capability maturity model integration (cmmism)

Capability Maturity Model Integration (CMMISM)Bojana [email protected] [email protected] [email protected]

Capability Maturity Model Integration

Part 1 Introduction


History of CMMI198719911995199720002002First CMMPublishedModel Refinedand Published asSW-CMM v1.0SW-CMM v1.1 Published1993Software Acquisition (SA-CMM),Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM),Organizational Workforce Capability Development (People CMM)Developed CMMI InitiativeLaunchedCMMI-SE/SWVersion 1.0PublishedCMMI-SE/SW/IPPD/AVersion 1.1PublishedBuchholtz & Cordes


Part 1 About CMMI Models

Part 1 Why should we care?


Part 1 About CMMI ModelsPurpose:The purpose of CMM Integration is to provide guidance for improving organizations processes and your ability to manage the development, acquisition, and maintenance of products or services.


Part 1 Selecting a CMMI ModelMultiple models availableChoosing the model that best fits your organization's needsRepresentations:Continuous Staged


Part 1 CMMI Model Representations


Part 1 Continuous RepresentationsSelect the order of improvement that best meets the organizations business objectivesComparison across and among organization on a process areaEasy migration from electronic industries alliance interim standard (EIA/IS) 731 to CMMIEasy comparison of process improvement to international organization for standardization and international Electrotechnical commission (ISO/IEC) 15504


Part 1 Staged RepresentationProviding sequence of improvementsPermit comparisons across and among organizationsEasy migration from the SW-CMM to CMMISingle rating that summarizes appraisal results


Part 1 Which Integrated Model To Choose?Four bodies of knowledge for selecting a CMMI model:Systems engineeringSoftware engineeringIntegrated product and process developmentSupplier sourcing


Part 1 Systems EngineeringDevelopment of total systemsFocus on transforming customers needs into product solutions Supporting these product solutions throughout the life of the productModels of systems engineering:Process managementProject managementSupportEngineering process areas


Part 1 Software EngineeringCovers the development of software systemsFocus on: Applying systematic, disciplined, and quantifiable approaches to developmentOperationMaintenance of softwareModels of software engineering:Process managementProject managementSupportEngineering process areas


Part 1 Integrated Product and Process DevelopmentSystematic approach to better satisfy customer needsProcesses to support the IPPD approach are integrated with the other processes in the organizationModels of IPPD:Process managementProject managementSupportEngineering process areas


Part 1 Supplier SourcingUse suppliers needed by the project when work efforts become more complexModels of supplier sourcing:Process managementProject managementSupportEngineering process areas


Part 1 A RecommendationSelect both systems and software engineeringBased on the fact that only distinction between the models is the type of discipline amplifications includedOtherwise models are exactly the same


Part 1Maturity Levels


Part 1Capability Levels


Part 1 Comparison of RepresentationsStagedContinuousProcess improvement is measured using maturity levels. Maturity level is the degree of process improvement across a predefined set of process areas.Organizational maturity pertains to the maturity of a set of processes across an organization

Process improvement is measured using capability levels. Capability level is the achievement of process improvement within an individual process area.

Process area capability pertains to the maturity of a particular process across an organization.


Part 1 Advantages of Each RepresentationStagedProvides a roadmap for implementinggroups of process areassequencing of implementationFamiliar structure for those transitioning from the Software CMM

ContinuousProvides maximum flexibility for focusing on specific process areas according to business goals and objectivesFamiliar structure for those transitioning from EIA 731


Part 1 SummaryThere is one CMMI Model with two representations, Staged and ContinuousThe material in both representations is the same just organized differentlyEach representation provides different ways of implementing processesEquivalent Staging provides a mechanism for relating Maturity Levels to Capability LevelsThe CMMI model should be applied using intelligence, common sense, and professional judgment


Part 2 Model Components


Part 2CMMI Levels


Part 2Level Requirements


Part 2Continuous Representation


Part 2CMMI Process Areas Categories


Part 2CMMI Model ComponentsStaged RepresentationMaturity LevelsProcess Area 1Process Area 2Process Area nSpecific GoalsGeneric GoalsSpecific PracticesCommitment to PerformAbility to PerformDirectingImplementation VerifyingImplementation Generic Practices


Part 2 Maturity LevelsProvides a way to predict the future performance of an organization within a given discipline or set of disciplinesIn CMMI models, there are five maturity levels:1.Initial2.Managed3.Defined4.Quantitatively managed5.Optimizing


Part 2 Maturity Level DetailsConsist of a predefined set of process areasMeasured by the achievement of the specific and generic goals


Part 2 Maturity Level Details


Part 2 Equivalent Staging


Part 2 Maturity Level 1: InitialProcesses are usually ad hoc and chaoticOrganization usually does not provide a stable environmentMaturity level organizations often produce products and services that workMaturity level organizations are characterized by:Tendency to over commitAbandon processes in the time of the crisisNot be able to repeat their past successes


Part 2 Maturity Level 2: ManagedOrganization has achieved all the specific and generic goals Projects of the organization have ensured that:Requirements are managedProcesses are plannedPerformed, measured, and controlled


Part 2 Maturity Level 2: Managed Process AreasREQUIREMENTS MANAGEMENT The purpose of Requirements Management (REQM) is to manage the requirements of the projects products and product components and to identify inconsistencies between those requirements and the projects plans and work products. PROJECT PLANNING The purpose of Project Planning (PP) is to establish and maintain plans that define project activities. PROJECT MONITORING AND CONTROL The purpose of Project Monitoring and Control (PMC) is to provide an understanding of the projects progress so that appropriate corrective actions can be taken when the projects performance deviates significantly from the plan. SUPPLIER AGREEMENT MANAGEMENT The purpose of Supplier Agreement Management (SAM) is to manage the acquisition of products from suppliers.


Part 2 Maturity Level 2: Managed Process AreasMEASUREMENT AND ANALYSIS The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability that is used to support management information needs. PROCESS AND PRODUCT QUALITY ASSURANCE The purpose of Process and Product Quality Assurance (PPQA) is to provide staff and management with objective insight into processes and associated work products. CONFIGURATION MANAGEMENT The purpose of Configuration Management (CM) is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.


Part 2 Maturity Level 3: DefinedProcesses are well characterized, and understood, are described in standards, procedures, tools and methodsThe organizations set of standard processes, is established and improved over timeEstablishing consistency across the organization


Part 2 Maturity Level 3: Defined Process AreasREQUIREMENTS DEVELOPMENT The purpose of Requirements Development (RD) is to produce and analyze customer, product, and product component requirements. TECHNICAL SOLUTION The purpose of Technical Solution (TS) is to design, develop, and implement solutions to requirements. Solutions, designs, and implementations encompass products, product components, and product-related lifecycle processes either singly or in combination as appropriate. PRODUCT INTEGRATION The purpose of Product Integration (PI) is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.


Part 2 Maturity Level 3: Defined Process AreasVERIFICATION The purpose of Verification (VER) is to ensure that selected work products meet their specified requirements. VALIDATION The purpose of Validation (VAL) is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment. ORGANIZATIONAL PROCESS FOCUS The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of the current strengths and weaknesses of the organizations processes and process assets. ORGANIZATIONAL TRAINING The purpose of Organizational Training (OT) is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.


Part 2 Maturity Level 3: Defined Process AreasORGANIZATIONAL PROCESS DEFINITION +IPPD The purpose of Organizational Process Definition (OPD) is to establish and maintain a usable set of organizational process assets and work environment standards. IPPD Addition For IPPD, Organizational Process Definition +IPPD also covers the establishment of organizational rules and guidelines that enable conducting work using integrated teams.INTEGRATED PROJECT MANAGEMENT +IPPD The purpose of Integrated Project Management (IPM) is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organizations set of standard processes. IPPD Addition For IPPD, Integrated Project Management +IPPD also covers the establishment of a shared vision for the project and the establishment of integrated teams that will carry out objectives of the project.


Part 2 Maturity Level 3: Defined Process AreasRISK MANAGEMENT The purpose of Risk Management (RSKM) is to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. DECISION ANALYSIS AND RESOLUTION The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria. INTEGRATED TEAMINGThe purpose of Integrated Teaming is to form and sustain an integrated team for the development of work products.INTEGRATED SUPPLIER MANAGEMENTThe purpose of Integrated Supplier Management is to proactively identify sources of products that may be used to satisfy the projects requirements and to manage selected suppliers while maintaining a cooperative project-supplier relationship.ORGANIZATIONAL ENVIRONMENT FOR INTEGRATIONThe purpose of Organizational Environment for Integration is to provide an Integrated Product and Process Development (IPPD) infrastructure and manage people for integration.


Part 2 Maturity Level 4: Quantitatively ManagedSubprocesses are selected that significantly contribute to overall process performanceAs criteria in managing process the quantitative objects for quality are establishedQuantitative objectives are based on:Needs of a customerEnd usersOrganizationProcess implementsFor these processes, detailed measures of process performance are collected and statistically analyzed


Part 2 Maturity Level 4: Quantitatively Managed Process AreasORGANIZATIONAL PROCESS PERFORMANCE The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of the organizations set of standard processes in support of quality and process-performance objectives, and to provide the process-performance data, baselines, and models to quantitatively manage the organizations projects. QUANTITATIVE PROJECT MANAGEMENT The purpose of Quantitative Project Management (QPM) is to quantitatively manage the projects defined process to achieve the projects established quality and process-performance objectives.


Part 2 Maturity Level 5: OptimizingFocuses on continually improving process performance through:Incremental technological improvementsInnovative technological improvementsBoth processes are the organizations set of measurable improvement activities


Part 2 Maturity Level 5: Optimizing Process AreasORGANIZATIONAL INNOVATION AND DEPLOYMENT The purpose of Organizational Innovation and Deployment (OID) is to select and deploy incremental and innovative improvements that measurably improve the organizations processes and technologies. The improvements support the organizations quality and process-performance objectives as derived from the organizations business objectives. CAUSAL ANALYSIS AND RESOLUTION The purpose of Causal Analysis and Resolution (CAR) is to identify causes of defects and other problems and take action to prevent them from occurring in the future.


Part 2 Skipping Maturity LevelsThrough staged representations an organization should evolve to establish a culture of excellence Each maturity level forms a necessary foundation on which to build the next levelTrying to skip maturity level is usually counterproductive


Part 2 Required, Expected, and Informative ComponentsThe components of CMMI model are grouped into these three categories :

1.Required: Specific and generic goals Must be achieved by an organizations planned and implemented processEssential to rating the achievement of a process areaOnly the statement of the specific or generic goal is a required model componentThe title of a specific or generic goal and any other notes are considered informative model components


Part 2 Required, Expected, and Informative Components2.Expected:Specific and generic practices Describe what an organization will typically implement to achieve a required componentsOnly the statement of the practice is a expected model componentThe title of a practice and any notes associated with the practice are considered informative model components


Part 2 Required, Expected, and Informative Components3.Informative:SubpracticesTypical work productsDiscipline amplificationsGeneric practice elaborations Goal and practice titles Goal and practice notesReferrersProvide details that help model users get started in thinking about how to approach goals and practices


Part 2 Model ComponentsProcess areasCluster of related practices in an areaWhen performed collectively, satisfy a set of goals considered important for improvement in that areaSpecific goalsApply to a process area and address the unique characteristicsDescribe what must be implemented to satisfy the process areaSpecific practicesActivity that is considered important in achieving the associated specific goalDescribe the activities expected to result in achievement of the specific goals of a process area


Part 2 Model ComponentsCommon featuresOrganize the generic practices of each process areaCommitment to perform (CO)Ability to perform (AB)Directing implementation (DI)Verifying implementation (VE)Typical work productsProvides example outputs from a specific or generic practiceSubpracticesDetailed description that provide guidance for interpreting specific or generic practices


Part 2 Model ComponentsDiscipline amplificationsContain information relevant to a particular disciplineAssociated with specific practicesGeneric goals Used in appraisals to determine whether a process area is satisfiedGeneric practicesProvide institutionalization to ensure that the processes associated with the process area will be effective, repeatable and lasting


Part 2 Model ComponentsGeneric practice elaborationsAppear in each process area to provide guidance on how the generic practices should uniquely be applied to the process area


Part 2 Specific Practices vs. Generic PracticesApply to a single process areaDescribe activities that implement the process areaExample Requirements Mgmt.

SG 1 Manage RequirementsSP 1.1Obtain an Understanding of RequirementsSP 1.2Obtain Commitment to RequirementsSP 1.3Manage Requirements ChangesSP 1.4Maintain Bidirectional Traceability of RequirementsSP 1.5Identify Inconsistencies between Project Work and RequirementsApply to all process areasDescribe activities that institutionalize the process areas

GG 2 Institutionalize a Managed ProcessGP 2.1 Establish an Organizational PolicyGP 2.2 Plan the ProcessGP 2.3 Provide ResourcesGP 2.4 Assign ResponsibilityGP 2.5 Train PeopleGP 2.6 Manage ConfigurationsGP 2.7 Identify and Involve Relevant StakeholdersGP 2.8 Monitor and Control the ProcessGP 2.9 Objectively Evaluate AdherenceGP 2.10 Review Status with Higher Level ManagementGG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined ProcessGP 3.2 Collect Improvement Information


Part 3 Model Terminology


Part 3 Terminology EvolutionIn any CMMI model, the terminology used and how it is defined are important for understanding the contentWhen developing the CMMI model, the Product Team started with the terminology used in the source modelTerminology is not consistentSome terms were abandoned


Part 3 Common Terminology with Special MeaningAdequate, Appropriate, As NeededWords used to interpret goals and practices in light of organizations business objectivesEstablish and MaintainThis phrase connotes a meaning beyond the component terms; it includes documentation and usageCustomerParty (individual, project, or organization) responsible for accepting the product or for authorizing paymentStakeholderGroup or individual that is affected by or in some way accountable for the outcome of an undertaking


Part 3 Common Terminology with Special MeaningRelevant StakeholderThe term used to designate a stakeholder that is identified for involvement in specific activities and is included in an appropriate planManagerRefers to a person who provides technical and administrative directions Control to those performing tasks or activities Project ManagerPerson responsible for planning, directing, controlling, structuring, and motivating the projectResponsible for satisfying the customer


Part 3 Common Terminology with Special MeaningSenior ManagerRefers to a management role at a high enough level in an organizationPrimary focus of the person filling The role is the long-term vitality of the organization, rather than short-term project and concerns and pressuresShared Vision Common understanding of guiding principles Includes mission, objectives, expected behavior, values, and final outcomes developed and used by the group, such as organization, project or team


Part 3 Common Terminology with Special MeaningOrganizationTypically an administrative structure in which people collectively manage one or more projects as a whole, and whose projects share a senior manager and operate under the same policiesEnterpriseEnterprise illustrates the larger entity not always reached by the word organizationDevelopmentImplies not only development activities, but also maintenance activities


Part 3 Common Terminology with Special MeaningDisciplineRefers to the bodies of knowledge available when selecting a CMMI modelProjectManaged set of interrelated resources that delivers one or more products to a customer or end userProductMean any tangible output that is a result of a processIt is intended for delivery to an customer or end user


Part 3 Common Terminology with Special MeaningWork ProductMean any artifact produced by a processThese artifacts include files, documents, parts of the product, services, processes, specifications, and invoicesProduct ComponentAny work product that must be engineered (requirements defined and designs developed and implemented) to achieve the intended use of the product throughout its lifeAppraisalExamination of one or more processes by a trained team of professionals Usage of appraisal reference model as the basis for determining strengths and weakness


Part 3 Common Terminology with Special MeaningTailoring GuidelinesTailoring a process makes, alters, or adapts the process description for a particular endUsed to enable organizations to implement standard processes appropriately in their projectsTailoring guidelines coverSelecting a standard process Selecting an approved life-cycle modelTailoring the selected standard process and life-cycle model to fit project needsVerificationConfirms that work products properly reflect the requirements specified to them


Part 3 Common Terminology with Special MeaningValidationConfirms that the product, as provided, will fulfill its intended useQuality and Process-Performance ObjectivesCovers objectives and requirements for product quality, service quality, and process performanceStandardRefers to the formal mandatory requirements developed and used to prescribe consistent approaches to development


Part 3 CMMI-Specific TerminologyCMMI Product SuiteComplete set of products developed around the CMMI conceptCMMI FrameworkBasic structure that organizes CMMI components Enables new discipline to be added to CMMI so that the new discipline will integrate with the existing one


Part 3 CMMI-Specific TerminologyCMMI ModelRefers to one, some, or entire collection of possible models that can be generated from the CMMI FrameworkPeer ReviewReview of work products performed by peers during development of the work products to identify defects for removalOrganizations Set of Standard ProcessesContains the definitions of the processes that guide all activities in an organization


Part 3 CMMI-Specific TerminologyProcessConsists of activities that can be recognized as implementations of practices in a CMMI modelManaged Process Performed process that is planned and executed in accordance with policyDefined ProcessManaged process tailored from the organizations set of standards processes according to the organizations tailoring guidelines


Part 3 CMMI-Specific TerminologyOrganizational Process AssetsArtifacts that relate to describing, implementing, and improving processes Include the following:Organizations set of standard processes, including the process architectures and process elementsDescriptions of life-cycle models approved for useGuidelines and criteria for tailoring the organizations set of standard processesOrganizations measurement repositoryOrganizations process asset library


Part 3 CMMI-Specific TerminologyProcess ArchitecturesDescribes the ordering, interfaces, interdependencies, and other relationships among the process elements in a standard processProduct Life CyclePeriod of time, consisting of phases, that begins when a product is conceived and ends when the product is no longer available for use


Part 3 CMMI-Specific TerminologyOrganizations Measurement RepositoryRepository used to collect and make available measurement data on processes and work productsOrganizations Process Asset LibraryLibrary of information used to store and make available process assets that are potentially useful to those who are defining, implementing, and managing processes in the organizationDocumentCollection of data, regardless of the medium on which it is recorded, that generally has permanence of the medium on which it is recorded, that generally has permanence and can be read by humans or machines


Part 4 Common Features, Generic Goals, and Generic Practices


Part 4 Characteristics of InstitutionalizationCritical aspect of process improvement; important concept within each maturity levelManaged process is institutionalized by doing the following:Adhering to organizational policiesFollowing established plans and process descriptionsProviding adequate resources (including funding, people, and tools)Assigning responsibility and authority for performing the process Training the people performing and supporting the processPlacing designated work products under appropriate levels of configuration managementIdentifying and involving relevant stakeholdersMonitoring and controlling the performance pf the process against the plans for performing the process and taking corrective actions


Part 4 Characteristics of InstitutionalizationObjectively evaluating the process, its work products, and its services for adherence to the process descriptions, objectives, and standards, and addressing noncomplianceReviewing the activities, status, and results of the process with higher level management, and taking corrective action

Defined process is institutionalized by doing the following:Addressing the items that institutionalize a managed processEstablishing the description of the defined process for the project or organizational unit Collecting work products, measures, and improvement information derived from planning and performing the defined process

Quantitatively managed process is institutionalized by doing the following:Addressing the items that institutionalize a defined processControlling the process using statistical and other quantitative techniques such as product quality, service quality, and process performance


Part 4 Characteristics of InstitutionalizationOptimizing process is institutionalized by doing the following:Addressing the items that institutionalize a quantitatively managed processImproving the process based on an understanding of the common causes; process focuses on continually improving the range of process performance


Part 4 Generic GoalsIn staged representation, every process area has only one generic goalGeneric goal describes what institutionalization must be achieved to satisfy a process areaEach process area at maturity level 2 contains the following generic goalGG 2 Institutionalize a managed process ( the process is institutionalized as a managed process)GG 3 Institutionalize a defined process ( the process is institutionalized as a defined process)


Part 4 Common FeaturesPredefined attributes that group generic practices into categories Model components not rated in any wayThere are four common features in CMMI model:Commitment to perform groups the generic practices related to creating policies and securing sponsorshipAbility to perform groups the generic practices related to ensuring that the project and/or organization has the resources it needsDirecting implementation - groups the generic practices related to managing the performance of the process, managing the integrity of its work products, and involving relevant stakeholdersVerifying implementation - groups the generic practices related to review by higher level management and objective evaluation of conformance to process descriptions, procedures, and standards


Part 4 Generic Practices Listed by Common FeatureCommon features categories:Commitment to perform:GP 2.1 Establish and organizational policyAbility to perform:GP 2.2 Plan the processGP 2.3 Provide resourcesGP 2.4 Assign responsibility GP 2.5 Train peopleGP 3.1 Establish a defined process


Part 4 Generic Practices Listed by Common FeatureDirecting implementationGP 2.6 Manage configurations GP 2.7 Identify and involve relevant stakeholdersGP 2.8 Monitor and control the processGP 3.2 Collect improvement informationVerifying implementationGP 2.9 Objectively evaluate adherenceGP 2.10 Review status with higher level management


Part 5 Framework Interactions


Part 5 Four Categories of CMMI Process Areas1.Process Management process areas contain the cross-project activities related to defining, planning, resourcing, deploying, implementing, monitoring, controlling, appraising, measuring, and improving processes.2.Project Management process areas cover the project management activities related to planning, and controlling the project.


Part 5 Four Categories of CMMI Process Areas3. Engineering process areas cover the development and maintenance activities that are shared across engineering disciplines.4. Support process areas cover the activities that support product development and maintenance.


Part 6 Using CMMI Models


Part 6 Using CMMI ModelsInterpreting CMMI ModelsEvery CMMI model provides a set of publicly available criteria describing the characteristics of organizations that have successfully implemented process improvementThese criteria can be used by organizations to improve their processes for developing, acquiring, and maintaining products and services


Part 6 Appraisal and BenchmarkingProcess appraisals focus on identifying improvement opportunitiesThe appraisal principles for CMMI model:Senior-management sponsorshipA focus on the organizations business objectivesConfidentiality for intervieweesUse of a documented appraisal method Use of a process reference model as a base A collaborative team approach A focus on actions for process improvement


Part 6 Appraisal Requirements for CMMI (ARC)Contains a set of criteria for developing, defining, and using appraisal methods based on CMMI productsProvides requirements for multiple types of appraisal methodsARC document uses the CMMI models as its associated reference models


Part 6 ISO/IEC 15504 Compatibility and ConformanceThe CMMI Product Suite was designed to achieve ISO/IEC 15504 compatibility and conformanceThere are two aspects of conformance:Model compatibilityAppraisal conformance


Part 6 Making the Transition to CMMIDescribing three transition scenarios:First two assume the organization has already begun its improvement efforts using either the Software CMM or the EIA/IS 731Third scenario assumes that the organization has not used a particular reference model for current improvement efforts


Part 6 Organizations with Software CMM ExperienceOrganizations initially making the transition to CMMI:Seeking to update their process-improvement efforts to incorporate the improvementsGain the additional breadth of coverage afforded in CMMI modelsOrganizations that have achieved a high level of maturity:Wish to make the transition more quicklyTaking advantage of the additional coverage described in CMMI model


Part 6 Organizations with EIA/IS 7 31 ExperienceInvolves some reorganization of specific practices under specific goals and process areasThe addition of informative materials


Part 6 Organizations New to CMM-Type ModelsAssumed to be in one of two categories:May have undertaken process-improvement efforts under other quality initiatives (ISO 9000, Malcolm Baldrige)May be considering such efforts because of the mounting evidence of business value resulting from such a commitmentMay approach improvement by using either a continuous or staged representation


Part 6 TrainingKey element in the ability of organizations to adopt CMMI Key part of the product suite


Part 6 Tailoring PerspectivesTailoring - process whereby only a subset of a model is used to suit the needs of a specific domain of applicationInvolves the selection of options for use in an appraisal


Part 6 Model Tailoring PerspectivesViewed from two perspectives:Related to use of a model for process improvementFocus on identifying the process areas and practices that support an organizations business needs and objectivesRelated to use of a model for benchmarkingProcess areas, in some circumstances, may be determined to be not applicable if the process area is outside of the organizations scope of work


Part 6 Model Tailoring for Smaller ProjectsHigh-level plan is typically available that has been developed for a group of projects Defines the organization, resources, training, management participations, and quality assurance reporting descriptions for all projects


ConclusionCMMI Benefits

CMMI product users can expect to:Efficiently and effectively improve and assess multiple disciplines across their organizationReduce costs (including training) associated with improving and assessing processesDeploy a common, integrated vision of process improvement that can be used as a basis for enterprise-wide process improvement efforts.


Conclusion The promise...CMMI team is working to assure the CMMI Product Suite addresses needs of software and systems engineering communities of practiceUse of an integrated model to guide enterprise process improvement promises to be one of the more sustainable & profitable initiatives that any organization might pursue


LiteratureCMMISM for Systems Engineering, Software Engineering, Integrated Process Development, and Supplier Sourcing

Generic PracticesCMMI OverviewMeasurement within the CMMIWhy should you Care about CMMI?


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