to give up Persistence: Firm or obstinate continuance in a course of action in spite of difficulty or opposition
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. QualityTouchpoint: Reduced size, complexity, increase adoptability, maintainability V1.3 VS. V2.0 BY THE NUMBERS 68% Practice Reduction 64% Practice Area Reduction 63% Practice Reduction 58% Practice Area Reduction
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI-DEV Maturity Level 3 Comparison* CMMIV1.3 = 18 Process Areas + Generic Practices CMMIV2.0 = 18 Practice Areas + Safety/Security Technical Solution Technical Solution (TS) Product Integration Product Integration (PI) Requirements Development Requirement Development and Maintenance (RDM) Requirements Management (ML2 Practice Required) Verification Verification and Sustainment (VV) Peer Reviews (PR)Sustainment Project Planning (ML2 Practice Required) Planning (PLN) Estimating (EST) Project Monitor and Control (ML2 Practice Required) Monitor and Control (M&C) Integrated Project Management (Merged with Planning, Monitor and Control) Causal Analysis and Resolution Causal Analysis and Resolution (CAR) Risk Management Risk Management (RSK) Organizational Training Organizational Training (OT) Measurement and Analysis (ML2 Practice Required) Managing Performance and Measurement (MPM) Process and Product Quality Assurance (ML2 Practice Required) Process Quality Assurance (PQA) Organizational Process Focus Process Management (PM) Process Asset Development (PAD)Organizational Process Definition Decision Analysis and Resolution Decision Analysis and Resolution (DAR) Configuration Management (ML2 Practice Required) Configuration Management (CM) Supplier Agreement Management (ML2 Practice Required) SAM and ACQ – Final alignment still under consideration Generic Practices Governance (GOV) Implementation Infrastructure (II) Safety (SAF) (optional capability) Security (SEC) (optional capability) *Subject to further modifications as needed
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Model Front Matter Practice Area Front Matter • Intent andValue of the Practice Area • Core Information – context and methodology-free description of the PA • Context Specific – non-prescriptive description for the PA in a context such as agile/Scrum, development, services, etc. Practice(s) • Statement of the practice • Supplementary required material • Core Information – context and methodology-free description of the PA • Value • Additional Information • ExampleWork Products • Example Activities • Context Specific – non-prescriptive description for how the practice can be implemented against another application or methodology within the context of CMMI MODEL ARCHITECTURE CMMI V2.0 CMMI V2.0 Model Architecture
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 MATURITY LEVELS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EVOLUTIONARY ARCHITECTURAL CHARACTERISTICS WITHIN PRACTICE AREAS Level 2 •Simple, but complete set of practices that address the full intent of the PA •Does not require the use organizational assets •Achieve performance objectives Level 1 •Simple approach to meeting intent of practice area •Not a complete set of practices to achieve the full intent of the practice area •Address performance issues Level 3 •Uses organizational standards & tailoring to address work characteristics •Uses organizational assets •Focus on achieving performance objectives Level 4 •Use of statistical and other quantitative techniques to detect, refine, or predict the area of focus to achieve quality and process performance objectives Level 5 •Use of statistical and other quantitative techniques to optimize to achieve quality and process performance objectivesInitial Managed Defined Quantitatively Managed Optimizing QualityTouchpoint: Performance included at every level
86 Core Practice Areas Levels Estimating (EST) 3 Planning (PLAN) 4 Monitor and Control (MC) 3 Causal Analysis and Resolution (CAR) 5 Decision Analysis and Resolution (DAR) 3 Configuration Management (CM) 2 Managing Performance and Measurement (MPM) 5 Process Management (PM) 3 Process Asset Development (PAD) 3 Requirements Development and Maintenance (RDM) 3 Process Quality Assurance (PQA) 3 Verification and Sustainment (VV) 3 Peer Reviews (PR) 3 Risk Management (RSKM) 3 Organizational Training (OT) 3 Governance (GOV) 4 Implementation Infrastructure (II) 3 + = CMM-DEV CMM-SVC CMM-SM Model Practice Areas + + = = CMM- [P/WFM] = *Model structure is subject to modifications as needed Supplier Agreement Management (SAM) and related PAs from the Acquisition view are still in development. Final alignment under consideration. Levels Practice Areas Lev els Product Integration (PI) 3 Technical Solution (TS) 3 Capacity and Availability Management (CAM) 3 Continuity (CONT) 3 Incident Resolution and Prevention (IRP) 3 Service Delivery (SD) 2 Service SystemTransition (SST) 3 AcquisitionTechnical Management (ATM) 3 Agreement Management (AGRM) 3 Solicitation and Supplier Agreement Development (SSAD) 3 Compensation and Rewards (COMP) 3 Staffing andWorkforce Management (SWM) 3 Career and Competency Development (CCD) 5 Empowered Work Groups (EWG) 3 Communication and Coordination (COCO) 3 Safety (2 optional practice areas) Security (5 optional practice areas) QualityTouchpoint: Reduced redundancy and complexity, flexible framework
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 MODEL MATURITY LEVEL REQUIREMENTS Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Causal Analysis and Resolution (CAR) Decision Analysis and Resolution (DAR) Risk and Opportunity Management (ROM) Organizational Training (OT) Process Managmeent (PM) Process Asset Development (PAD) Peer Reviews (PR) Verification and Validation (VV) Technical Solution (TS) Product Integration (PI) Managing Performance and Measurement (MPM) Process Quality Assurance (PQA) Configuration Management (CM) Monitor and Control (MC) Planning (PLAN) Estimating (EST) Requirements Development and Maintenance (RDM) Governance (GOV) Implementation Infrastructure (II) CMMI V2.0 Development ML Requirements Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Causal Analysis and Resolution (CAR) Decision Analysis and Resolution (DAR) Risk and Opportunity Management (ROM) Organizational Training (OT) Process Managmeent (PM) Process Asset Development (PAD) Peer Reviews (PR) Verification and Validation (VV) Incident Resolution and Prevention (IRP) Capacity and Availability Management (CAM) Continuity (CONT) Service System transition (SST) Strategic Servcie Management (STSM) Managing Performance and Measurement (MPM) Service Deliver (SD) Process Quality Assurance (PQA) Configuration Management (CM) Monitor and Control (MC) Planning (PLAN) Estimating (EST) Requirements Development and Maintenance (RDM) Governance (GOV) Implementation Infrastructure (II) CMMI V2.0 Service Management ML Requirements Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Causal Analysis and Resolution (CAR) Decision Analysis and Resolution (DAR) Risk and Opportunity Management (ROM) Organizational Training (OT) Process Managmeent (PM) Process Asset Development (PAD) Peer Reviews (PR) Verification and Validation (VV) Acquisition Technical Management (ATM) Managing Performance and Measurement (MPM) Solicitation and Supplier Agreement Development (SSAD) Agreement Management (AGRM) Process Quality Assurance (PQA) Configuration Management (CM) Monitor and Control (MC) Planning (PLAN) Estimating (EST) Requirements Development and Maintenance (RDM) Governance (GOV) CMMI V2.0 Supplier Management ML Requirements Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Empowered Work Groups (EWG) Career and Competency Development (CCD) Communication and Coordination (COCO) Organizational Training (OT) Compensation and Rewards (COMP) Staffing and Workforce Management (SWM) Governance (GOV) Implementation Infrastructure (II) CMMI V2.0 People / Workforce Management ML Requirements Required at Level 4 Required at Level 2 Required at Level 3 Required at Level 5 CORE INCLUDED for all Maturity Levels
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 MODEL MATURITY LEVEL REQUIREMENTS CMM-Specific Practice Areas ProductIntegration(PI) TechnicalSolution(TS) CapacityandAvailabilityM anagem ent(CAM ) Continuity(CONT) IncidentResolutionandPrevention(IRP) ServiceDelivery(SD) ServiceSystem Transition(SST) StrategicServiceM anagem ent(STSM ) AcquisitionTechnicalM anagem ent(ATM ) Agreem entM anagem ent(AGRM ) SolicitationandSupplierAgreem entDevelopm ent(SSAD) Com pensationandRewards(COM P) StaffingandW orkforceM anagem ent(SW M ) CareerandCom petencyDevelopm ent(CCD) Em poweredW orkGroups(EW G) Com m unicationandCoordination(COCO) M anagingSafety(M S) EnsuringSafety(ES) M anagingandPlanningSecurity(M PS) DevelopSecureProducts,SolutionsandServices(DSPSS) M anagingSecurityThreatsAnd Vulnerabilities(M ST) SelectingandM anagingSecuritySuppliers(M SS) PlanningandM anagingSecurityInW ork(PM SW ) 5 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 SECURITYDEV SVC People/WF Mgmt. Supplier Mgmt. SAFETY[ ]
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
CAPABILITY PROFILE EXAMPLES
What will change? Why did we make the change? What is the impact of the change? Replaced Generic Goals and Generic Practices with Persistence Practice Areas/Practices To remove/reduce redundancy and complexity, and makeV2.0 easier to understand and implement Focus the work unit (project) and organization’s attention on making their processes a persistent habit and NOT the model Added evolutionary characteristics to each Practice Area Clearer and more methodical path for building capability and improving, simpler to adopt and measure More organizations can adopt the model in an manner that fits their specific and unique needs All Capability Maturity Models (CMM) have been combined into a true CMMI Real Integration without Redundancy. Put the “I” back into the CMMI, and enable it and organizations the ability to flex to new methods and ways of working. Less risk in implementation and integration, nimble and flexible to accommodate new/other standards and models SUMMARY OF MODEL ARCHITECTURE CHANGES
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. IMPLEMENTATION GUIDANCE CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 IMPLEMENTATION GUIDANCE QualityTouchpoint: Each Steps Contains a QualityTouchpoint
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. APPRAISAL METHOD CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI USER NEED Benchmark organizational performance CMMI V2.0 ANSWERS • Appraisals via Random Sampling • 60 day advanced notice of appraisal scope • Ensures process maturity maintained over time with 24 month validity period PROOF POINTS • Benchmark Appraisal (formerly SCAMPI A) Elevate organizational performance • Scalable/Tailorable to fit your organizational objectives • Cost-effective approach to identify gaps/opportunities for improvement • Implement process improvement initiatives • [Non-Benchmark] Appraisal (formerly SCAMPI B,C) • Sustainment Appraisal (new) CMMI V2.0 APPRAISAL CLASSIFICATIONS QualityTouchpoint: Reducing cost of appraisals while improving reliability
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools TRAINING AND CERTIFICATION
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Building High Maturity Awareness Building Development Excellence Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Service Excellence Building Supplier Management Excellence Building [People] Excellence TRAINING
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &ToolsSYSTEMS & TOOLS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SYSTEMS AND TOOLS InitialV2.0 Release • Online platform, Interactive • Book/E-Book Coming Attractions: • Context-Specific Interfaces • Potential Option: ”Wikipedia- like” contextual evolutionary expansion (with vetting) • Mobile app • More on systems side of things tomorrow morning… QualityTouchpoint: Simpler, single user-interface/sign-on, reduced complexity and redundancy
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CLICK TO EDIT MASTER TITLE SLIDE WHEN WILL CMMIV2.0 BE AVAILABLE?
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 Release 4 (Service/Supplier Management/People) Community Review October 2017 Release 3 (Development) Community Review July 2017 CMMI V2.0 Model/Method Complete December 2017 CMMI V2.0 Market Launch January 2018 CMMI V2.0 Appraisals Accepted July 2018 Implementation & Transition Guidance Community Review August 2017V2.0 Product Suite PARTNERS WHEN IS V2.0 AVAILABLE TO YOU? Translations beginning in 2018
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. PLANNING FOR V2.0 TRANSITION WITH CLIENTS 1Q18 2Q18 3Q18 1Q19 3Q19 4Q19 CMMI V2.0 Sunrise Period 6 months CMMI V2.0 Market Launch January 2018 2Q194Q18 CMMI V1.3 Sunset Period (No inter-mix of model and appraisal method allowed) 2 years Only V2.0 Appraisals Accepted January 1, 2020 CMMI V2.0 Appraisals Accepted July 2018 All appraisals 24 month validity
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 ROLE READINESS GUIDE Training Course Current New Current New Current New Current New CMMIV2.0 UpgradeTraining (online course + exam $250) X X X X CMMIV2.0 InstructorWorkshop Training (1 dayVILT - $500) X CMMIV2.0 Lead Appraiser Upgrade Workshop (2 daysVILT - $1,000) X CMMIV2.0 IntroTraining X X X X CMMIV2.0 Applying CMMI Course X X X CMMIV2.0 NEW InstructorTraining X CMMIV2.0 NEW LATraining X INSTRUCTORS LEAD APPRAISERS CMMI PROFESSIONALATM, CMMI ASSOCIATE Nov ‘17 Dec ‘17 Jan ‘18Jan ‘18Jan ‘18 Feb ‘18 Jan ‘18 Jan ‘18ROLE READINESS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 UPGRADE GUIDE Oct 2017 Jan Feb MarNov Dec 2018 CMMI V2.0 Market Launch January, 2018 V2.0 Training LEAD APPRAISERS / INSTRUCTORS CMMI V2.0 New LA Training February 2018 EXCLUSIVE INSTRUCTOR CMMI V2.0 Upgrade Offer October 2017 CMMI V2.0 Upgrade Training CMMI V2.0 Instructor Workshop November-December 2017 CMMI V2.0 LA Upgrade Workshop December 2017 CMMI V2.0 Upgrade Training CMMI V2.0 Intro Training CMMI V2.0 New Instructor Training January 2018 V2.0 Training GENERAL PUBLIC
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXCLUSIVE INSTRUCTOR UPGRADE OFFER • Be among the first to get upgraded on CMMIV2.0! • CMMIV2.0 Upgrade Training (2 days) • CMMIV2.0 Instructor Workshop (1 day) • Limited in-person offering for 30* people (Certified Instructors Only) • Week of 16 October 2017 • Location: Pittsburgh, Pennsylvania *Additional Sessions will be considered pending interest
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXCLUSIVE INSTRUCTOR UPGRADE OFFER V2.0 Model UpgradeTraining (Instructor-Led) • Instructor = CMMIV2.0 Architect/Developer • Opportunity for direct dialogue/questions with CMMI Developers • Preview and provide feedback for additional V2.0 product suite content • Time = 2 days V2.0 Instructor Workshop (Instructor-Led) • Instructor = CMMIV2.0 Architect/Training Developers • Opportunity for direct dialogue/questions with CMMI Developers • Preview and provide feedback forV2.0 training content • Time = 1 day 3 DAY INSTRUCTOR-LED TRAINING = $1,000
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. ARE YOU INTERESTED IN THE EXCLUSIVE INSTRUCTOR OFFER? Please Register at the following link: https://shop.cmmiinstitute.com/products/cmmi-v2-0-upgrade-training The link is also in your app in the “CMMIV2.0 High Level Updates” session. Look in the Description section
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT’S NEXT? BEYOND V2.0 LAUNCH In CMMIV2.0 we will provide context-specific guidance for organizations using agile Scrum methods. We are considering other methodologies to include as part of the product development roadmap. It is likely that additional guidance would be available after the initial launch. Please select up to three of the following that you think would be most important to include in the CMMI product roadmap.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. 1Q18 2Q18 3Q18 1Q19 3Q19 4Q19 CMMI V2.0 Market Launch w/agile Scrum January, 2018 2Q194Q18 CMMI V2.0 w/Dev Ops 3Q18 CMMI V2.0 w/Kanban 4Q18 CMMI V2.0 w/COBIT 5 1Q19 CMMI V2.0 w/ISO 2Q19-3Q19 CMMI V2.0 w/ITIL 3Q19-4Q19 *Intended to illustrate frequency of future CMMI updates; Specific CMMI product addendums, roadmap and cadence interval are currently under review and should not be considered final . CMMI PRODUCT ROADMAP PROPOSAL Future roadmap considerations: • Certified CMMI Consultant • Online Community • KPI Benchmarking Database • Industry Specific Guidance Method-Specific Guidance
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHEN IS V2.0 AVAILABLE TO YOU? 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 Release 4 (Service/Supplier Management/People) Community Review October 2017 CMMI V2.0 Model/Method Complete December 2017 CMMI V2.0 Market Launch January 2018 CMMI V2.0 Appraisals Accepted July 2018 EXCLUSIVE INSTRUCTOR CMMI V2.0 Upgrade Offer October 2017 CMMI V2.0 Upgrade Training CMMI V2.0 Instructor Workshop November-December, 2017 Implementation & Transition Guidance Community Review August 2017 CMMI V2.0 New LA Training February 2018 CMMI V2.0 LA Upgrade Workshop December 2017 V2.0 Product Suite PARTNERS V2.0 Training LEAD APPRAISERS / INSTRUCTORS V2.0 Training GENERAL PUBLIC CMMI V2.0 Upgrade Training CMMI V2.0 Intro Training CMMI V2.0 New Instructor Training January 2018 Release 3 (Development) Community Review July 2017
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. BREAK Thursday, 18 May 8:30 State of CMMI 9:00 CMMIV2.0 High Level Update 10:30 Break 11:00 CMMIV2.0 High Level Q&A 12:00 Lunch 1:00 CMMIV2.0 Detailed Updates 3:00 Break 3:30 CMMIV2.0 Detailed Updates 5:00 Break 6:00 PartnerWorkshop Reception
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CLICK TO EDIT MASTER TITLE SLIDE QUESTIONS & ANSWERS CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. LUNCH BREAK Thursday, 18 May 8:30 State of CMMI 9:00 CMMIV2.0 High Level Update 10:30 Break 11:00 CMMIV2.0 High Level Q&A 12:00 Lunch 1:00 CMMIV2.0 Detailed Updates 3:00 Break 3:30 CMMIV2.0 Detailed Updates 5:00 Break 6:00 PartnerWorkshop Reception
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CLICK TO EDIT MASTER TITLE SLIDE CMMIV2.0 DETAILED CHANGE UPDATES • New Model Content • Performance • Implementation Guidance • Training & Certification • Appraisals
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MODEL: NEW CONTENT CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. “Include a new process area related to Security Development” “Evolve the CMMI to embrace new agile and DevOps methodologies and to clarify the different paces of develop and manage software” “CMMI has a too high learning curve, it takes too long to get the full picture and start applying it in a practical way.”
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 MODEL Estimating Risk Management Causal AnalysisandResolution Managing PerformanceandMeasurement RequirementsDevelopment andMaintenance Organizational Training Governance Planning DecisionAnalsyisandResolution ProcessManagement ProcessQuality Assurance ImplementationInfrastructure Monitor andControl ConfigurationManagement ProcessAsset Development VerificationandValidation Peer Review Security Planning and Managing Security In Work Selecting and Managing Security Suppliers Managing Security Risks From Security Threats and Security Volnerabilities Develop Secure Products, Solutions and Services Managing and Planning Security Managing and Planning Safety Ensuring Safety Safety Technical Solution Product Integration Development Incident Resolution and Prevention Capacity and Availability Management Continuity Service Delivery Service System Transition Strategic Service Management Service Acquisition Technical Management Solicitation and Supplier Agreement Development Supplier Management Agreement Management Career and Competency Development Empowered Work Groups Communication and Coordination Staffing and Workfoce Management Compensation and Rewards People / Workforce Management[ ]
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. *Subject to further modifications as needed Engineering and Developing Products Delivery and Managing Services Selecting and Managing Suppliers Managing Quality Planning and Managing Work Managing Business Resilience Managing the Workforce Improving Performance Supporting Implementation Safety Security Building and Sustaining Capability CAPABILITY AREAS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Model Front Matter Practice Area Front Matter • Intent andValue of the Practice Area • Core Information – context and methodology-free description of the PA • Context Specific – non-prescriptive description for the PA in a context such as agile/Scrum, development, services, etc. Practice(s) • Statement of the practice • Supplementary required material • Core Information – context and methodology-free description of the PA • Value • Additional Information • ExampleWork Products • Example Activities • Context Specific – non-prescriptive description for how the practice can be implemented against another application or methodology within the context of CMMI MODEL ARCHITECTURE CMMIV2.0 CMMIV2.0 Model Architecture
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CONTEXT-SPECIFIC GUIDANCE STARTING WITH AGILE/SCRUM
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SURVEY TIME: NEW MODEL CONTENT POLL We have consistently gotten feedback from customers that CMMI doesn’t “work with” agile methodologies. How well do you think the context-specific guidance will address the problem? A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. NEW MODEL CONTENT POLL RESULTS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? Addition of two new Practice Areas: Security and Safety, plus integration of People CMM content To expand CMMI’s support for into current needs To respond to market demand The new Practice Areas can be used as desired by organizations who need them, including in Benchmark appraisals (optional) Practice Areas are organized into Capability Areas Clearer path to capability building and improvement More tailorable and applicable to a broader set of organizations, industries and markets Context-Specific Guidance will be added to help organizations’ efforts to use CMMI in their context Market demand, keeps CMMIV2.0 relevant for a long future, easier to maintain and update More rapid updates, realizes broader market and industry adoption and stays current with new trends, methods and opportunities SUMMARY OF NEW MODEL CONTENT CHANGES
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MODEL: PERFORMANCE CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT WILL CHANGE? • New PA called “Managing Performance and Measurement” • Process Management is reworked and emphasizes the value of process improvements • Each benchmark appraisal needs to prepare a “performance report”
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. NEW PA CALLED “MANAGING PERFORMANCE AND MEASUREMENT” • Performance Management practices now start at Level 1 • Business needs and objectives and current performance drive the need to improve performance and hence the need to improve processes (business impact) • Performance is addressed at business and work level • Performance is integrated with Measurements, but clearly uses measurements as “tool”. Simple collection and representation of measurement data is not sufficient • The focus is “Performance Management”, not “Measurement and Analysis” QualityTouchpoint: Business benefits and business performance are the highest priority. It avoids undirected process improvements that may not result in performance improvements. It also helps to avoid “false positives”, i.e. organizations that demonstrate “maturity” but are performing insufficiently.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. PROCESS MANAGEMENT IS REWORKED AND EMPHASIZES THE VALUE OF PROCESS IMPROVEMENTS • The focus on process improvement and process evaluation is now starting on Level 1 • Process Management serves MPM to achieve performance improvement by process improvement • It also can stand alone for all other process improvements • There is a focus on the value of improvements • Communication of improvement benefits and the obtained value add is strongly emphasized QualityTouchpoints: Improvements that show demonstrable benefits for the business help develop and support a culture that strives for ongoing improvement.This culture is essential to sustaining best practices and avoiding falling back into bad habits.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EACH BENCHMARK APPRAISAL NEEDS TO PREPARE A “PERFORMANCE REPORT” • The performance report is prepared by the appraisers based on the performance data of the organization. • It is a deliverable to the sponsor, and an optional deliverable to CMMI Institute. • Reflects and demonstrates the current situation, improvements, actions and achievements • Does not impact the maturity level rating (but has an interdependency with the MPM practices) QualityTouchpoints: The demonstration of performance results and the evaluation by the appraisal team motivate the organization to care about performance and engage in continuous improvement mirrored by the business needs.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. HOW WILL THIS CHANGE AFFECT YOUR WORK AS A PARTNER? Corporate Partner (Internal Use) • Focus on performance, not just improvement • More management attention and business impact • Applying the performance practices enables tracking of performance and taking action in a timely manner. • Understanding of performance management (not just measurements) needs to be obtained Service Delivery Partner (External Use) • Actively using performance and value as the driver for improvements • Opening another dimension of “provable benefit” consulting (analysis-measurements-performance-action- benefits) • Demonstrating that there is benefit from the relationship between performance and processes (and maturity) as well as visible business impact • Understanding of performance management (not just measurements) needs to be provided
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SURVEY TIME: PERFORMANCE POLL Customers have reported that improvements that result from using CMMI are not clearly demonstrated through the current product suite. How well do you think the performance additions will address the problem? A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. PERFORMANCE POLL RESULTS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? New PA called “Managing Performance and Measurement” To make performance very prominent as the leading driver in improving processes. Process improvement is for the business, not for itself. Performance is the driving factor in process improvement Process Management is reworked and emphasizes the value of process improvements To emphasize the value of process improvements and to make communication of benefits and business impact more prominent Process improvements are ranked by value and can better show the benefits and impact Each benchmark appraisal needs to prepare a “performance report” To make the achievements of performance improvement visible and to address “false positives” Results are made visible and can easily be discussed, leading to more active improvements. SUMMARY OF PERFORMANCE CHANGES
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. GUIDANCE FOR IMPLEMENTATION AND TRANSITION CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. “The concepts work. The implementation is the hard part.There needs to be an easier, lighter way to implement that isn't as costly.” “You can simplify the workflow to improve efficiency. It looks a little complicated now” “Implementation of CMMI should be simpler and accord to customized needs of users” “Be more practical, easy to implement and cost-effective.” “Please teach us to simplify the processes and execute the evidence of the actions in a more practical way” “CMMI has a too high learning curve, it takes too long to get the full picture and start applying it in a practical way.”
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT WILL CHANGE? NO CHANGE – SOMETHING NEW Two New Guides: • Implementing CMMI for Continuous Improvement • Transition Guide
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. 8 STEPS TO SUCCESS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. STRUCTURE OF EACH STEP Introduction – why the step is important Using CMMI Partner/Consultants – where/how Partners can assist Intent of the step, Value to meeting business goals, Inputs and Outputs Hows – Activities and options for performing the step References – Training, Partner Resources, Information Sources Additional elaborations and considerations for the step – general discussions about topics related to the step like getting a sponsor, keeping your sponsor informed, etc.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. IMPLEMENTING CMMI FOR CONTINUOUS IMPROVEMENT • Audience – CMMI Adopters • Guides users through adoption and sustainment • NOT A CHECKLIST • Connects user to relevant information that enables CMMI understanding and adoption (e.g., Partner Resources, case studies, classes, presentations) QualityTouchpoint:The guide provides a roadmap to simplify adoption. The steps when performed in order increase the probability of a successful adoption. Ensures a POSITIVE experience.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. IMPLEMENTING CMMI FOR CONTINUOUS IMPROVEMENT WHAT IT IS AND IS NOT This Guide Is… This Guide Is NOT… An overview of considerations and tasks when applying CMMI to your business processes A detailed checklist or “how to” guide for implementing CMMI Built on lessons learned and best practices derived from industry experiences A guide for appraisal preparation A reference to assist you with implementing CMMI for the first time The only approach for implementing CMMI
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SURVEY TIME: IMPLEMENTATION GUIDANCE POLL Customers have reported that it is difficult to get started using CMMI in their organizations. How well do you think the Implementation Guidance will address the problem? A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. IMPLEMENTATION GUIDANCE POLL RESULTS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TRANSITION GUIDE • Audience – Users of previous CMMI versions • Guides users through transition and sustainment • NOT A CHECKLIST • Connects user to relevant information that enables transition to CMMIV2.0 (e.g., Partner Resources, case studies, classes, presentations) QualityTouchpoint: The guide provides a roadmap of the key activities associated with transitioning to CMMIV2.0. Following these steps in the prescribed order will increase the probability of a successful transition.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TRANSITION GUIDE WHAT IT IS AND WHAT IT IS NOT This Guide Is… This Guide Is NOT… An overview of considerations and tasks when transitioning to CMMI V2.0 A detailed checklist or “how to” guide for transitioning to CMMI V2.0 Built on lessons learned and best practices derived from industry experiences A guide for appraisal preparation A reference to assist you with the transition to CMMI V2.0 The only approach for transitioning to CMMI V2.0
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SURVEY TIME: TRANSITION GUIDANCE POLL Thousands of companies that currently use CMMIV1.3 will transition toV2.0 in the coming years. It is crucial to the future of CMMI that this can happen consistently and simply. How well do you think the Transition Guidance will support this? A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet D) Poorly– I don’t like it. E) Very poorly – I hate it!
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TRANSITION GUIDANCE POLL RESULTS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. HOW WILL THE GUIDANCE AFFECT YOUR WORK AS A PARTNER? Corporate Partner (Internal Use) • Guidance in aligning business goals and CMMI • Supports achievement of executive sponsorship • Supports development of an accurate plan for transition Service Delivery Partner (External Use) • Guide provides information on the use of partners to support the implementation • Sets expectations for adoption therefore better informing the client organization of the partner involvement • Transition Guide provides a roadmap through the documentation associated with the new CMMIV2.0
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? Implementing CMMI for Continuous Process Improvement Consistent requests from end users to make CMMI easier to adopt. Though the model is designed to NOT provide the “how,” organizations need more direction to a place to start than the model itself can offer. Ensure a more successful adoption of CMMI. Assist organizations in setting achievable goals for adoption. Transition Guide Provide organizations with a roadmap through CMMIV2.0 information. Ensure a more successful transition to CMMIV2.0. Assist organizations in setting achievable goals for transition. QualityTouchpoint: The guidance provided will foster a more consistent approach to using CMMI effectively across organizations. SUMMARY OF IMPLEMENTATION GUIDANCE
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools TRAINING & CERTIFICATION
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT WILL CHANGE? Training and Certification is integrated with the CMMIV2.0 product suite • Added emphasis on business value • All courses follow objective-driven design principles • More flexible and cost-effective training options
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EMPHASIS ON BUSINESS VALUE
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EMPHASIS ON BUSINESS VALUE Foundations of Capability Course “Pave the way for better operations and performance in your organization.” GOALS • Connect the CMMI model and appraisal method with business value • Describe the components of CMMI • Use the CMMI as a tool for improving performance • Choose CMMI components with the most value for my organization’s issues or goals • Understand what is involved in preparing for an appraisal
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. OBJECTIVE-DRIVEN COURSE DESIGN
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. For Instructor Led (ILT) andVirtual Instructor Led (VILT) Activity Design N-N Hyperlink from index at beginning of document Activity Title Referenced in course plan and on course backlog Dependencies On information from previous activities Suggested Duration Min-max minutes needed Purpose Why is this activity used? BusinessValue of concepts? Learner Objectives Which to emphasize, reinforce, assess Work Aids (ILT/VILT) Slides, handouts, prepared flip charts, consumables Suggested Procedure Preparation,Activity, Debrief: steps and scripts Execution Points for Instructor Notes and hints, things to focus on Tailoring: ILT &VILT Suggested content or method tailoring for this activity Tailoring:VILT Changes needed forVILT delivery OBJECTIVE-DRIVEN DESIGN INSTRUCTOR SUPPORT ACTIVITY DESIGN
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. OBJECTIVE-DRIVEN DESIGN INSTRUCTOR SUPPORT
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. • Learner Objective Checklists • Online access to materials and models • Frequent formative assessment checkpoints • New contexts set stage for collaborative work and help frame engaging discussions OBJECTIVE-DRIVEN DESIGN STUDENT SUPPORT
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MORE FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN • Two-day Foundations of Capability course can be paired with one or more model-specific courses from the Building Excellence Course Series. • Virtual instructor-led versions of all Building Organizational Capability courses will be made available as part of the newVirtual CMMI Instructor certification (optional)
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Introductory CMMI Course Series: Building Organizational Capability Anyone Interested in Improving Organizational Performance, AppraisalTeam Members Advanced CMMI Course Series: Advancing Organizational Capability CMMI Professionals, CMMI Implementers and Project Leads Expert CMMI Course Series: Mastering Organizational Capability CMMI Lead Appraisers, CMMI Instructors
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Building High Maturity Awareness Building Development Excellence Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Service Excellence Building Supplier Management Excellence Building [People] Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Development Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Service Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Supplier Management Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building [People] Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. FLEXIBLE AND COST EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Development Excellence Building Service Excellence Building Supplier Management Excellence Building [People] Excellence Building High Maturity Awareness
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WORLDWIDE TRAINING TRENDS Source: IDC 2016 “Worldwide and U.S. IT Education Services Delivery Forecast, 2016–2020” IDC 2015 “Worldwide and U.S. IT Education Services Delivery Forecast, 2015-2019.” 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Classroom-Based ILT eLearning Content Virtual ILT FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. 82% appraisal team member training ATMs ATMs Others What if the future looked like this? Current Market FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI Institute Training has received consistently high ratings from our students and we want to be sure that CMMIV2.0 training courses will build on and improve our current strengths. How well do you think the Training plans will support this effort? SURVEY TIME: TRAINING POLL A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TRAINING POLL RESULTS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? More emphasis on business value To prevent or sway compliance-only mindsets and combat misperceptions about CMMI. Engaged learners who are able to convey how CMMI impacts true business value. Objective- driven course design Instructors teach to different goals and objectives and, sometimes, with no particular goals and objectives in mind. Student surveys indicate that students don’t always understand what knowledge and skill they are expected to learn in class. Best practice is to give students a roadmap of where they are going in the course, at the start of the course Prescriptive list of objectives, of manageable lengths, form the foundation of each new class.All activities and most assessment questions align to these objectives. Clear objectives allow consistent outcomes and, also, more flexibility to tailor instruction to meet differentiated needs and support instructor strengths and student interests. More flexible and cost-efficient ways to train “CMMI is too expensive and too cumbersome.” Happier customers, more efficient training opportunities for Partners, more CMMI adoption, enhanced quality, greater revenue for all.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. BREAK Thursday, 18 May 8:30 State of CMMI 9:00 CMMIV2.0 High Level Update 10:30 Break 11:00 CMMIV2.0 High Level Q&A 12:00 Lunch 1:00 CMMIV2.0 Detailed Updates 3:00 Break 3:30 CMMIV2.0 Detailed Updates 5:00 Break 6:00 PartnerWorkshop Reception
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &ToolsAPPRAISALS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. “May be a yearly surveillance add value as, this will enable organization to remain on their toes and cant relax till next appraisal after three years.” “A periodic surveillance system as ISO follows would enable better maintenance and upgrade of the learnings all through the assessment cycles. We feel the HMLA's follow considerably different methodologies to evaluate. Some broad standardization would help.” “Introduction of Surveillance Mechanism is strongly recommended to ensure the maintenance of an established system.” “Improve SCAMPI method” “Follow up should be more regular.” “In my organization, we had use CMMI model level 2 to define ours process and we improve them every year. We had obtain CMMI level 2 in 2014 this year we will do a Scampi A. But it's cost like the fist one. So, I suggest you : - to apply less cost than the first scampi A - to reduce the level of scampi A requirement to simplify and increase your customers' federation. Too much quality kills quality ! “ “Perhaps loosen the rules on the SCAMPI A appraisal process so they're not so constrictive.” “Appraisals should be confirmed in an year basis like ISO 9001 to prevent organizations to use CMMI only for an appraisal.” “Increase the no. of lead assessor and shorten the process cycle without compromising the objective. Allow some limited self certifications depending on record of the assesse.” “Reduce amount of paperwork needed.” “I think that the appraisal method should be simplified. It is a large process and I think that it could be more simple and effective”
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 VALUE-ADDED APPRAISALS Value Added Appraisal Goals VALUE
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. HOW DID WE GET HERE? MIT Statistician Input: Broaden coverage ofWUs Initial pilots: Directed set & Random PA Feedback: Lack of threads & concern with 30 day notification Buyers requesting more timely appraisals Input from stakeholders: Address sponsor requests & lack of threads Appraisal Goal: Improve value by increasing reliability & reducing life cycle cost Ongoing Pilots: Random Capability Approach Initial Approach Revised Approach Final Approach Future: Community Review
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT WILL CHANGE? • V1.3 SCAMPI B & C becomesV2.0 [Non-Benchmark] Appraisal • V1.3 SCAMPI A becomesV2.0 Benchmark Appraisal • Introduction of a Sustainment Appraisal *Note: Final name selection in process
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SCAMPI B & C BECOMES [NON-BENCHMARK] • Consolidated SCAMPI B & C into one method • Eliminated prescribed OE sufficiency rules • Defined characterization scale QualityTouchpoint: Improved flexibility (customization) to meet business objectives
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SCAMPI B & C BECOMES [NON-BENCHMARK] Customization Options Characterization Scale: Red, Yellow, Green Organizational Scope Model Scope Objective Evidence Sufficiency • Entire OU (all WUs) • • All PAs • Artifact and affirmation for every practice • Representative Sample based sampling factors • • One or more PAs • Artifact for every practice, affirmation for every practice group • One or more WU and/or support functions • • One or more practice groups • Different OE sufficiency rules for Sub Groups • Portions of WU and/or support function • • One or more practices • Affirmation for every practice and artifact for every practice group • No WUs (documented process only) • One type of objective evidence (Artifact or affirmation) for every practice • One type of objective evidence (Artifact or affirmation) for every practice group V1.3 Approach • Two methods: SCAMPI B & C • Prescribed OE Sufficiency rules • No defined characterization scale
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SCAMPI A BECOMES BENCHMARK • 36 month appraisal validity becomes 24 months • 60 day maximum notification for appraisal scope • Sample size based on number ofWork Units (WU) in Organizational Unit (OU) • WU provides Objective Evidence (OE) for PA or Capability vs. all PAs in scope • Auto-generated random selection of WU and PA/Capability pairing • Introduction of impact sampling factors QualityTouchpoints: 60 day notification of appraisal scope reduces tendency to over prepare Improved appraisal reliability/accuracy Random sampling  truly reflective of OU without sponsor or ATL bias Broader coverage of WU  improved measure of institutionalization & statistically relevant Sample size scalable based on size of OU Improved flexibility (customization) to meet business objectives
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. V1.3 Approach • Validity Period 36 months • No prescribed time frame for identifying appraisal scope • Sub Groups based on sampling factors SCAMPI A BECOMES BENCHMARK V2.0 Benchmark Validity period: 24 months Appraisal scope:WU/Support function randomly selected maximum of 60 days in advance of conduct phase • CMMI Waiver: to request more than 60 days • OU provide information onWUs and Support Functions (e.g., NYs) • CMMI IWaiver: to substitute oneWU/Capability/PA pairing • Sponsor can add additionalWUs/PA combinations • Determine Sub Groups based on relevant and impact sampling factors • Relevant: applies regardless of the impact on how work is performed • Impact: relevant sampling factor that impacts how work is performed
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. V1.3 Approach • ATL selected the minimal sample • Sponsor or ATL may add additionalWU/PA • Sample size depends on number of sub groups (e.g., OU with 50 project one sub group = sample size of 1 project) • One focus WU from each sub group SCAMPI A BECOMES BENCHMARK Organizational Sample (auto generated random sample) • When selecting WUs: • Maximize coverage of subgroups • Avoid repetition ofWUs • For Supporting Implementation capability (CAR, DAR & CM): • Assign a different PA to a differentWU until each PA is selected IAW table • For remaining capabilities: • For OUs with 1 - 40 WUs :Assign a differentWU to a capability until all capabilities are addressed per table • For OUs with > 40 WUs:Assign a differentWU to a capability until all capabilities are addressed twice; then assign a differentWU to each PA Total WUs in the OU Minimal Instances (e.g., number of WUs) sampled 1 – 10 1 11 – 40 2 Over 40 3
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXAMPLE: BENCHMARK APPRAISAL Sub Group 1 Sub Group 2 Sub Group 3 Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Engineering & Develop Products TS 2 PI 2 Plan & Manage Work EST 2 PP 2 M&C 2 RDM 2 Business Resiliance RSKM 2 Ensuring Quality PPQA 2 V&V 2 PR 2 Supporting Implementation CAR 2 DAR 2 CM 2 Appraisal of DEV model for ML3; OU with 30 projects • Subgroup 1: Small waterfall • Subgroup 2: Large waterfall • Subgroup 3:Agile Institutionalization Areas: Governance, & Implementation Infrastructure – applied to the processes in use by the sampled WUs Organizational Level PAs: OT, MPM, PM, & PAD – applied to support function Project 10 is in requirements phase Project 24 is in planning
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXAMPLE: BENCHMARK APPRAISAL WITH SPONSOR SPECIAL REQUESTS Sub Group 1 Sub Group 2 SubGroup 3 Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Engineering & Develop Products TS i 2 PI i 2 Plan & Manage Work EST X 2 PP X 2 M&C X 2 RDM X i 2 Business Resiliance RSKM X 2 Ensuring Quality PPQA 2 V&V 2 PR i 2 Supporting Implementation CAR 2 DAR 2 CM 2 Sponsor requested: • Waiver to include project 8 • An agile project be included for Engineering related PAs Institutionalization Areas: Governance, & Implementation Infrastructure – applied to the processes in use by the sampledWUs Organizational Level PAs: OT, MPM, PM, & PAD – applied to support function
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. INTRODUCTION OF A SUSTAINMENT APPRAISAL • Perform initial Benchmark Appraisal • Within 24 months, if eligible, perform sustainment appraisal to maintain rating QualityTouchpoints: Buyer requested more timely measures (appraisal results) OU maintains focus on institutionalization Investigative analysis  Remain cost effective while gaining understanding of entire model scope
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. INTRODUCTION OF A SUSTAIMENT APPRAISAL Conduct Sustainment appraisals within 24 months to maintain rating (ML or CL Profile) • Eligibility: Appraisal scope is the same or a subset of the benchmark • No new IMPACT sampling factors or sampling factor values • Team size: minimum 2 including the ATL Planning Phase:Appraisal scope rules are the same as the Benchmark • Randomly select 1/3 of the PAs within each capability area for in-depth analysis Conduct Investigative Analysis (ATL cannot delegate) for the remaining 2/3 PAs • OE sufficiency: affirmation and artifact for each practice group • document gaps & identify risky model components Conduct In-depth Analysis • Based on the Investigative analysis, first revise the model scope • 1/3 selected PAs plus any model components identified as risky • OE sufficiency: artifact and affirmation for every practice for every WU/Support Function
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXAMPLE: SUSTAINMENT APPRAISAL TO MAINTAIN RATING Organizational Sample: same rules as benchmark Model Scope: • Randomly select ~1/3 PA from each Capability (F’s)  In-depth analysis • For remaining 2/3 PAs, conduct investigative analysis (i’s) • Final in-depth model scope – 1/3 PAs plus any “risky” model components • CM 2.1, 2.3 • PP 2.6 • V&V- Practice Group 3 Sub Group 1 Sub Group 2 SubGroup 3 Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Engineering & Develop Products TS i i 2 PI F F 2 Plan & Manage Work EST i i 2 PP i i 2 M&C i i 2 RDM F F 2 Business Resiliance RSKM i i 2 Ensuring Quality PPQA i i 2 V&V F F 2 PR i i 2 Supporting Implementation CAR i i 2 DAR F F 2 CM i i 2 Achieved ML 3 in initial DEV Benchmark Appraisal: Within 24 months conduct validation appraisal OU with 25 projects & 3 subgroups • Some projects have ended since the benchmark No new impact sampling factors or values Institutionalization Areas: Governance, & Implementation Infrastructure – applied to the processes in use by the sampledWUs Organizational Level PAs: OT, MPM, PM, & PAD – applied to support function
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. COST ANALYSIS: EXAMPLE OF OU CHANGE 1 TIME IN 12 YEARS 1 2 3 4 5 6 7 8 9 10 11 12 SCAMPI A Appraisal SCAMPI A Appraisal SCAMPI A Appraisal SCAMPI A Appraisal CMMI ML3 Benchmark Appraisal Sustainment Appraisal Sustainment Appraisal Sustainment Appraisal Repeat Benchmark Appraisal Sustainment Appraisal Significant changes to the OU YEARS Benchmark appraisal: 25% reduction in cost Sustainment appraisal: 50% reduction in cost o Best case: OU remains consistent  32% savings o Worst case: OU changes every 24 months  equivalent cost o Typical: OU changes twice  15% savings
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. BENCHMARK COST COMPARISON TO V1.3 CMMI V2.0 CMMI V1.3 Number of WU in OU Number of instances Number of instances with 1 SG Number of instances with 2 SG Number of instances with 3 SG Number of instances with 4 or more SG 1-10 1 WU 1 WU (equivalent) (1280 appraisals) 2 WU (3125) 3 WU (890) > 4 WUs (based on number of Sub Groups) (890)11-40 2 WU 1 WU (100) 2 WU (equivalent) (440) 3 WU (340) >40 3 WU 1 WU (20) 2 WU (90) 3 (equivalent) (60) CMMIV2.0 is equivalent or less expensive • 97% of prior 7300 appraisals conducted CMMIV2.0e expensive • Includes 3% of prior 7300 appraisals conducted Basis of estimate: Number of instances (WU or support function) for each PA Fixed Price Components: planning, opening & closing discussion, reporting
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. PILOT ELABORATION What were specific discoveries from the Pilot? • Overall, effort and preparation costs are within the VAA team’s predictions. 25% or more savings. • There has been concern with “narrative connection” of evidence. How did these discoveries shape the solution? • The feedback for the initial “Directed Sets” approach led to the discontinuation of that approach • Feedback for the Random PA approach lead to revising the approach with “Random Capability” sampling. • 30-day window for notification of org sample has been replaced by 60-day notification What satisfaction was stated by participating companies on their Pilot? • In general, ATLs and ATMs have been satisfied that the appraisal is accurate. • Sponsors also have felt that the appraisal method fairly represents their organization.
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? V1.3 SCAMPI B & C becomes V2.0 [Non-Benchmark] Improved flexibility (customization) to meet business objectives Consolidated SCAMPI B & C into one method Eliminated prescribed OE sufficiency rules Defined characterization scale V1.3 SCAMPI A becomes V2.0 Benchmark 60 day notification of appraisal scope reduces tendency to over prepare Improved appraisal reliability/accuracy Random sampling  truly reflective of OU without bias Broader coverage of WU  improved measure of institution & statistically relevant Sample size scalable based on size of OU 36 month appraisal validity becomes 24 months 60 day maximum notification of appraisal scope WU provide OE for PA or Capability Auto-generated random selection of WU and PA/Capability pairing Introduction of impact sampling factors Introduction of a Sustainment Appraisal Customer requested more timely measures  OU focus on institutionalization Investigative analysis: Remain cost effective while gaining understanding of entire model scope Perform initial Benchmark Appraisal Performed within 24 months to maintain rating 60 day maximum notification of appraisal scope Auto-generated random sample In-depth (1/3) and investigative analysis (2/3)
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TheValue-Added Appraisal team worked to change CMMI appraisals to increase reliability while reducing overall cost of ownership. How well do you think the planned changes ([Non-Benchmark], Benchmark, and Sustainment appraisals) will accomplish this? SURVEY TIME: APPRAISALS POLL A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. APPRAISALS POLL RESULTS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 PRODUCT SUITE AT A GLANCE • Puts the “I” into CMMI (DEV, SVC, ACQ, P-CMM) • Select what is important to you • Core vs Context Specific & Links to External Material • Evolution & Views • Guidance for transition from V1.3 to V2.0 • Practical guidance for implementers • New appraisal method to increase reliability and reduce cost • Modular Training components • Learning Objective directed • Virtual & Online options • Enterprise application suite • Redesigned system with online models, new appraisal system, and partner resources • New user interface w/SSO CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 GO-TO-MARKET STRATEGY, TIMELINE & MARKETING RESOURCES FOR PARTNERS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Put the Focus on the People, Not the Product • Show them a compelling picture of how CMMI V2.0 is going to make the world work better Get Opinion Leaders On-Board Early • Get people excited about the potential of CMMI V2.0 • Partners, Pilot Participants, Customers Make a Mark • Take a position that’s bold and imaginative • Paint a picture of the future that our customers want to live/work in Get New Customers Ready for CMMI V2.0 • Build anticipation, generate buzz and enthusiasm by getting customers on board early Product Launch Best Practices
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Match Product Capabilities to Market Needs  Identify and Align with Key Customer and Market Segments via Market Research Study: Internal vs. External: Executives/Managers/Team Leads/ATMS/Practitioners/Partners across job functions/industries  Create & Test Clear Positioning and Messaging: How is CMMI V2.0 better than V1.3? What value does next gen bring to each key audience (government, new users, agile users, etc.)  Focus on User Experience: Show how customers will access CMMI V2.0 in a new way via Guides, new systems and tools, value-added appraisal method  Establish New Terminology, CMMI V2.0 Naming and Align to Brand: (i.e. distinguish between value delivered vs. technical descriptions) CMMI V2.0 - Launch Plan Goal #1
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Set Strategic Objectives for Launch Performance • Agree on Clear Launch Schedule and Goals  Distinguish between Existing vs. New User Experiences  Timing for Internal Customers (Instructors, Lead Appraisers, Current Customers/Users)  Timing for External Customers (new users, agile users) CMMI V2.0 - Launch Plan Goal #2
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Leverage Market Position and Relationships • Generate CMMI Storylines and Content  C-SUITE – Build upon the Executive Guide: Staying Relevant in the Age of Disruption: Why capability is the key to outlasting the competition  CUSTOMERS: Team Leads & ATMs - How to Transition from CMM V1.3 to CMMI V 2.0 (Technical detail) + Pilot Case Studies  NEW USERS: Managers & Practitioners - How to Get Started with CMMI V2.0 + Supporting Case Studies from CMMI V2.0 pilots (Real world application) CMMI V2.0 - Launch Plan Goal #3
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Leverage Market Position and Relationships • Position CMMI V2.0 in key sectors/industries  Software/Systems, IT Services, Telecommunications, Defense/Aerospace, Medical Devices/Healthcare, Government, Agile… • Share CMMI V2.0 Content and Marketing Kits with CMMI Loyalists  Partners, Existing Customers/Users and Allies • Activate Marketing Partnerships/PR/Marketing Program  Provide previews of what to expect from CMM V2.0 CMMI V2.0 - Launch Plan Goal #3 (con’t)
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Successfully Launch CMMI V2.0 to Key Audiences • Confirm Loyalty of Existing CMMI Customers/Users  Identify specific needs of key markets (e.g. Government Acquisition Offices, China, India, US)  Via pilots, provide early release feedback and support • Build New Audiences for CMMI V2.0  Via public launch via conferences and venues of key audiences CMMI V2.0 - Launch Plan Goal #4
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. USERS Existing - Predominantly current users of CMMI—includes those previously using but not re-appraised. New - Currently not using CMMI but employing a competing Process Improvement Methodology e.g. Agile, Lean Six Sigma, ISO. BUYERS Existing - Use CMMI to maintain quality and delivery standards from vendors and suppliers. New - Require CMMI compliancy with their supply base e.g. Government/Acquisition Community, large multi-nationals that require quality suppliers. Target Audiences for CMMI V2.0
Conferences/Events Under Consideration For The Institute and Partners • Agile Dev Ops West and East • Techwell Better SW West • Agile Alliance 2017 Conference - • Gartner’s Symposium/ITxpo • OPEX World Conference - • Global Scrum Gathering • Dev Ops Enterprise Summit • IEEE • International conference on Software Engineering • NDIA Systems • Continuous Delivery Conference • ASQ Software Division • ASQ European Quality Conference Where can Partners get leads? SPEAKING AT EVENTS
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Translations beginning in 2018 for model, website, guides, training, certification 18-19 May 2017 Partner Workshop Present and Distribute Marketing Kit Jan –June 2018 Digital, Email, Content Marketing Campaigns May 2017 June 2017 November 2017 July 2017 August 2017 September 2017 October 2017 December 2017 January – Dec 2018 PUBLIC LAUNCH 16 May 2017 Kirk Botula Keynote at Conference - CMMI V2.0 announcement PARTNER WORKSHOP PARTNER OUTREACH TO CLIENTS CONTINUING OUTREACH TO NEW USERS USE CMMI V2.0 MARKETING TOOL KIT TO TALK TO CLIENTS NOW 20 May -1 October 2017 For Partner Outreach to Clients & Prospects For CMMI Institute to CMMI Appraised Orgs PRE-LAUNCH MARKETING 1 Oct -31 Dec 2017  Updated Marketing Toolkit  Coming of CMMI V2.0 Press Release  Pilot Case Studies  Marketing Campaigns (what to expect from CMMI V2.0)  Media Outreach Kit Jan 2018 CMMI V2.0 Available Press Release CMMI V2.0 MARKETING KEY MILESTONES
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Marketing Toolkit for Partners – On USB & IN PRC Learn how CMMI V2.0 Transforms Organizational Performance PRINT & PDF 4-PAGE BROCHURE CONTINUOUSLY UPDATED FAQs
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Brochure – What's Inside?
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Key Messages - Overview CMMI V2.0 helps organizations quickly leverage the key capabilities that directly impact the ability to drive: • Business results • Higher quality • Focus on Performance • Reduction in cost, time to market and risk CMMI V2.0 provides the ability to build dynamic organizational performance by focusing on: • Embedding performance into existing processes • Driving value through updated appraisal process • Integrating agile/Scrum, safety and security • Being easier to use and more flexible to organizational needs
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 PRODUCT SUITE AT A GLANCE • Puts the “I” into CMMI (DEV, SVC, ACQ, P-CMM) • Select what is important to you • Core vs Context Specific & Links to External Material • Evolution & Views • Guidance for transition from V1.3 to V2.0 • Practical guidance for implementers • New appraisal method to increase reliability and reduce cost • Modular Training components • Learning Objective directed • Virtual & Online options • Enterprise application suite • Redesigned system with online models, new appraisal system, and partner resources • New user interface w/SSO CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHEN IS V2.0 AVAILABLE TO YOU? 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 Release 4 (Service/Supplier Management/People) Community Review October 2017 CMMI V2.0 Model/Method Complete December 2017 CMMI V2.0 Market Launch January 2018 CMMI V2.0 Appraisals Accepted July 2018 EXCLUSIVE INSTRUCTOR CMMI V2.0 Upgrade Offer October 2017 CMMI V2.0 Upgrade Training CMMI V2.0 Instructor Workshop November-December, 2017 Implementation & Transition Guidance Community Review August 2017 CMMI V2.0 New LA Training February 2018 CMMI V2.0 LA Upgrade Workshop December 2017 V2.0 Product Suite PARTNERS V2.0 Training LEAD APPRAISERS / INSTRUCTORS V2.0 Training GENERAL PUBLIC CMMI V2.0 Upgrade Training CMMI V2.0 Intro Training CMMI V2.0 New Instructor Training January 2018 Release 3 (Development) Community Review July 2017
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Translations beginning in 2018 for model, website, guides, training, certification 18-19 May 2017 Partner Workshop Present and Distribute Marketing Kit Jan –June 2018 Digital, Email, Content Marketing Campaigns May 2017 June 2017 November 2017 July 2017 August 2017 September 2017 October 2017 December 2017 January – Dec 2018 PUBLIC LAUNCH 16 May 2017 Kirk Botula Keynote at Conference - CMMI V2.0 announcement PARTNER WORKSHOP PARTNER OUTREACH TO CLIENTS CONTINUING OUTREACH TO NEW USERS USE CMMI V2.0 MARKETING TOOL KIT TO TALK TO CLIENTS NOW 20 May -1 October 2017 For Partner Outreach to Clients & Prospects For CMMI Institute to CMMI Appraised Orgs PRE-LAUNCH MARKETING 1 Oct -31 Dec 2017  Updated Marketing Toolkit  Coming of CMMI V2.0 Press Release  Pilot Case Studies  Marketing Campaigns (what to expect from CMMI V2.0)  Media Outreach Kit Jan 2018 CMMI V2.0 Available Press Release CMMI V2.0 MARKETING KEY MILESTONES

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CMMI V2.0

  • 1.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 2.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0
  • 3.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 4.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 5.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 6.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 7.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 8.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 9.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 10.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 11.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 12.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 13.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 14.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 15.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 16.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
  • 17.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. NAME: TITLE: ORGANIZATION: PARTNER UPDATE: CMMI V2.0
  • 18.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI ORIGINS  In the “early” days, Software was the major source of program issues, while systems and hardware engineering seemed to be in better shape.  The SW-CMM allowed SW to get its house in order, which then exposed problems in Systems, Hardware, Services. This led to the development of the SE-CMM in 1995.  When we brought SW-CMM together with SE-CMM, and then added Services and Acquisition, we began to see the power of combining frameworks…thus laying the seeds and groundwork for CMMIV2.0… Goals Practices Other Guidance Informative Material Training Materials Assessment Materials Wait… What the heck happened to the “I” Evolution of the Frameworks Quagmire - Sarah A. Sheard, Software Productivity Consortium – Software Management, July 2001 THIS… WAS SUPPOSED TO FIX THIS…
  • 19.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. THE VOICE OF THE CUSTOMER(S) • Buyers/Sponsors: • US Gov’t. DoD Centric • Process maturity not = to performance • Too expensive (model to implement, High Maturity, method to appraise) • High Maturity hard to understand; only for rocket science • Agile Community: • Only for waterfall, outdated, too rigid • Implementers: • Too prescriptive • Too difficult to use • Confusing, too many constellations • General/Others: • CMMI is outdated, old, did we mention expensive? • Quality is a big concern
  • 20.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MOST RECENT CUSTOMER FEEDBACK “Please teach us to simplify the processes and execute the evidence of the actions in a more practical way.” “Make the model lighter for small company.” “A periodic surveillance system as ISO follows would enable better maintenance and upgrade of the learnings all through the assessment cycles.” “Include a new process area related to Security Development” “We strongly feel that improvements are required in the CMMI Framework to help organizations reach the higher levels of performance.” “The CMMI approach may be enhanced to include some aspects of agile approach to serve as an optimum means for organizational process improvement.” “Make CMMI more comprehensible. A better/improved visual overview and more interactivity on your website would be superb”
  • 21.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. GOALS OF THE CMMI V2.0 PROJECT CMMIV2.0… • Delivers the best solution to benchmark and elevate organizational performance with demonstrated results. • Helps organizations to quickly identify the key capabilities that directly impact business results, ROI, quality and performance by reducing costs and time to market. • Based on market insights of the current user, prospect and buyer communities and includes features and enhancement that are directly relevant to them
  • 22.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. OUTSIDE IN DEVELOPMENT FOR CMMI V2.0 •Partner Workshops •Community Reviews •PAB and CAB Reviews •Surveys •Volunteers • Pilots
  • 23.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. DESIGN CHALLENGES Performance vs. compliance: Reduce: • Size • ~2,000 total pages across CMMI-DEV, CMMI-SVC, CMMI-ACQ, PCMM (not to mention Safety and Security) • Redundancy • Complexity • For understanding • For adoption • For path of processes • Spider web of interrelationships • Processes evolve beyond their “home level” as organizational processes mature Elegantly accommodate: • A multi-model world that is always changing • New ways of working • Agile • DevOps • Continuous deployment • Work-stream development • Whatever is next… Facilitate maintenance: • Reduce need for releases of core model • Internal (in Core) and Context-specific external informative • Facilitate extensions • Remove appraisal rules from model
  • 24.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 INTEGRATED SOLUTION SUITE • Customers, organizations, domains and ecosystems • Focus on Performance, Quality, Continual Improvement • Evolutionary Model • Core vs. Context Specific and External Links • More Cost-Effective Appraisal Method, with higher reliability • Training • Implementation Guide • Systems and Tools
  • 25.
    CMMI V2.0 KEYIMPROVEMENTS CMMI COMMUNITY NEEDS Demonstrate the value and ROI of implementing CMMI Improve the overall value for CMMI appraisals and lower time, effort and cost of the appraisal process Keep CMMI current and up-to-date with latest trend methodologies used in the market Make CMMI easier to use, and more user friendly CMMI V2.0 ANSWERS Built-in Performance Capabilities so that organizations understand performance needs, establish performance goals, and track, measure and achieve those goals New Appraisal Method intended to improve confidence and reliability of results and to lower total life cycle costs of appraisals • New Content additions, such as Safety and Security, that address critical business needs. • Scalable Architecture platform to include additional method guidance, such as built-in agile/Scrum guidance. • Plain Language makes it easier for users to read and understand the model. • Online platform allows users to customize and tailor the model to fit specific organizational needs • EnhancedTraining Implementation Tools provide guidance to adopting CMMI and/or transitioning from CMMIV1.3
  • 26.
    Improvement&Innovation Drivers Architecture & Simplify Model PlainLanguage Value-Added Appraisal Performance Training Implementation & Current Needs CMMI V2.0 DEVELOPMENT CONCEPT AT A GLANCE Practice Groups Implementation Guidance Benchmarking Guidance Learning Materials Standard Models & Profiles CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
  • 27.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 PRODUCT SUITE AT A GLANCE • Puts the “I” into CMMI (DEV, SVC, ACQ, P-CMM) • Select what is important to you • Core vs Context Specific & Links to External Material • Evolution & Views • Guidance for transition from V1.3 to V2.0 • Practical guidance for implementers • New appraisal method to increase reliability and reduce cost • Modular Training components • Learning Objective directed • Virtual & Online options • Enterprise application suite • Redesigned system with online models, new appraisal system, and partner resources • New user interface w/SSO CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
  • 28.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &ToolsMODEL: ARCHITECTURE
  • 29.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 ECOSYSTEM •Implementation guides •Certification •Explanatory material •Examples •Templates •Case Studies •Policies • … Links to Supplementary Material Appraisal Materials Training Materials Models & Profiles Plan & Prepare Appraise Report Results Construct Conduct Evaluate Appraisal Results Database Training Results Database Access & Report DEV SVC ACQ PCMM Integrated Model Database QualityTouchpoint: Simpler, easier to use model, evolutionary framework that can accommodate new methods, etc., business value embedded
  • 30.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TERMINOLOGY & STRUCTURE CHANGES • V1.3 Process Area toV2.0 Practice Area • To solidify that CMMI is a collection of best practices, not a set of processes to be implemented, we have changed Process Area to Practice Area in the new version • Practices within each Practice Area are organized by levels instead of Specific Goals • V2.0 Core and Context Specific • Each Practice Area is broken up into a general descriptive section (core) and a contextually-applicable section (context specific) • V1.3 Required/Expected/Informative toV2.0 Required/Informative • Required is necessary for achieving a rating in appraisals • NOTE – Expected is no longer part of the model as all practices are now considered required
  • 31.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. GENERIC VS. SPECIFIC GOALS AND PRACTICES Problem • Generic Goals and Practices are institutionalizing the model practices, but not the processes the organization develops • There is significant duplication between Generic Practices and model level practices Resolution • The institutionalization aspects are now focused on the organizational processes • Replaced Generic Practices with Governance and Implementation Infrastructure in order to improve the intent of institutionalization • Without “Generic” Practices, the “Specific” Practices designation is unnecessary. QualityTouchpoint: Reduced size, redundancy, complexity, focus on process implementation and persistence, not on model compliance
  • 32.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. How persistently are the processes followed and improved within the organization? Practices are not abandoned under stress Practices apply to everyone in the organization There is visible and active senior management support There are consequences for following or not following established practices Practices become habitual INSTITUTIONALIZATION WITHOUT DUPLICATION Habit: A settled or regular tendency or practice, especially one that is hard to give up Persistence: Firm or obstinate continuance in a course of action in spite of difficulty or opposition
  • 33.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. QualityTouchpoint: Reduced size, complexity, increase adoptability, maintainability V1.3 VS. V2.0 BY THE NUMBERS 68% Practice Reduction 64% Practice Area Reduction 63% Practice Reduction 58% Practice Area Reduction
  • 34.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI-DEV Maturity Level 3 Comparison* CMMIV1.3 = 18 Process Areas + Generic Practices CMMIV2.0 = 18 Practice Areas + Safety/Security Technical Solution Technical Solution (TS) Product Integration Product Integration (PI) Requirements Development Requirement Development and Maintenance (RDM) Requirements Management (ML2 Practice Required) Verification Verification and Sustainment (VV) Peer Reviews (PR)Sustainment Project Planning (ML2 Practice Required) Planning (PLN) Estimating (EST) Project Monitor and Control (ML2 Practice Required) Monitor and Control (M&C) Integrated Project Management (Merged with Planning, Monitor and Control) Causal Analysis and Resolution Causal Analysis and Resolution (CAR) Risk Management Risk Management (RSK) Organizational Training Organizational Training (OT) Measurement and Analysis (ML2 Practice Required) Managing Performance and Measurement (MPM) Process and Product Quality Assurance (ML2 Practice Required) Process Quality Assurance (PQA) Organizational Process Focus Process Management (PM) Process Asset Development (PAD)Organizational Process Definition Decision Analysis and Resolution Decision Analysis and Resolution (DAR) Configuration Management (ML2 Practice Required) Configuration Management (CM) Supplier Agreement Management (ML2 Practice Required) SAM and ACQ – Final alignment still under consideration Generic Practices Governance (GOV) Implementation Infrastructure (II) Safety (SAF) (optional capability) Security (SEC) (optional capability) *Subject to further modifications as needed
  • 35.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Model Front Matter Practice Area Front Matter • Intent andValue of the Practice Area • Core Information – context and methodology-free description of the PA • Context Specific – non-prescriptive description for the PA in a context such as agile/Scrum, development, services, etc. Practice(s) • Statement of the practice • Supplementary required material • Core Information – context and methodology-free description of the PA • Value • Additional Information • ExampleWork Products • Example Activities • Context Specific – non-prescriptive description for how the practice can be implemented against another application or methodology within the context of CMMI MODEL ARCHITECTURE CMMI V2.0 CMMI V2.0 Model Architecture
  • 36.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 MATURITY LEVELS
  • 37.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EVOLUTIONARY ARCHITECTURAL CHARACTERISTICS WITHIN PRACTICE AREAS Level 2 •Simple, but complete set of practices that address the full intent of the PA •Does not require the use organizational assets •Achieve performance objectives Level 1 •Simple approach to meeting intent of practice area •Not a complete set of practices to achieve the full intent of the practice area •Address performance issues Level 3 •Uses organizational standards & tailoring to address work characteristics •Uses organizational assets •Focus on achieving performance objectives Level 4 •Use of statistical and other quantitative techniques to detect, refine, or predict the area of focus to achieve quality and process performance objectives Level 5 •Use of statistical and other quantitative techniques to optimize to achieve quality and process performance objectivesInitial Managed Defined Quantitatively Managed Optimizing QualityTouchpoint: Performance included at every level
  • 38.
    86 Core Practice AreasLevels Estimating (EST) 3 Planning (PLAN) 4 Monitor and Control (MC) 3 Causal Analysis and Resolution (CAR) 5 Decision Analysis and Resolution (DAR) 3 Configuration Management (CM) 2 Managing Performance and Measurement (MPM) 5 Process Management (PM) 3 Process Asset Development (PAD) 3 Requirements Development and Maintenance (RDM) 3 Process Quality Assurance (PQA) 3 Verification and Sustainment (VV) 3 Peer Reviews (PR) 3 Risk Management (RSKM) 3 Organizational Training (OT) 3 Governance (GOV) 4 Implementation Infrastructure (II) 3 + = CMM-DEV CMM-SVC CMM-SM Model Practice Areas + + = = CMM- [P/WFM] = *Model structure is subject to modifications as needed Supplier Agreement Management (SAM) and related PAs from the Acquisition view are still in development. Final alignment under consideration. Levels Practice Areas Lev els Product Integration (PI) 3 Technical Solution (TS) 3 Capacity and Availability Management (CAM) 3 Continuity (CONT) 3 Incident Resolution and Prevention (IRP) 3 Service Delivery (SD) 2 Service SystemTransition (SST) 3 AcquisitionTechnical Management (ATM) 3 Agreement Management (AGRM) 3 Solicitation and Supplier Agreement Development (SSAD) 3 Compensation and Rewards (COMP) 3 Staffing andWorkforce Management (SWM) 3 Career and Competency Development (CCD) 5 Empowered Work Groups (EWG) 3 Communication and Coordination (COCO) 3 Safety (2 optional practice areas) Security (5 optional practice areas) QualityTouchpoint: Reduced redundancy and complexity, flexible framework
  • 39.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 MODEL MATURITY LEVEL REQUIREMENTS Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Causal Analysis and Resolution (CAR) Decision Analysis and Resolution (DAR) Risk and Opportunity Management (ROM) Organizational Training (OT) Process Managmeent (PM) Process Asset Development (PAD) Peer Reviews (PR) Verification and Validation (VV) Technical Solution (TS) Product Integration (PI) Managing Performance and Measurement (MPM) Process Quality Assurance (PQA) Configuration Management (CM) Monitor and Control (MC) Planning (PLAN) Estimating (EST) Requirements Development and Maintenance (RDM) Governance (GOV) Implementation Infrastructure (II) CMMI V2.0 Development ML Requirements Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Causal Analysis and Resolution (CAR) Decision Analysis and Resolution (DAR) Risk and Opportunity Management (ROM) Organizational Training (OT) Process Managmeent (PM) Process Asset Development (PAD) Peer Reviews (PR) Verification and Validation (VV) Incident Resolution and Prevention (IRP) Capacity and Availability Management (CAM) Continuity (CONT) Service System transition (SST) Strategic Servcie Management (STSM) Managing Performance and Measurement (MPM) Service Deliver (SD) Process Quality Assurance (PQA) Configuration Management (CM) Monitor and Control (MC) Planning (PLAN) Estimating (EST) Requirements Development and Maintenance (RDM) Governance (GOV) Implementation Infrastructure (II) CMMI V2.0 Service Management ML Requirements Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Causal Analysis and Resolution (CAR) Decision Analysis and Resolution (DAR) Risk and Opportunity Management (ROM) Organizational Training (OT) Process Managmeent (PM) Process Asset Development (PAD) Peer Reviews (PR) Verification and Validation (VV) Acquisition Technical Management (ATM) Managing Performance and Measurement (MPM) Solicitation and Supplier Agreement Development (SSAD) Agreement Management (AGRM) Process Quality Assurance (PQA) Configuration Management (CM) Monitor and Control (MC) Planning (PLAN) Estimating (EST) Requirements Development and Maintenance (RDM) Governance (GOV) CMMI V2.0 Supplier Management ML Requirements Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Empowered Work Groups (EWG) Career and Competency Development (CCD) Communication and Coordination (COCO) Organizational Training (OT) Compensation and Rewards (COMP) Staffing and Workforce Management (SWM) Governance (GOV) Implementation Infrastructure (II) CMMI V2.0 People / Workforce Management ML Requirements Required at Level 4 Required at Level 2 Required at Level 3 Required at Level 5 CORE INCLUDED for all Maturity Levels
  • 40.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 MODEL MATURITY LEVEL REQUIREMENTS CMM-Specific Practice Areas ProductIntegration(PI) TechnicalSolution(TS) CapacityandAvailabilityM anagem ent(CAM ) Continuity(CONT) IncidentResolutionandPrevention(IRP) ServiceDelivery(SD) ServiceSystem Transition(SST) StrategicServiceM anagem ent(STSM ) AcquisitionTechnicalM anagem ent(ATM ) Agreem entM anagem ent(AGRM ) SolicitationandSupplierAgreem entDevelopm ent(SSAD) Com pensationandRewards(COM P) StaffingandW orkforceM anagem ent(SW M ) CareerandCom petencyDevelopm ent(CCD) Em poweredW orkGroups(EW G) Com m unicationandCoordination(COCO) M anagingSafety(M S) EnsuringSafety(ES) M anagingandPlanningSecurity(M PS) DevelopSecureProducts,SolutionsandServices(DSPSS) M anagingSecurityThreatsAnd Vulnerabilities(M ST) SelectingandM anagingSecuritySuppliers(M SS) PlanningandM anagingSecurityInW ork(PM SW ) 5 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 SECURITYDEV SVC People/WF Mgmt. Supplier Mgmt. SAFETY[ ]
  • 41.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
  • 42.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
  • 43.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
  • 44.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
  • 45.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
  • 46.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MATURITY LEVELS BY CMM
  • 47.
  • 48.
    What will change? Whydid we make the change? What is the impact of the change? Replaced Generic Goals and Generic Practices with Persistence Practice Areas/Practices To remove/reduce redundancy and complexity, and makeV2.0 easier to understand and implement Focus the work unit (project) and organization’s attention on making their processes a persistent habit and NOT the model Added evolutionary characteristics to each Practice Area Clearer and more methodical path for building capability and improving, simpler to adopt and measure More organizations can adopt the model in an manner that fits their specific and unique needs All Capability Maturity Models (CMM) have been combined into a true CMMI Real Integration without Redundancy. Put the “I” back into the CMMI, and enable it and organizations the ability to flex to new methods and ways of working. Less risk in implementation and integration, nimble and flexible to accommodate new/other standards and models SUMMARY OF MODEL ARCHITECTURE CHANGES
  • 49.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. IMPLEMENTATION GUIDANCE CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
  • 50.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 IMPLEMENTATION GUIDANCE QualityTouchpoint: Each Steps Contains a QualityTouchpoint
  • 51.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. APPRAISAL METHOD CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
  • 52.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI USER NEED Benchmark organizational performance CMMI V2.0 ANSWERS • Appraisals via Random Sampling • 60 day advanced notice of appraisal scope • Ensures process maturity maintained over time with 24 month validity period PROOF POINTS • Benchmark Appraisal (formerly SCAMPI A) Elevate organizational performance • Scalable/Tailorable to fit your organizational objectives • Cost-effective approach to identify gaps/opportunities for improvement • Implement process improvement initiatives • [Non-Benchmark] Appraisal (formerly SCAMPI B,C) • Sustainment Appraisal (new) CMMI V2.0 APPRAISAL CLASSIFICATIONS QualityTouchpoint: Reducing cost of appraisals while improving reliability
  • 53.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools TRAINING AND CERTIFICATION
  • 54.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Building High Maturity Awareness Building Development Excellence Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Service Excellence Building Supplier Management Excellence Building [People] Excellence TRAINING
  • 55.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &ToolsSYSTEMS & TOOLS
  • 56.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SYSTEMS AND TOOLS InitialV2.0 Release • Online platform, Interactive • Book/E-Book Coming Attractions: • Context-Specific Interfaces • Potential Option: ”Wikipedia- like” contextual evolutionary expansion (with vetting) • Mobile app • More on systems side of things tomorrow morning… QualityTouchpoint: Simpler, single user-interface/sign-on, reduced complexity and redundancy
  • 57.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CLICK TO EDIT MASTER TITLE SLIDE WHEN WILL CMMIV2.0 BE AVAILABLE?
  • 58.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 Release 4 (Service/Supplier Management/People) Community Review October 2017 Release 3 (Development) Community Review July 2017 CMMI V2.0 Model/Method Complete December 2017 CMMI V2.0 Market Launch January 2018 CMMI V2.0 Appraisals Accepted July 2018 Implementation & Transition Guidance Community Review August 2017V2.0 Product Suite PARTNERS WHEN IS V2.0 AVAILABLE TO YOU? Translations beginning in 2018
  • 59.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. PLANNING FOR V2.0 TRANSITION WITH CLIENTS 1Q18 2Q18 3Q18 1Q19 3Q19 4Q19 CMMI V2.0 Sunrise Period 6 months CMMI V2.0 Market Launch January 2018 2Q194Q18 CMMI V1.3 Sunset Period (No inter-mix of model and appraisal method allowed) 2 years Only V2.0 Appraisals Accepted January 1, 2020 CMMI V2.0 Appraisals Accepted July 2018 All appraisals 24 month validity
  • 60.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 ROLE READINESS GUIDE Training Course Current New Current New Current New Current New CMMIV2.0 UpgradeTraining (online course + exam $250) X X X X CMMIV2.0 InstructorWorkshop Training (1 dayVILT - $500) X CMMIV2.0 Lead Appraiser Upgrade Workshop (2 daysVILT - $1,000) X CMMIV2.0 IntroTraining X X X X CMMIV2.0 Applying CMMI Course X X X CMMIV2.0 NEW InstructorTraining X CMMIV2.0 NEW LATraining X INSTRUCTORS LEAD APPRAISERS CMMI PROFESSIONALATM, CMMI ASSOCIATE Nov ‘17 Dec ‘17 Jan ‘18Jan ‘18Jan ‘18 Feb ‘18 Jan ‘18 Jan ‘18ROLE READINESS
  • 61.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 UPGRADE GUIDE Oct 2017 Jan Feb MarNov Dec 2018 CMMI V2.0 Market Launch January, 2018 V2.0 Training LEAD APPRAISERS / INSTRUCTORS CMMI V2.0 New LA Training February 2018 EXCLUSIVE INSTRUCTOR CMMI V2.0 Upgrade Offer October 2017 CMMI V2.0 Upgrade Training CMMI V2.0 Instructor Workshop November-December 2017 CMMI V2.0 LA Upgrade Workshop December 2017 CMMI V2.0 Upgrade Training CMMI V2.0 Intro Training CMMI V2.0 New Instructor Training January 2018 V2.0 Training GENERAL PUBLIC
  • 62.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXCLUSIVE INSTRUCTOR UPGRADE OFFER • Be among the first to get upgraded on CMMIV2.0! • CMMIV2.0 Upgrade Training (2 days) • CMMIV2.0 Instructor Workshop (1 day) • Limited in-person offering for 30* people (Certified Instructors Only) • Week of 16 October 2017 • Location: Pittsburgh, Pennsylvania *Additional Sessions will be considered pending interest
  • 63.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXCLUSIVE INSTRUCTOR UPGRADE OFFER V2.0 Model UpgradeTraining (Instructor-Led) • Instructor = CMMIV2.0 Architect/Developer • Opportunity for direct dialogue/questions with CMMI Developers • Preview and provide feedback for additional V2.0 product suite content • Time = 2 days V2.0 Instructor Workshop (Instructor-Led) • Instructor = CMMIV2.0 Architect/Training Developers • Opportunity for direct dialogue/questions with CMMI Developers • Preview and provide feedback forV2.0 training content • Time = 1 day 3 DAY INSTRUCTOR-LED TRAINING = $1,000
  • 64.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. ARE YOU INTERESTED IN THE EXCLUSIVE INSTRUCTOR OFFER? Please Register at the following link: https://shop.cmmiinstitute.com/products/cmmi-v2-0-upgrade-training The link is also in your app in the “CMMIV2.0 High Level Updates” session. Look in the Description section
  • 65.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT’S NEXT? BEYOND V2.0 LAUNCH In CMMIV2.0 we will provide context-specific guidance for organizations using agile Scrum methods. We are considering other methodologies to include as part of the product development roadmap. It is likely that additional guidance would be available after the initial launch. Please select up to three of the following that you think would be most important to include in the CMMI product roadmap.
  • 66.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. 1Q18 2Q18 3Q18 1Q19 3Q19 4Q19 CMMI V2.0 Market Launch w/agile Scrum January, 2018 2Q194Q18 CMMI V2.0 w/Dev Ops 3Q18 CMMI V2.0 w/Kanban 4Q18 CMMI V2.0 w/COBIT 5 1Q19 CMMI V2.0 w/ISO 2Q19-3Q19 CMMI V2.0 w/ITIL 3Q19-4Q19 *Intended to illustrate frequency of future CMMI updates; Specific CMMI product addendums, roadmap and cadence interval are currently under review and should not be considered final . CMMI PRODUCT ROADMAP PROPOSAL Future roadmap considerations: • Certified CMMI Consultant • Online Community • KPI Benchmarking Database • Industry Specific Guidance Method-Specific Guidance
  • 67.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHEN IS V2.0 AVAILABLE TO YOU? 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 Release 4 (Service/Supplier Management/People) Community Review October 2017 CMMI V2.0 Model/Method Complete December 2017 CMMI V2.0 Market Launch January 2018 CMMI V2.0 Appraisals Accepted July 2018 EXCLUSIVE INSTRUCTOR CMMI V2.0 Upgrade Offer October 2017 CMMI V2.0 Upgrade Training CMMI V2.0 Instructor Workshop November-December, 2017 Implementation & Transition Guidance Community Review August 2017 CMMI V2.0 New LA Training February 2018 CMMI V2.0 LA Upgrade Workshop December 2017 V2.0 Product Suite PARTNERS V2.0 Training LEAD APPRAISERS / INSTRUCTORS V2.0 Training GENERAL PUBLIC CMMI V2.0 Upgrade Training CMMI V2.0 Intro Training CMMI V2.0 New Instructor Training January 2018 Release 3 (Development) Community Review July 2017
  • 68.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. BREAK Thursday, 18 May 8:30 State of CMMI 9:00 CMMIV2.0 High Level Update 10:30 Break 11:00 CMMIV2.0 High Level Q&A 12:00 Lunch 1:00 CMMIV2.0 Detailed Updates 3:00 Break 3:30 CMMIV2.0 Detailed Updates 5:00 Break 6:00 PartnerWorkshop Reception
  • 69.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CLICK TO EDIT MASTER TITLE SLIDE QUESTIONS & ANSWERS CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools
  • 70.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. LUNCH BREAK Thursday, 18 May 8:30 State of CMMI 9:00 CMMIV2.0 High Level Update 10:30 Break 11:00 CMMIV2.0 High Level Q&A 12:00 Lunch 1:00 CMMIV2.0 Detailed Updates 3:00 Break 3:30 CMMIV2.0 Detailed Updates 5:00 Break 6:00 PartnerWorkshop Reception
  • 71.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CLICK TO EDIT MASTER TITLE SLIDE CMMIV2.0 DETAILED CHANGE UPDATES • New Model Content • Performance • Implementation Guidance • Training & Certification • Appraisals
  • 72.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MODEL: NEW CONTENT CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools
  • 73.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. “Include a new process area related to Security Development” “Evolve the CMMI to embrace new agile and DevOps methodologies and to clarify the different paces of develop and manage software” “CMMI has a too high learning curve, it takes too long to get the full picture and start applying it in a practical way.”
  • 74.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 MODEL Estimating Risk Management Causal AnalysisandResolution Managing PerformanceandMeasurement RequirementsDevelopment andMaintenance Organizational Training Governance Planning DecisionAnalsyisandResolution ProcessManagement ProcessQuality Assurance ImplementationInfrastructure Monitor andControl ConfigurationManagement ProcessAsset Development VerificationandValidation Peer Review Security Planning and Managing Security In Work Selecting and Managing Security Suppliers Managing Security Risks From Security Threats and Security Volnerabilities Develop Secure Products, Solutions and Services Managing and Planning Security Managing and Planning Safety Ensuring Safety Safety Technical Solution Product Integration Development Incident Resolution and Prevention Capacity and Availability Management Continuity Service Delivery Service System Transition Strategic Service Management Service Acquisition Technical Management Solicitation and Supplier Agreement Development Supplier Management Agreement Management Career and Competency Development Empowered Work Groups Communication and Coordination Staffing and Workfoce Management Compensation and Rewards People / Workforce Management[ ]
  • 75.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. *Subject to further modifications as needed Engineering and Developing Products Delivery and Managing Services Selecting and Managing Suppliers Managing Quality Planning and Managing Work Managing Business Resilience Managing the Workforce Improving Performance Supporting Implementation Safety Security Building and Sustaining Capability CAPABILITY AREAS
  • 76.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Model Front Matter Practice Area Front Matter • Intent andValue of the Practice Area • Core Information – context and methodology-free description of the PA • Context Specific – non-prescriptive description for the PA in a context such as agile/Scrum, development, services, etc. Practice(s) • Statement of the practice • Supplementary required material • Core Information – context and methodology-free description of the PA • Value • Additional Information • ExampleWork Products • Example Activities • Context Specific – non-prescriptive description for how the practice can be implemented against another application or methodology within the context of CMMI MODEL ARCHITECTURE CMMIV2.0 CMMIV2.0 Model Architecture
  • 77.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CONTEXT-SPECIFIC GUIDANCE STARTING WITH AGILE/SCRUM
  • 78.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SURVEY TIME: NEW MODEL CONTENT POLL We have consistently gotten feedback from customers that CMMI doesn’t “work with” agile methodologies. How well do you think the context-specific guidance will address the problem? A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
  • 79.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. NEW MODEL CONTENT POLL RESULTS
  • 80.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? Addition of two new Practice Areas: Security and Safety, plus integration of People CMM content To expand CMMI’s support for into current needs To respond to market demand The new Practice Areas can be used as desired by organizations who need them, including in Benchmark appraisals (optional) Practice Areas are organized into Capability Areas Clearer path to capability building and improvement More tailorable and applicable to a broader set of organizations, industries and markets Context-Specific Guidance will be added to help organizations’ efforts to use CMMI in their context Market demand, keeps CMMIV2.0 relevant for a long future, easier to maintain and update More rapid updates, realizes broader market and industry adoption and stays current with new trends, methods and opportunities SUMMARY OF NEW MODEL CONTENT CHANGES
  • 81.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MODEL: PERFORMANCE CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools
  • 82.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT WILL CHANGE? • New PA called “Managing Performance and Measurement” • Process Management is reworked and emphasizes the value of process improvements • Each benchmark appraisal needs to prepare a “performance report”
  • 83.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. NEW PA CALLED “MANAGING PERFORMANCE AND MEASUREMENT” • Performance Management practices now start at Level 1 • Business needs and objectives and current performance drive the need to improve performance and hence the need to improve processes (business impact) • Performance is addressed at business and work level • Performance is integrated with Measurements, but clearly uses measurements as “tool”. Simple collection and representation of measurement data is not sufficient • The focus is “Performance Management”, not “Measurement and Analysis” QualityTouchpoint: Business benefits and business performance are the highest priority. It avoids undirected process improvements that may not result in performance improvements. It also helps to avoid “false positives”, i.e. organizations that demonstrate “maturity” but are performing insufficiently.
  • 84.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. PROCESS MANAGEMENT IS REWORKED AND EMPHASIZES THE VALUE OF PROCESS IMPROVEMENTS • The focus on process improvement and process evaluation is now starting on Level 1 • Process Management serves MPM to achieve performance improvement by process improvement • It also can stand alone for all other process improvements • There is a focus on the value of improvements • Communication of improvement benefits and the obtained value add is strongly emphasized QualityTouchpoints: Improvements that show demonstrable benefits for the business help develop and support a culture that strives for ongoing improvement.This culture is essential to sustaining best practices and avoiding falling back into bad habits.
  • 85.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EACH BENCHMARK APPRAISAL NEEDS TO PREPARE A “PERFORMANCE REPORT” • The performance report is prepared by the appraisers based on the performance data of the organization. • It is a deliverable to the sponsor, and an optional deliverable to CMMI Institute. • Reflects and demonstrates the current situation, improvements, actions and achievements • Does not impact the maturity level rating (but has an interdependency with the MPM practices) QualityTouchpoints: The demonstration of performance results and the evaluation by the appraisal team motivate the organization to care about performance and engage in continuous improvement mirrored by the business needs.
  • 86.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. HOW WILL THIS CHANGE AFFECT YOUR WORK AS A PARTNER? Corporate Partner (Internal Use) • Focus on performance, not just improvement • More management attention and business impact • Applying the performance practices enables tracking of performance and taking action in a timely manner. • Understanding of performance management (not just measurements) needs to be obtained Service Delivery Partner (External Use) • Actively using performance and value as the driver for improvements • Opening another dimension of “provable benefit” consulting (analysis-measurements-performance-action- benefits) • Demonstrating that there is benefit from the relationship between performance and processes (and maturity) as well as visible business impact • Understanding of performance management (not just measurements) needs to be provided
  • 87.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SURVEY TIME: PERFORMANCE POLL Customers have reported that improvements that result from using CMMI are not clearly demonstrated through the current product suite. How well do you think the performance additions will address the problem? A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
  • 88.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. PERFORMANCE POLL RESULTS
  • 89.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? New PA called “Managing Performance and Measurement” To make performance very prominent as the leading driver in improving processes. Process improvement is for the business, not for itself. Performance is the driving factor in process improvement Process Management is reworked and emphasizes the value of process improvements To emphasize the value of process improvements and to make communication of benefits and business impact more prominent Process improvements are ranked by value and can better show the benefits and impact Each benchmark appraisal needs to prepare a “performance report” To make the achievements of performance improvement visible and to address “false positives” Results are made visible and can easily be discussed, leading to more active improvements. SUMMARY OF PERFORMANCE CHANGES
  • 90.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. GUIDANCE FOR IMPLEMENTATION AND TRANSITION CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools
  • 91.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. “The concepts work. The implementation is the hard part.There needs to be an easier, lighter way to implement that isn't as costly.” “You can simplify the workflow to improve efficiency. It looks a little complicated now” “Implementation of CMMI should be simpler and accord to customized needs of users” “Be more practical, easy to implement and cost-effective.” “Please teach us to simplify the processes and execute the evidence of the actions in a more practical way” “CMMI has a too high learning curve, it takes too long to get the full picture and start applying it in a practical way.”
  • 92.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT WILL CHANGE? NO CHANGE – SOMETHING NEW Two New Guides: • Implementing CMMI for Continuous Improvement • Transition Guide
  • 93.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. 8 STEPS TO SUCCESS
  • 94.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. STRUCTURE OF EACH STEP Introduction – why the step is important Using CMMI Partner/Consultants – where/how Partners can assist Intent of the step, Value to meeting business goals, Inputs and Outputs Hows – Activities and options for performing the step References – Training, Partner Resources, Information Sources Additional elaborations and considerations for the step – general discussions about topics related to the step like getting a sponsor, keeping your sponsor informed, etc.
  • 95.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. IMPLEMENTING CMMI FOR CONTINUOUS IMPROVEMENT • Audience – CMMI Adopters • Guides users through adoption and sustainment • NOT A CHECKLIST • Connects user to relevant information that enables CMMI understanding and adoption (e.g., Partner Resources, case studies, classes, presentations) QualityTouchpoint:The guide provides a roadmap to simplify adoption. The steps when performed in order increase the probability of a successful adoption. Ensures a POSITIVE experience.
  • 96.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. IMPLEMENTING CMMI FOR CONTINUOUS IMPROVEMENT WHAT IT IS AND IS NOT This Guide Is… This Guide Is NOT… An overview of considerations and tasks when applying CMMI to your business processes A detailed checklist or “how to” guide for implementing CMMI Built on lessons learned and best practices derived from industry experiences A guide for appraisal preparation A reference to assist you with implementing CMMI for the first time The only approach for implementing CMMI
  • 97.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SURVEY TIME: IMPLEMENTATION GUIDANCE POLL Customers have reported that it is difficult to get started using CMMI in their organizations. How well do you think the Implementation Guidance will address the problem? A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
  • 98.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. IMPLEMENTATION GUIDANCE POLL RESULTS
  • 99.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TRANSITION GUIDE • Audience – Users of previous CMMI versions • Guides users through transition and sustainment • NOT A CHECKLIST • Connects user to relevant information that enables transition to CMMIV2.0 (e.g., Partner Resources, case studies, classes, presentations) QualityTouchpoint: The guide provides a roadmap of the key activities associated with transitioning to CMMIV2.0. Following these steps in the prescribed order will increase the probability of a successful transition.
  • 100.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TRANSITION GUIDE WHAT IT IS AND WHAT IT IS NOT This Guide Is… This Guide Is NOT… An overview of considerations and tasks when transitioning to CMMI V2.0 A detailed checklist or “how to” guide for transitioning to CMMI V2.0 Built on lessons learned and best practices derived from industry experiences A guide for appraisal preparation A reference to assist you with the transition to CMMI V2.0 The only approach for transitioning to CMMI V2.0
  • 101.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SURVEY TIME: TRANSITION GUIDANCE POLL Thousands of companies that currently use CMMIV1.3 will transition toV2.0 in the coming years. It is crucial to the future of CMMI that this can happen consistently and simply. How well do you think the Transition Guidance will support this? A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet D) Poorly– I don’t like it. E) Very poorly – I hate it!
  • 102.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TRANSITION GUIDANCE POLL RESULTS
  • 103.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. HOW WILL THE GUIDANCE AFFECT YOUR WORK AS A PARTNER? Corporate Partner (Internal Use) • Guidance in aligning business goals and CMMI • Supports achievement of executive sponsorship • Supports development of an accurate plan for transition Service Delivery Partner (External Use) • Guide provides information on the use of partners to support the implementation • Sets expectations for adoption therefore better informing the client organization of the partner involvement • Transition Guide provides a roadmap through the documentation associated with the new CMMIV2.0
  • 104.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? Implementing CMMI for Continuous Process Improvement Consistent requests from end users to make CMMI easier to adopt. Though the model is designed to NOT provide the “how,” organizations need more direction to a place to start than the model itself can offer. Ensure a more successful adoption of CMMI. Assist organizations in setting achievable goals for adoption. Transition Guide Provide organizations with a roadmap through CMMIV2.0 information. Ensure a more successful transition to CMMIV2.0. Assist organizations in setting achievable goals for transition. QualityTouchpoint: The guidance provided will foster a more consistent approach to using CMMI effectively across organizations. SUMMARY OF IMPLEMENTATION GUIDANCE
  • 105.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &Tools TRAINING & CERTIFICATION
  • 106.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT WILL CHANGE? Training and Certification is integrated with the CMMIV2.0 product suite • Added emphasis on business value • All courses follow objective-driven design principles • More flexible and cost-effective training options
  • 107.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EMPHASIS ON BUSINESS VALUE
  • 108.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EMPHASIS ON BUSINESS VALUE Foundations of Capability Course “Pave the way for better operations and performance in your organization.” GOALS • Connect the CMMI model and appraisal method with business value • Describe the components of CMMI • Use the CMMI as a tool for improving performance • Choose CMMI components with the most value for my organization’s issues or goals • Understand what is involved in preparing for an appraisal
  • 109.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. OBJECTIVE-DRIVEN COURSE DESIGN
  • 110.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. For Instructor Led (ILT) andVirtual Instructor Led (VILT) Activity Design N-N Hyperlink from index at beginning of document Activity Title Referenced in course plan and on course backlog Dependencies On information from previous activities Suggested Duration Min-max minutes needed Purpose Why is this activity used? BusinessValue of concepts? Learner Objectives Which to emphasize, reinforce, assess Work Aids (ILT/VILT) Slides, handouts, prepared flip charts, consumables Suggested Procedure Preparation,Activity, Debrief: steps and scripts Execution Points for Instructor Notes and hints, things to focus on Tailoring: ILT &VILT Suggested content or method tailoring for this activity Tailoring:VILT Changes needed forVILT delivery OBJECTIVE-DRIVEN DESIGN INSTRUCTOR SUPPORT ACTIVITY DESIGN
  • 111.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. OBJECTIVE-DRIVEN DESIGN INSTRUCTOR SUPPORT
  • 112.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. • Learner Objective Checklists • Online access to materials and models • Frequent formative assessment checkpoints • New contexts set stage for collaborative work and help frame engaging discussions OBJECTIVE-DRIVEN DESIGN STUDENT SUPPORT
  • 113.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. MORE FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN • Two-day Foundations of Capability course can be paired with one or more model-specific courses from the Building Excellence Course Series. • Virtual instructor-led versions of all Building Organizational Capability courses will be made available as part of the newVirtual CMMI Instructor certification (optional)
  • 114.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Introductory CMMI Course Series: Building Organizational Capability Anyone Interested in Improving Organizational Performance, AppraisalTeam Members Advanced CMMI Course Series: Advancing Organizational Capability CMMI Professionals, CMMI Implementers and Project Leads Expert CMMI Course Series: Mastering Organizational Capability CMMI Lead Appraisers, CMMI Instructors
  • 115.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Building High Maturity Awareness Building Development Excellence Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Service Excellence Building Supplier Management Excellence Building [People] Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
  • 116.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Development Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
  • 117.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Service Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
  • 118.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Supplier Management Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
  • 119.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building [People] Excellence FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS
  • 120.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. FLEXIBLE AND COST EFFICIENT WAYS TO TRAIN: SMALLER CONTENT BLOCKS Foundations of Capability (Per Seat Fee Includes Associate Exam Credit) Building Development Excellence Building Service Excellence Building Supplier Management Excellence Building [People] Excellence Building High Maturity Awareness
  • 121.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WORLDWIDE TRAINING TRENDS Source: IDC 2016 “Worldwide and U.S. IT Education Services Delivery Forecast, 2016–2020” IDC 2015 “Worldwide and U.S. IT Education Services Delivery Forecast, 2015-2019.” 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Classroom-Based ILT eLearning Content Virtual ILT FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN
  • 122.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. 82% appraisal team member training ATMs ATMs Others What if the future looked like this? Current Market FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN
  • 123.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI Institute Training has received consistently high ratings from our students and we want to be sure that CMMIV2.0 training courses will build on and improve our current strengths. How well do you think the Training plans will support this effort? SURVEY TIME: TRAINING POLL A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
  • 124.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TRAINING POLL RESULTS
  • 125.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? More emphasis on business value To prevent or sway compliance-only mindsets and combat misperceptions about CMMI. Engaged learners who are able to convey how CMMI impacts true business value. Objective- driven course design Instructors teach to different goals and objectives and, sometimes, with no particular goals and objectives in mind. Student surveys indicate that students don’t always understand what knowledge and skill they are expected to learn in class. Best practice is to give students a roadmap of where they are going in the course, at the start of the course Prescriptive list of objectives, of manageable lengths, form the foundation of each new class.All activities and most assessment questions align to these objectives. Clear objectives allow consistent outcomes and, also, more flexibility to tailor instruction to meet differentiated needs and support instructor strengths and student interests. More flexible and cost-efficient ways to train “CMMI is too expensive and too cumbersome.” Happier customers, more efficient training opportunities for Partners, more CMMI adoption, enhanced quality, greater revenue for all.
  • 126.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. BREAK Thursday, 18 May 8:30 State of CMMI 9:00 CMMIV2.0 High Level Update 10:30 Break 11:00 CMMIV2.0 High Level Q&A 12:00 Lunch 1:00 CMMIV2.0 Detailed Updates 3:00 Break 3:30 CMMIV2.0 Detailed Updates 5:00 Break 6:00 PartnerWorkshop Reception
  • 127.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Model Guidance to Implement Appraisal Method Training & Certification Systems &ToolsAPPRAISALS
  • 128.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. “May be a yearly surveillance add value as, this will enable organization to remain on their toes and cant relax till next appraisal after three years.” “A periodic surveillance system as ISO follows would enable better maintenance and upgrade of the learnings all through the assessment cycles. We feel the HMLA's follow considerably different methodologies to evaluate. Some broad standardization would help.” “Introduction of Surveillance Mechanism is strongly recommended to ensure the maintenance of an established system.” “Improve SCAMPI method” “Follow up should be more regular.” “In my organization, we had use CMMI model level 2 to define ours process and we improve them every year. We had obtain CMMI level 2 in 2014 this year we will do a Scampi A. But it's cost like the fist one. So, I suggest you : - to apply less cost than the first scampi A - to reduce the level of scampi A requirement to simplify and increase your customers' federation. Too much quality kills quality ! “ “Perhaps loosen the rules on the SCAMPI A appraisal process so they're not so constrictive.” “Appraisals should be confirmed in an year basis like ISO 9001 to prevent organizations to use CMMI only for an appraisal.” “Increase the no. of lead assessor and shorten the process cycle without compromising the objective. Allow some limited self certifications depending on record of the assesse.” “Reduce amount of paperwork needed.” “I think that the appraisal method should be simplified. It is a large process and I think that it could be more simple and effective”
  • 129.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 VALUE-ADDED APPRAISALS Value Added Appraisal Goals VALUE
  • 130.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. HOW DID WE GET HERE? MIT Statistician Input: Broaden coverage ofWUs Initial pilots: Directed set & Random PA Feedback: Lack of threads & concern with 30 day notification Buyers requesting more timely appraisals Input from stakeholders: Address sponsor requests & lack of threads Appraisal Goal: Improve value by increasing reliability & reducing life cycle cost Ongoing Pilots: Random Capability Approach Initial Approach Revised Approach Final Approach Future: Community Review
  • 131.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHAT WILL CHANGE? • V1.3 SCAMPI B & C becomesV2.0 [Non-Benchmark] Appraisal • V1.3 SCAMPI A becomesV2.0 Benchmark Appraisal • Introduction of a Sustainment Appraisal *Note: Final name selection in process
  • 132.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SCAMPI B & C BECOMES [NON-BENCHMARK] • Consolidated SCAMPI B & C into one method • Eliminated prescribed OE sufficiency rules • Defined characterization scale QualityTouchpoint: Improved flexibility (customization) to meet business objectives
  • 133.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SCAMPI B & C BECOMES [NON-BENCHMARK] Customization Options Characterization Scale: Red, Yellow, Green Organizational Scope Model Scope Objective Evidence Sufficiency • Entire OU (all WUs) • • All PAs • Artifact and affirmation for every practice • Representative Sample based sampling factors • • One or more PAs • Artifact for every practice, affirmation for every practice group • One or more WU and/or support functions • • One or more practice groups • Different OE sufficiency rules for Sub Groups • Portions of WU and/or support function • • One or more practices • Affirmation for every practice and artifact for every practice group • No WUs (documented process only) • One type of objective evidence (Artifact or affirmation) for every practice • One type of objective evidence (Artifact or affirmation) for every practice group V1.3 Approach • Two methods: SCAMPI B & C • Prescribed OE Sufficiency rules • No defined characterization scale
  • 134.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. SCAMPI A BECOMES BENCHMARK • 36 month appraisal validity becomes 24 months • 60 day maximum notification for appraisal scope • Sample size based on number ofWork Units (WU) in Organizational Unit (OU) • WU provides Objective Evidence (OE) for PA or Capability vs. all PAs in scope • Auto-generated random selection of WU and PA/Capability pairing • Introduction of impact sampling factors QualityTouchpoints: 60 day notification of appraisal scope reduces tendency to over prepare Improved appraisal reliability/accuracy Random sampling  truly reflective of OU without sponsor or ATL bias Broader coverage of WU  improved measure of institutionalization & statistically relevant Sample size scalable based on size of OU Improved flexibility (customization) to meet business objectives
  • 135.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. V1.3 Approach • Validity Period 36 months • No prescribed time frame for identifying appraisal scope • Sub Groups based on sampling factors SCAMPI A BECOMES BENCHMARK V2.0 Benchmark Validity period: 24 months Appraisal scope:WU/Support function randomly selected maximum of 60 days in advance of conduct phase • CMMI Waiver: to request more than 60 days • OU provide information onWUs and Support Functions (e.g., NYs) • CMMI IWaiver: to substitute oneWU/Capability/PA pairing • Sponsor can add additionalWUs/PA combinations • Determine Sub Groups based on relevant and impact sampling factors • Relevant: applies regardless of the impact on how work is performed • Impact: relevant sampling factor that impacts how work is performed
  • 136.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. V1.3 Approach • ATL selected the minimal sample • Sponsor or ATL may add additionalWU/PA • Sample size depends on number of sub groups (e.g., OU with 50 project one sub group = sample size of 1 project) • One focus WU from each sub group SCAMPI A BECOMES BENCHMARK Organizational Sample (auto generated random sample) • When selecting WUs: • Maximize coverage of subgroups • Avoid repetition ofWUs • For Supporting Implementation capability (CAR, DAR & CM): • Assign a different PA to a differentWU until each PA is selected IAW table • For remaining capabilities: • For OUs with 1 - 40 WUs :Assign a differentWU to a capability until all capabilities are addressed per table • For OUs with > 40 WUs:Assign a differentWU to a capability until all capabilities are addressed twice; then assign a differentWU to each PA Total WUs in the OU Minimal Instances (e.g., number of WUs) sampled 1 – 10 1 11 – 40 2 Over 40 3
  • 137.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXAMPLE: BENCHMARK APPRAISAL Sub Group 1 Sub Group 2 Sub Group 3 Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Engineering & Develop Products TS 2 PI 2 Plan & Manage Work EST 2 PP 2 M&C 2 RDM 2 Business Resiliance RSKM 2 Ensuring Quality PPQA 2 V&V 2 PR 2 Supporting Implementation CAR 2 DAR 2 CM 2 Appraisal of DEV model for ML3; OU with 30 projects • Subgroup 1: Small waterfall • Subgroup 2: Large waterfall • Subgroup 3:Agile Institutionalization Areas: Governance, & Implementation Infrastructure – applied to the processes in use by the sampled WUs Organizational Level PAs: OT, MPM, PM, & PAD – applied to support function Project 10 is in requirements phase Project 24 is in planning
  • 138.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXAMPLE: BENCHMARK APPRAISAL WITH SPONSOR SPECIAL REQUESTS Sub Group 1 Sub Group 2 SubGroup 3 Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Engineering & Develop Products TS i 2 PI i 2 Plan & Manage Work EST X 2 PP X 2 M&C X 2 RDM X i 2 Business Resiliance RSKM X 2 Ensuring Quality PPQA 2 V&V 2 PR i 2 Supporting Implementation CAR 2 DAR 2 CM 2 Sponsor requested: • Waiver to include project 8 • An agile project be included for Engineering related PAs Institutionalization Areas: Governance, & Implementation Infrastructure – applied to the processes in use by the sampledWUs Organizational Level PAs: OT, MPM, PM, & PAD – applied to support function
  • 139.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. INTRODUCTION OF A SUSTAINMENT APPRAISAL • Perform initial Benchmark Appraisal • Within 24 months, if eligible, perform sustainment appraisal to maintain rating QualityTouchpoints: Buyer requested more timely measures (appraisal results) OU maintains focus on institutionalization Investigative analysis  Remain cost effective while gaining understanding of entire model scope
  • 140.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. INTRODUCTION OF A SUSTAIMENT APPRAISAL Conduct Sustainment appraisals within 24 months to maintain rating (ML or CL Profile) • Eligibility: Appraisal scope is the same or a subset of the benchmark • No new IMPACT sampling factors or sampling factor values • Team size: minimum 2 including the ATL Planning Phase:Appraisal scope rules are the same as the Benchmark • Randomly select 1/3 of the PAs within each capability area for in-depth analysis Conduct Investigative Analysis (ATL cannot delegate) for the remaining 2/3 PAs • OE sufficiency: affirmation and artifact for each practice group • document gaps & identify risky model components Conduct In-depth Analysis • Based on the Investigative analysis, first revise the model scope • 1/3 selected PAs plus any model components identified as risky • OE sufficiency: artifact and affirmation for every practice for every WU/Support Function
  • 141.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. EXAMPLE: SUSTAINMENT APPRAISAL TO MAINTAIN RATING Organizational Sample: same rules as benchmark Model Scope: • Randomly select ~1/3 PA from each Capability (F’s)  In-depth analysis • For remaining 2/3 PAs, conduct investigative analysis (i’s) • Final in-depth model scope – 1/3 PAs plus any “risky” model components • CM 2.1, 2.3 • PP 2.6 • V&V- Practice Group 3 Sub Group 1 Sub Group 2 SubGroup 3 Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Engineering & Develop Products TS i i 2 PI F F 2 Plan & Manage Work EST i i 2 PP i i 2 M&C i i 2 RDM F F 2 Business Resiliance RSKM i i 2 Ensuring Quality PPQA i i 2 V&V F F 2 PR i i 2 Supporting Implementation CAR i i 2 DAR F F 2 CM i i 2 Achieved ML 3 in initial DEV Benchmark Appraisal: Within 24 months conduct validation appraisal OU with 25 projects & 3 subgroups • Some projects have ended since the benchmark No new impact sampling factors or values Institutionalization Areas: Governance, & Implementation Infrastructure – applied to the processes in use by the sampledWUs Organizational Level PAs: OT, MPM, PM, & PAD – applied to support function
  • 142.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. COST ANALYSIS: EXAMPLE OF OU CHANGE 1 TIME IN 12 YEARS 1 2 3 4 5 6 7 8 9 10 11 12 SCAMPI A Appraisal SCAMPI A Appraisal SCAMPI A Appraisal SCAMPI A Appraisal CMMI ML3 Benchmark Appraisal Sustainment Appraisal Sustainment Appraisal Sustainment Appraisal Repeat Benchmark Appraisal Sustainment Appraisal Significant changes to the OU YEARS Benchmark appraisal: 25% reduction in cost Sustainment appraisal: 50% reduction in cost o Best case: OU remains consistent  32% savings o Worst case: OU changes every 24 months  equivalent cost o Typical: OU changes twice  15% savings
  • 143.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. BENCHMARK COST COMPARISON TO V1.3 CMMI V2.0 CMMI V1.3 Number of WU in OU Number of instances Number of instances with 1 SG Number of instances with 2 SG Number of instances with 3 SG Number of instances with 4 or more SG 1-10 1 WU 1 WU (equivalent) (1280 appraisals) 2 WU (3125) 3 WU (890) > 4 WUs (based on number of Sub Groups) (890)11-40 2 WU 1 WU (100) 2 WU (equivalent) (440) 3 WU (340) >40 3 WU 1 WU (20) 2 WU (90) 3 (equivalent) (60) CMMIV2.0 is equivalent or less expensive • 97% of prior 7300 appraisals conducted CMMIV2.0e expensive • Includes 3% of prior 7300 appraisals conducted Basis of estimate: Number of instances (WU or support function) for each PA Fixed Price Components: planning, opening & closing discussion, reporting
  • 144.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. PILOT ELABORATION What were specific discoveries from the Pilot? • Overall, effort and preparation costs are within the VAA team’s predictions. 25% or more savings. • There has been concern with “narrative connection” of evidence. How did these discoveries shape the solution? • The feedback for the initial “Directed Sets” approach led to the discontinuation of that approach • Feedback for the Random PA approach lead to revising the approach with “Random Capability” sampling. • 30-day window for notification of org sample has been replaced by 60-day notification What satisfaction was stated by participating companies on their Pilot? • In general, ATLs and ATMs have been satisfied that the appraisal is accurate. • Sponsors also have felt that the appraisal method fairly represents their organization.
  • 145.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. What will change? Why did we make the change? What is the impact of the change? V1.3 SCAMPI B & C becomes V2.0 [Non-Benchmark] Improved flexibility (customization) to meet business objectives Consolidated SCAMPI B & C into one method Eliminated prescribed OE sufficiency rules Defined characterization scale V1.3 SCAMPI A becomes V2.0 Benchmark 60 day notification of appraisal scope reduces tendency to over prepare Improved appraisal reliability/accuracy Random sampling  truly reflective of OU without bias Broader coverage of WU  improved measure of institution & statistically relevant Sample size scalable based on size of OU 36 month appraisal validity becomes 24 months 60 day maximum notification of appraisal scope WU provide OE for PA or Capability Auto-generated random selection of WU and PA/Capability pairing Introduction of impact sampling factors Introduction of a Sustainment Appraisal Customer requested more timely measures  OU focus on institutionalization Investigative analysis: Remain cost effective while gaining understanding of entire model scope Perform initial Benchmark Appraisal Performed within 24 months to maintain rating 60 day maximum notification of appraisal scope Auto-generated random sample In-depth (1/3) and investigative analysis (2/3)
  • 146.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. TheValue-Added Appraisal team worked to change CMMI appraisals to increase reliability while reducing overall cost of ownership. How well do you think the planned changes ([Non-Benchmark], Benchmark, and Sustainment appraisals) will accomplish this? SURVEY TIME: APPRAISALS POLL A) Very well – I love it! B) Well enough – I like it. C) Neutral – I don’t know yet. D) Poorly– I don’t like it. E) Very poorly – I hate it!
  • 147.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. APPRAISALS POLL RESULTS
  • 148.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 PRODUCT SUITE AT A GLANCE • Puts the “I” into CMMI (DEV, SVC, ACQ, P-CMM) • Select what is important to you • Core vs Context Specific & Links to External Material • Evolution & Views • Guidance for transition from V1.3 to V2.0 • Practical guidance for implementers • New appraisal method to increase reliability and reduce cost • Modular Training components • Learning Objective directed • Virtual & Online options • Enterprise application suite • Redesigned system with online models, new appraisal system, and partner resources • New user interface w/SSO CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
  • 149.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 GO-TO-MARKET STRATEGY, TIMELINE & MARKETING RESOURCES FOR PARTNERS
  • 150.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Put the Focus on the People, Not the Product • Show them a compelling picture of how CMMI V2.0 is going to make the world work better Get Opinion Leaders On-Board Early • Get people excited about the potential of CMMI V2.0 • Partners, Pilot Participants, Customers Make a Mark • Take a position that’s bold and imaginative • Paint a picture of the future that our customers want to live/work in Get New Customers Ready for CMMI V2.0 • Build anticipation, generate buzz and enthusiasm by getting customers on board early Product Launch Best Practices
  • 151.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Match Product Capabilities to Market Needs  Identify and Align with Key Customer and Market Segments via Market Research Study: Internal vs. External: Executives/Managers/Team Leads/ATMS/Practitioners/Partners across job functions/industries  Create & Test Clear Positioning and Messaging: How is CMMI V2.0 better than V1.3? What value does next gen bring to each key audience (government, new users, agile users, etc.)  Focus on User Experience: Show how customers will access CMMI V2.0 in a new way via Guides, new systems and tools, value-added appraisal method  Establish New Terminology, CMMI V2.0 Naming and Align to Brand: (i.e. distinguish between value delivered vs. technical descriptions) CMMI V2.0 - Launch Plan Goal #1
  • 152.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Set Strategic Objectives for Launch Performance • Agree on Clear Launch Schedule and Goals  Distinguish between Existing vs. New User Experiences  Timing for Internal Customers (Instructors, Lead Appraisers, Current Customers/Users)  Timing for External Customers (new users, agile users) CMMI V2.0 - Launch Plan Goal #2
  • 153.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Leverage Market Position and Relationships • Generate CMMI Storylines and Content  C-SUITE – Build upon the Executive Guide: Staying Relevant in the Age of Disruption: Why capability is the key to outlasting the competition  CUSTOMERS: Team Leads & ATMs - How to Transition from CMM V1.3 to CMMI V 2.0 (Technical detail) + Pilot Case Studies  NEW USERS: Managers & Practitioners - How to Get Started with CMMI V2.0 + Supporting Case Studies from CMMI V2.0 pilots (Real world application) CMMI V2.0 - Launch Plan Goal #3
  • 154.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Leverage Market Position and Relationships • Position CMMI V2.0 in key sectors/industries  Software/Systems, IT Services, Telecommunications, Defense/Aerospace, Medical Devices/Healthcare, Government, Agile… • Share CMMI V2.0 Content and Marketing Kits with CMMI Loyalists  Partners, Existing Customers/Users and Allies • Activate Marketing Partnerships/PR/Marketing Program  Provide previews of what to expect from CMM V2.0 CMMI V2.0 - Launch Plan Goal #3 (con’t)
  • 155.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Successfully Launch CMMI V2.0 to Key Audiences • Confirm Loyalty of Existing CMMI Customers/Users  Identify specific needs of key markets (e.g. Government Acquisition Offices, China, India, US)  Via pilots, provide early release feedback and support • Build New Audiences for CMMI V2.0  Via public launch via conferences and venues of key audiences CMMI V2.0 - Launch Plan Goal #4
  • 156.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. USERS Existing - Predominantly current users of CMMI—includes those previously using but not re-appraised. New - Currently not using CMMI but employing a competing Process Improvement Methodology e.g. Agile, Lean Six Sigma, ISO. BUYERS Existing - Use CMMI to maintain quality and delivery standards from vendors and suppliers. New - Require CMMI compliancy with their supply base e.g. Government/Acquisition Community, large multi-nationals that require quality suppliers. Target Audiences for CMMI V2.0
  • 157.
    Conferences/Events Under ConsiderationFor The Institute and Partners • Agile Dev Ops West and East • Techwell Better SW West • Agile Alliance 2017 Conference - • Gartner’s Symposium/ITxpo • OPEX World Conference - • Global Scrum Gathering • Dev Ops Enterprise Summit • IEEE • International conference on Software Engineering • NDIA Systems • Continuous Delivery Conference • ASQ Software Division • ASQ European Quality Conference Where can Partners get leads? SPEAKING AT EVENTS
  • 158.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Translations beginning in 2018 for model, website, guides, training, certification 18-19 May 2017 Partner Workshop Present and Distribute Marketing Kit Jan –June 2018 Digital, Email, Content Marketing Campaigns May 2017 June 2017 November 2017 July 2017 August 2017 September 2017 October 2017 December 2017 January – Dec 2018 PUBLIC LAUNCH 16 May 2017 Kirk Botula Keynote at Conference - CMMI V2.0 announcement PARTNER WORKSHOP PARTNER OUTREACH TO CLIENTS CONTINUING OUTREACH TO NEW USERS USE CMMI V2.0 MARKETING TOOL KIT TO TALK TO CLIENTS NOW 20 May -1 October 2017 For Partner Outreach to Clients & Prospects For CMMI Institute to CMMI Appraised Orgs PRE-LAUNCH MARKETING 1 Oct -31 Dec 2017  Updated Marketing Toolkit  Coming of CMMI V2.0 Press Release  Pilot Case Studies  Marketing Campaigns (what to expect from CMMI V2.0)  Media Outreach Kit Jan 2018 CMMI V2.0 Available Press Release CMMI V2.0 MARKETING KEY MILESTONES
  • 159.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Marketing Toolkit for Partners – On USB & IN PRC Learn how CMMI V2.0 Transforms Organizational Performance PRINT & PDF 4-PAGE BROCHURE CONTINUOUSLY UPDATED FAQs
  • 160.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Brochure – What's Inside?
  • 161.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 Key Messages - Overview CMMI V2.0 helps organizations quickly leverage the key capabilities that directly impact the ability to drive: • Business results • Higher quality • Focus on Performance • Reduction in cost, time to market and risk CMMI V2.0 provides the ability to build dynamic organizational performance by focusing on: • Embedding performance into existing processes • Driving value through updated appraisal process • Integrating agile/Scrum, safety and security • Being easier to use and more flexible to organizational needs
  • 162.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. CMMI V2.0 PRODUCT SUITE AT A GLANCE • Puts the “I” into CMMI (DEV, SVC, ACQ, P-CMM) • Select what is important to you • Core vs Context Specific & Links to External Material • Evolution & Views • Guidance for transition from V1.3 to V2.0 • Practical guidance for implementers • New appraisal method to increase reliability and reduce cost • Modular Training components • Learning Objective directed • Virtual & Online options • Enterprise application suite • Redesigned system with online models, new appraisal system, and partner resources • New user interface w/SSO CMMI V2.0 Model Guidance to Implement Appraisal Method Training Systems &Tools
  • 163.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. WHEN IS V2.0 AVAILABLE TO YOU? 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 Release 4 (Service/Supplier Management/People) Community Review October 2017 CMMI V2.0 Model/Method Complete December 2017 CMMI V2.0 Market Launch January 2018 CMMI V2.0 Appraisals Accepted July 2018 EXCLUSIVE INSTRUCTOR CMMI V2.0 Upgrade Offer October 2017 CMMI V2.0 Upgrade Training CMMI V2.0 Instructor Workshop November-December, 2017 Implementation & Transition Guidance Community Review August 2017 CMMI V2.0 New LA Training February 2018 CMMI V2.0 LA Upgrade Workshop December 2017 V2.0 Product Suite PARTNERS V2.0 Training LEAD APPRAISERS / INSTRUCTORS V2.0 Training GENERAL PUBLIC CMMI V2.0 Upgrade Training CMMI V2.0 Intro Training CMMI V2.0 New Instructor Training January 2018 Release 3 (Development) Community Review July 2017
  • 164.
    This presentation containsproprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute. Translations beginning in 2018 for model, website, guides, training, certification 18-19 May 2017 Partner Workshop Present and Distribute Marketing Kit Jan –June 2018 Digital, Email, Content Marketing Campaigns May 2017 June 2017 November 2017 July 2017 August 2017 September 2017 October 2017 December 2017 January – Dec 2018 PUBLIC LAUNCH 16 May 2017 Kirk Botula Keynote at Conference - CMMI V2.0 announcement PARTNER WORKSHOP PARTNER OUTREACH TO CLIENTS CONTINUING OUTREACH TO NEW USERS USE CMMI V2.0 MARKETING TOOL KIT TO TALK TO CLIENTS NOW 20 May -1 October 2017 For Partner Outreach to Clients & Prospects For CMMI Institute to CMMI Appraised Orgs PRE-LAUNCH MARKETING 1 Oct -31 Dec 2017  Updated Marketing Toolkit  Coming of CMMI V2.0 Press Release  Pilot Case Studies  Marketing Campaigns (what to expect from CMMI V2.0)  Media Outreach Kit Jan 2018 CMMI V2.0 Available Press Release CMMI V2.0 MARKETING KEY MILESTONES