Ocmmi-1 1

SM
CMMI SE/SW V1.1 Overview

Staged Representation
HCM 23/8/06
CMMISM
Slide: 1
Contents
Introductions
CMMI Framework
The Staged Model
Structure of CMMISM Staged
Staged & Continuous
Representations
CMMI Road Map & Assessments
Level 2 Process Areas
Summary
CMMISM
Slide: 2
Course Objectives
Introduce the
Need, Historical context
Terminology, Architecture
Contents, and
Application of the CMMI model to achieve
higher maturity processes
of the CMMISM SE/SW Staged Representation
Will cover what the CMMI requires
SM
CMMISM
Slide: 3
Objectives DO NOT Include
Systems Engineering Techniques

Project management techniques
Estimation techniques
Structured/ object oriented techniques
Review/ Inspection methods
Testing techniques
SW CMM Assessment Method
Tools for process database
Will not cover how the requirements can be met

CMMISM
Slide: 4
Code of Conduct
Ask questions
Share experiences
Let one person speak at a time
Keep discussions to the point
Instructor to control discussions
Keep mobiles in silent or switch-off mode
No smoking in the room
Ask for a break if you are tired
CMMISM
Slide: 5
CMMI
CMMISM
SM
Framework
Slide: 6
The Process
Management Premise
The Quality of a (software) system
is highly influenced by the quality of
the process used to develop and
maintain it
This premise implies focus on
process as well as product
CMMISM
Slide: 7
Process in Perspective
CMMISM
Slide: 8
Definition of Process
Process- A sequence of steps performed for a
given purpose (IEEE)
Process A set of activities, methods and
transformations, practices that people use to
develop and maintain a system
CMMISM
Slide: 9
Why is Process Maturity

a Concern?
If a project is successful, is this an indicator of
the success of future projects?
NOT if success is due to "heroic effort of
dedicated team"
YES, if success achieved because of proven
efforts of an organization with a mature process
Need for repeating the results !
CMMISM
Slide: 10
Processes and Maturity
As an organization matures, the

software process becomes better defined
and more consistently implemented
throughout the organization
CMMISM
Slide: 11
What are Capability

Maturity Models (CMMs)?
Process management and quality improvement concepts
applied to a focus area - e.g., software engineering,
systems engineering, software acquisition
A community-owned guide used to communicate about
process between buyers, suppliers and users
A reference model for process improvement and
assessments
CMMISM
Slide: 12
Looking Back.
US Department of Defense set up the
Software Engineering Institute (SEI) in the
1984
An R & D organization only; custodian on
behalf of the software community for the
Capability Maturity Models
Charter is to be the leader in advancing the
state of the practice of software engineering
to improve the quality of systems that depend
on software
Is not a Certification body
CMMISM
Slide: 13
History of CMMs
CMM v1.0 (Software) was the first to be
developed
Others were developed subsequently:
SE CMM (Systems Engineering) CMM
Integrated Product Development CMM
SA (Software Acquisition) CMM
People CMM
CMMISM
Slide: 14
Current Scenario - Models

Explosion of CMMs and CMM--like models
Multiple models within an organization
Conflicting terminology
Different approaches
Different representations
Contradictions
Different degrees of detail
Poor interfaces between the CMMs
Multiple assessments
Multiple training
Multiple expenses
CMMISM
Slide: 15
Why Integrate?
Effectiveness
one model across full enterprise lifecycle
corporate perspective for organization-wide
improvement
integrated processes for integrated product
teams
one model, one architecture, consistent
terminology, common process assets, common
goals, one assessment
CMMISM
Slide: 16
Why Integrate?
Contd.
Adaptability to enterprise needs

designed for evolution to meet current and
future enterprise-wide process improvement
needs
can add new process areas, generic
improvement approach still applies
CMMISM
Slide: 17
Source Models for Integration

Integrate existing models into a common model
Trying to establish common terminology between
the input models:
SW-CMM, Version 2.0, Draft C
EIA/Interim Standard 731
IPD-CMM, Version 0.98
Other Reference Models
FAA-iCMM; ISO/IEC 15504 - Process Assessment
(technical report); ISO/IEC 12207 - Software Life
Cycle Process
CMMISM
Slide: 18
The Staged Model

Optimizing
Quantitatively
Managed
Defined
Managed
Initial
Software Engineering Institute
CMMISM
Slide: 19
Maturity Levels
Improvement
institutionalized
Quantitatively
Managed
(4)
Predictable
process
Defined
(3)
Standard,
consistent
process
Managed
(2)
Disciplined
process
Optimizing
(5)
Continuously
improving
process
Initial
(1)
Quantitative
control
Technical practices are

integrated with management
practices and institutionalized
Project Management practices

are institutionalized
Process in informal and adhoc
CMMISM
Slide: 20
The Initial Level (1)
Environment not stable for developing and maintaining systems

Inadequate management and engineering practices
Ineffective planning
Reaction-driven commitment systems
Emphasis on development and testing during crisis
Success depends on having exceptional people
Unpredictable process capability
Unpredictable schedules, budgets, functionality, and quality
Few stable processes
Process Capability can be
summarized as Adhoc
CMMISM
Slide: 21
The Managed Level (2)
Policies for managing projects

Planning and managing based on experience
Allows repeatability of successful practices
Specific processes implemented by the projects may differ
Realistic project commitments
Costs, schedules and functionality tracked
Requirements and work products are baselined
Standards defined and conformed to
Strong customer-supplier relationship with subcontractors
A measurement process is in place
CMMISM
Process Capability can

be summarized as Disciplined
Slide: 22
The Defined Level (3)
Organization-wide standard processes

Effective engineering practices
Integration of engineering and management processes
Reuse of organizational learning
Process Engineering Group (PEG)
Organization-wide training program
Projects Defined Process
Good management insight into the technical progress on all
projects
summarized as Standard and Consistent
CMMISM
Slide: 23
The Quantitatively Managed

Level (4)
Quantitative goals for projects and processes

Variation in process performance narrowed
Meaningful variations can be distinguished from random variation
Products are of high quality
Projects are controlled quantitatively
Process can be
summarized as Predictable
CMMISM
Slide: 24
The Optimizing Level (5)

Organization focused on process improvement
incremental advances in existing processes
innovations using new technologies and methods
Proactive identification of weaknesses to strengthen processes

Goal of preventing occurrence of defects through error-cause
removal
Cost-Benefit analyses of introducing new technologies and
proposed process changes
summarized as Continuously Improving
CMMISM
Slide: 25
Visibility into the Process

at the Five Levels
5
In
Out
In
Out
In
Out
In
Out
In
Out
CMMISM
Slide: 26
Structure of CMMI Staged

SM
CMMISM
Slide: 27
The CMMI Document

SM
1. Introduction
2. Structure of the Model
3. Model Terminology
4. Maturity Levels, Common Features, and Generic
Practices
5. Understanding the Model
6. Using the Model
7. Process Areas (this constitutes the bulk)
CMMISM
Slide: 28
The CMMI Document

SM
Contd.
A. References
B. Acronyms
C. Glossary
D. Required and Expected Model Elements
E. CMMI Project Participants
The staged representation document is 715 pages
Can be downloaded in .pdf or .doc format from SEI website
CMMISM
Slide: 29
CMMI - A Bottom-Up View

SM
CMMI can be considered as a collection of

practices that are necessary to achieve high
maturity and capability
These practices have been structured and
organized into Process Areas and types of
practices (called common features)
SM
CMMISM
Slide: 30
CMMI Staged Structure

SM
Maturity Level
Process Area 1
Process Area 2
Generic
Goals
Specific
Goals
Specific
Practices
Commitment
to Perform
Process Area N
i
Common Features
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
CMMISM
Slide: 31
Maturity Level - Concept

.. is a well-defined evolutionary plateau on the
path to becoming a mature organization
The staged representation recognizes 5 maturity
levels
A higher maturity level includes all lower maturity
levels
The concept of maturity levels is the same as in
SW CMM
SM
CMMISM
Slide: 32
The Maturity Levels

Continuous
Process
Improvement
Focus on process
improvement
Process measured
and controlled
Process unpredictable,
poorly controlled and
reactive
CMMISM
Quantitatively
Managed
Quantitative
Management
Defined
Process characterized
for the organization
and is proactive
Process characterized for
projects and is often
reactive
Optimizing
Managed
Initial
Process
Standardization
Basic Project
Management
Slide: 33
Process Areas
Maturity Level
Process Area 1
Process Area 2
Generic
Goals
Specific
Goals
Specific
Practices
Commitment
to Perform
Adapted from: CMMIsm for Systems Engineering/

Software Engineering, V 1.02 Staged representation
CMU/SEI-2000-TR-028
CMMISM
Process Area N
i
Common Features
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
Slide: 34
Process Area - Concept

A Process Area (PA) is a cluster of related
practices
A set of practices need to be performed to satisfy
goals of a process area
In the staged representation, a process area
resides at a specific maturity level
The concept of Process Area (PA) is the same as
the concept of Key Process Area (KPA) in SW
CMM
SM
CMMISM
Slide: 35
The Process Areas

5
Organizational
Innovation & Deployment
Organizational
Process Performance
Validation
Verification
Product Integration
Technical Solution
Requirements Development
Risk Management
Integrated Project Management
Organizational Training
Organizational Environment for
for IPPD
Organizational Process Definition
Integration
Integrated Teaming
Organizational Process Focus Decision Analysis & Resolution
Integrated supplier Management
Requirements Management
Supplier Agreement Management

Project Monitoring and Control
Project Planning
Engineering
Project Management
3
2
Quantitative Project Management
CMMISM
Causal Analysis & Resolution
Configuration Management
Process & Product QA
Measurement & Analysis
Process Management
Support
Slide: 36
Goals
Maturity Level
Process Area 1
Process Area 2
Generic
Goals
Specific
Goals
Specific
Practices
Commitment
to Perform
Process Area N
i
Common Features
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
CMMISM
Slide: 37
Goal - Concept
A Goal is a high-level outcome to be achieved by
effective implementation of practices
There are two kinds of goals in each PA
Specific goals
Generic goals
The concept of Goals is the same as in SW CMM
SM
except that all institutionalization related practices (Co, Ab, etc.)

have been combined into Generic Goals
So, if institutionalization has taken place, Generic Goals are
satisfied
CMMISM
Slide: 38
Goals
There are one to three Specific Goals per
Process Area (PA)
There is one Generic Goal (related to
institutionalization) per Process Area
The same generic goal (GG2) is applicable to all
level-2 PAs
The same generic goal (GG3) is applicable to all
level-3, 4 and 5 PAs
CMMISM
Slide: 39
Practices
Maturity Level
Process Area 1
Process Area 2
Process Area N
Generic
Goals
Specific
Goals
Specific
Practices
Common Features
Commitment
to Perform
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
CMMISM
Slide: 40
Practice - Concept
A Practice is an action to be performed in order to
achieve the goals of a Process Area
CMMI contains 2 types of practices:
SM
Specific practices
these differ across Process Areas (equivalent of
Activities in the SW CMMSM)
Generic practices
these are common across all Process Areas
(equivalent of Co, Ab, Ve, etc. in the SW
CMMSM)
CMMISM
Slide: 41
Generic Practices
Generic Practices support the Generic Goal of
each PA
For a Generic Goal, the Generic Practices are the
same
So, all level 2 PAs have the same Generic
Practices, and
all level 3, 4 & 5 PAs have the same Generic
Practices
This is different from the SW-CMM , where the

Co, Ab, Ve, etc. were different for each KPA
SM
CMMISM
Slide: 42
Generic Practices
Contd.
Generic Practices are grouped in 4 types (called

common features)
Commitment to perform
setting process related policies
providing sponsorship
Ability to Perform
documenting the process and plan

DP
resource (people, tools) allocation
assignment of responsibility/ authority
training and orientation
CMMISM
Plan
Slide: 43
Generic Practices
Directing Implementation
Contd.
Analysis
Design
Coding
Testing
34
45
125
67
measurement, control related practices
Verifying Implementation
ensuring implementation and compliance through
quality assurance and high level management
CMMISM
Slide: 44
Practices applied to SE, SW,IPPD

&SS
Each practice has to be applied to SE ,SW,IPPD
& SS as relevant; For example:
Practice - Plan for Project Resources
no elaboration required -> to include hardware, software,
labor, machinery, materials as relevant to that project
Practice - Establish Estimates of Project Attributes

for SW -> Function Points, Lines of Code, Number of
Classes and Objects, Number of requirements, etc.
for SE -> data volume, frequency of interactions, number of
user interface stations, etc.
Such elaboration is provided wherever relevant in the

CMMI document
CMMISM
Slide: 45
Other Elements
Sub-practices
Typical Work Products
Discipline Amplifications
Generic Practice Elaboration
CMMISM
Slide: 46
Other Elements
Contd.
Sub-practices
detailed descriptions that provide guidance for
interpreting a practice
informative components
to provide ideas (that may or may not be used
to implement the practice)
CMMISM
Slide: 47
Other Elements
Contd.
Typical Work Products

example outputs from a practice
there may be other outputs
CMMISM
Slide: 48
Other Elements
Contd.
Discipline Amplifications
information relevant to a particular discipline
(e.g., system engineering, software
engineering)
CMMISM
Slide: 49
Other Elements
Contd.
Generic Practice Elaboration

guidance on how to apply generic practice for
a process area
CMMISM
Slide: 50
Staged & Continuous

Representations
Optimizing
Quantitatively
Managed
Defined
Managed
CL5
CL4
CL3
CL2
CL1
CL0
CMMISM
Slide: 51
CA R
DA R
ppQ A
CM
MAA
O ID
OPP
OT
OPD
OP F
QP M
Rs M
IP M
SAM
PMC
PP
VAL
VER
PI
TS
RD
RM
Initial
CMMISM- SE, SW, IPPD,SS

Staged Representation
Similar to SW-CMMSM v1.1
Maturity Levels composed of Process Areas
Staged process improvement allowing comparison of
Organizations
Framework describes an staged path between
an ad-hoc chaotic process and
a mature disciplined process
OPTIMIZING
ADHOC
CMMISM
Slide: 52
The Five Levels of Process

Maturity
Continuous
Process
Improvement
Quantitatively
Managed
(4)
Quantitative
Management
Defined
(3)
Process
Standardization
Managed
(2)
Basic Project
Management
Initial
(1)
Optimizing
(5)
Improvement
Institutionalized
Process measured
and controlled
Process characterized
for the organization
and is proactive
Process characterized for

projects and is often
reactive
Process unpredictable,
poorly controlled and
reactive
CMMISM
Slide: 53
The Process Areas

5
Organizational
Organizational
Process Performance
Validation
Verification
Product Integration
Technical Solution
Risk Management
for IPPD
Integration
Integrated Teaming
Organizational Process Focus Decision Analysis & Resolution
Integrated Supplier management

Project Planning
Engineering
Project Management
3
2
CMMISM
Process Management
Support
Slide: 54
Staged Approach
Proven sequence of typical areas to focus on for
improvement
Permits comparison across organizations assessment results can be summarized into a
single rating
Easy migration from SW-CMMSM
CMMISM
Slide: 55
CMMISM- SE,SW & IPPD

Continuous Representation
Similar to EIA / IS 731
Six capability levels are used
to describe the capability of
EACH PROCESS AREA
Helps organizations focus on
specific process areas
There is no concept of maturity
levels
The number of Process Areas
are the same as Staged
CMMISM
Level
Continuous Representation
Capability Levels
Level 0
Incomplete
Level 1
Performed
Level 2
Managed
Level 3
Defined
Level 4
Quantitatively Managed
Level 5
Optimizing
Slide: 56
Engineering
CMMISM
Project Management
Process Management
Decision Analysis & Resolution
Organizational Environment for Integration
Organizational Process Focus
Organizational Process Performance
Organizational Innovation & Deployment

Project Planning
Risk Management
Integrated Teaming
Integrated Supplier Management
Validation
Verification
Product Integration
Technical Solution
Continuous View of PAs
Support
Slide: 57
Capability Levels
5-Optimizing
4-Quantitatively
Managed
3-Defined
2-Managed
1-Performed
0-Incomplete
CL/ PA
CMMISM
RM
RD
TS
PI
VER VAL
Slide: 58
Goals in Continuous & Staged

Total goals (and practices) for each PA in continuous
representation are more than those in staged. E.g.,
RM Staged
Manage requirements (ML2)
Institutionalize a managed
process (ML2)
Institutionalize a defined
process (Implied in ML3)
CMMISM
Contd.
RM Continuous
Manage requirements (CL1)
process (CL2)
process (CL3)
Institutionalize a
quantitatively managed
process (CL4)
Institutionalize an optimizing
process (CL5)
Slide: 59

MAA Staged
Align measurement and
analysis activities (ML2)
Provide measurement
results (ML2)
process (ML2)
process (Implied in ML3)
CMMISM
MAA Continuous
Align measurement and
analysis activities (CL1)
Provide measurement
results (CL1)
process (CL2)
process (CL3)
Institutionalize a
quantitatively managed
process (CL4)
process (CL5)
Slide: 60

OPF Staged
OPF Continuous
Determine process improvement Determine process improvement

opportunities (CL1)
opportunities (ML3)
Plan and implement process
Plan and implement process
improvement activities (CL1)
improvement activities (ML3)
process (CL2)
Institutionalize a defined process Institutionalize a defined process
(ML3)
(CL3)
Institutionalize a quantitatively
managed process (CL4)
process (CL5)
CMMISM
Slide: 61
What a Staged ML5 Organization may look

like on the Continuous Representation
CL5
All PAs would be

at CL3
CL4
Some PAs may be

operating at Cl4 & CL5
CL3
The CL profiles of
different ML5
organizations would
differ
CL2
CL1
CMMISM
CAR
DAR
ppQA
CM
MAA
OID
OPP
OT
OPD
OPF
QPM
RsM
IPM
SAM
PMC
PP
VAL
VER
PI
TS
RD
RM
CL0
Slide: 62
Continuous Approach
Allows selection of process areas to focus on for
process improvement - based on those areas that
impact organizations business objectives and
risks
Does not allow easy comparison across
organizations - however capability levels of
individual PAs can be compared
CMMISM
Slide: 63
CMMI Road Map & Assessment

SM
CMMISM
Slide: 64
A Typical High-Level
Road Map
Initiation
CMMI Understanding
Gap Analysis (Class-C)

Action Planning
Process Enhancement
Pre Assessment (Class-B)
Close Pre Assessment Gaps
Process Implementation
CMMI Training for ATMs
Assessment using SCAMPISM (Class-A)

CMMISM
Slide: 65
Level - 2 Process Areas

Project Planning
Measurement and Analysis
Process and Product Quality Assurance
Optimizing
CMMISM
Quantitatively
Managed
Defined
Managed
Initial
Slide: 66
Requirements
CMMISM
Slide: 67
The purpose of Requirements Management is to
manage the requirements of the project's
products and product components and to identify
inconsistencies between those requirements and
the project's plans and work products.
CMMISM
Slide: 68
Manage Requirements (SG1)
Institutionalize a Managed Process (GG2)
i
Institutionalize a Defined Process (GG3)

i
CMMISM
This goal is required for maturity level 3 but not

required for maturity level 2
Slide: 69
SP
1.1
Project
Plan
Requirements
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SP
1.2
Obtain Commitment to Requirements
SP
1.3
Manage Requirements Changes
SP
1.4
Maintain Bi-directional Traceability

of Requirements
SP
1.5
Identify Inconsistencies between

Project Work and Requirements
Test Plans
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SG1: Manage Requirements

CMMISM
Slide: 70
Project Planning
CMMISM
Slide: 71
Project Planning
The purpose of Project Planning is to establish
and maintain plans that define project activities.
CMMISM
Slide: 72
Project Planning
Establish Estimates (SG1)
Develop a Project Plan (SG2)
Obtain Commitment to the Plan (SG3)
i
i
CMMISM
This goal is required for maturity level 3 but not

required for maturity level 2
Slide: 73
Project Planning
Requirements
Planning
Data
SP
1.1
Estimate the Scope of the Project
SP
1.2
Establish Estimates of Work products

Task attributes
SP
1.3
Define Project Life Cycle
SP
1.4
Determine Estimates of Effort and Cost
SG1: Establish Estimates

CMMISM
Slide: 74
Project Planning
SP
2.1
Establish the Budget & Schedule
SP
2.2
Identify Project Risks
SP
2.3
Plan for Data Management
SP
2.4
Plan for Project Resources
SP
2.5
Plan for Needed Knowledge & Skills
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5:00
SP
2.6
Plan Stakeholder Involvement
Project
Plan
Planning
Data
SP
2.7
Establish the Project Plan
SG2: Develop a Project Plan

CMMISM
Slide: 75
Project
Plan
Sub
Project
Plan
Sub
Sub Project
Project Plan
Plan
Project Planning
SP
3.1
Review Subordinate Plans
SP
3.2
Reconcile Work and Resource Levels
SP
3.3
Obtain Plan Commitment
SG3: Obtain Commitment to the Plan

CMMISM
Slide: 76
CMMISM
Slide: 77

The purpose of Project Monitoring and Control is
to provide understanding into the projects
progress so that appropriate corrective actions
can be taken when the projects performance
deviates significantly from the plan.
CMMISM
Slide: 78

Monitor Project Against Plan(SG1)
Manage Corrective Action to Closure (SG2)
i
CMMISM
Slide: 79
Sub
Sub Project
Project Plan
Plan
Project
Plan
Planning
Data
SP
1.1
SP
1.2
Project Monitoring
and Control
Monitor Project
SP
1.6
Planning Parameters
Monitor Commitments
SP
1.3
Monitor Project Risks
SP
1.4
Monitor Data
Management
SP
1.5
Monitor Stakeholder
Involvement
Conduct Progress
Reviews
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7:30
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2:00
2:30
3:00
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4:00
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5:00
Project
Progress
Report
Milestone
Review
Report
SP
1.7
Conduct Milestone
Reviews
SG1: Monitor Project Against Plan

CMMISM
Slide: 80
Project
Progress
Report
SP
2.1
Milestone
Review
Report
Project Monitoring
and Control
Analyze Issues
SP
2.3
Manage Corrective Action
SP
2.2
Take Correction Action
WHY
Actions
SG2: Manage Corrective Action to Closure

CMMISM
Slide: 81
Supplier Agreement
Management
CMMISM
Slide: 82
Supplier Agreement
Management
The purpose of Supplier Agreement Management
is to manage the acquisition of products from
suppliers for which there exists a formal
agreement.
CMMISM
Slide: 83
Supplier Agreement
Management
Establish Supplier Agreements(SG1)
Satisfy Supplier Agreements(SG2)
i
CMMISM
Slide: 84
Requirements
SP
1.1
Supplier Agreement
Management
Determine Acquisition type
Supplier
Requirements
SP
1.2
Select Suppliers
SP
1.3
Establish Supplier Agreements
SG1: Establish Supplier Agreements

CMMISM
Slide: 85
Supplier
Requirements
Supplier Agreement
Management
SP
2.1
Review COTS Products
SP
2.2
Execute the Supplier Agreement
SP
2.3
Accept the Acquired Product
SP
2.4
Transition Products
SG2: Satisfy Supplier Agreements

CMMISM
Slide: 86
CMMISM
Slide: 87

The purpose of Measurement and Analysis is to
develop and sustain a measurement capability
that is used to support management information
needs.
CMMISM
Slide: 88

Align Measurement and Analysis Activities(SG1)
Provide Measurement Results (SG2)
i
CMMISM
Slide: 89

SP
1.1
Establish Measurement
Objectives
SP
1.2
Specify Measures
SP
1.3
Specify Data Collection

and Storage Procedures
SP
1.4
Specify Analysis
Procedures
DP
DP
SG1: Align Measurement and Analysis Activities

CMMISM
Slide: 90

SP
2.1
Collect Measurement Data

Analysis
Design
Coding
Testing
SP
2.2
Analyze Measurement Data
SP
2.3
Store Data and Results
SP
2.4
Communicate Results
34
45
125
67
SG2: Provide Measurement Results

CMMISM
Slide: 91
Process and Product Quality

Assurance
CMMISM
Slide: 92

Assurance
The purpose of Process and Product Quality
Assurance is to provide staff and management
with objective insight into the processes and
associated work products.
CMMISM
Slide: 93

Assurance
Objectively Evaluate Processes and Work
Products(SG1)
Provide Objective Insight (SG2)
i
CMMISM
Slide: 94

Assurance
SP
1.1
SP
1.2
Objectively Evaluate Processes
Objectively Evaluate
Work Products & Services
Test Plans
Project
Plan
Design
Requirements
SG1: Objectively Evaluate Processes and Work Products

CMMISM
Slide: 95

Assurance
SP
2.1
Communicate and Ensure Resolution

of Noncompliance Issues
SP
2.2
Establish Records
SG2: Provide Objective Insight

CMMISM
Slide: 96
CMMISM
Slide: 97
The purpose of Configuration Management is to
establish and maintain the integrity of work
products using configuration identification,
configuration control, configuration status
accounting, and configuration audits.
CMMISM
Slide: 98
Establish Baselines(SG1)
Track and Control Changes (SG2)
Establish Integrity (SG3)
i
CMMISM
Slide: 99
SP
1.1
Identify Configuration Items
Requirements
Project
Plan
SP
1.2
Establish a Configuration
Management System
SP
1.3
Create or Release Baselines
Design
Cod
e
Test Plans
SG1: Establish Baselines

CMMISM
Slide: 100
SP
2.1
SP
2.2
Track Change Requests
Control Configuration
items
Check-out
Change
Request
Check-in
SG2: Track and Control Changes

CMMISM
Slide: 101
SP
3.1
Establish Configuration
Management Records
SP
3.2
Perform Configuration Audits
SG3: Establish Integrity

CMMISM
Slide: 102
Generic Goal (GG2)

GP2.1 (Co)
Establish an
Organizational
Policy
GP2.2
(Ab)
Plan the Process
GP 2.3
(Ab)
Provide Resources
GP2.4
(Ab)
Assign
Responsibility
GP 2.5
(Ab)
Train People
Plan
GP2.6
(DI)
Manage
Configurations
GP 2.7
(DI)
Identify and Involve

Relevant Stakeholders
GP2.8
(DI)
Monitor and Control

the Process
GP2.9
(VE)
Adherence
GP 2.10
(VE)
Review Status with

Higher-Level
Management
GG2: Institutionalize a Managed Process
CMMISM
Slide: 103
Generic Goal (GG3)

GP3.1
(Ab)
Establish a defined
process
GP3.2
(DI)
Collect Improvement
Information
Plan
GG2: Institutionalize a Defined Process
CMMISM
Slide: 104
Level -3 Process Areas
Technical Solution
Product Integration
Verification
Validation
Integrated Project Management for
IPPD
Risk Management
Integrated Teaming
Integrated Supplier Management
Decision Analysis and Resolution
Organization Environment for
Integration
Optimizing
Quantitatively
Managed
Defined
Managed
Initial
CMMISM
Slide: 105
CMMISM
Slide: 106
The purpose of Requirements Development is to
produce and analyze customer, product, and
product component requirements.
CMMISM
Slide: 107
Develop Customer Requirements(SG1)
Develop Product Requirements (SG2)
Analyze and Validate Requirements(SG3)
i
CMMISM
Slide: 108
SP
1.1
Elicit Needs
SP
1.2
Develop the Customer

Requirements
Requirements
SG1: Develop Customer Requirements

CMMISM
Slide: 109
Requirements
Development
Requirements
SP
2.1
Establish Product &

Product Component Requirements
SP
2.2
Allocate Product Component

Requirements
Allocated
Requirements
Allocated
Requirements
SP
2.3
Allocated
Requirements
Identify Interface Requirements
SG2: Develop Product Requirements

CMMISM
Slide: 110
SP
3.1
Establish Operational
Concepts and Scenarios
SP
3.2
Establish a Definition of
Required Functionality
SP
3.3
Analyze Requirements
SP
3.4
Analyze Requirements to
achieve Balanace
SP
3.5
Validate Requirements with

Comprehensive Methods
7:00
7:30
8:00
8:30
9:00
930
10:00
10:30
11:00
1130
12:00
12:30
1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00
SG3: Analyze and Validate Requirements

CMMISM
Slide: 111
Technical Solution
CMMISM
Slide: 112
Technical Solution
The purpose of Technical Solution is to design,
develop, and implement solutions to
requirements. Solutions, designs and
implementations encompass products, product
components, and product related processes
either singly or in combinations as appropriate.
CMMISM
Slide: 113
Technical Solution
Select Product-Component Solutions(SG1)
Develop the Design(SG2)
Implement the Product Design(SG3)
i
CMMISM
Slide: 114
Technical Solution
SP
1.1
Develop Detailed Alternative

Solutions & Selection Criteria
SP
1.2
Evolve Operational
Concepts & Scenarios
SP
1.3
Select Product
Component Solutions
SG1: Select Product-Component Solutions

CMMISM
Slide: 115
Technical Solution
SP
2.1
Design the Product or

Product Component
SP
2.2
Establish a Complete
SP
2.3
Design Interfaces using
SP
2.4
Perform Make, Buy,

or Reuse Analyses
Technical Data Package

Criteria
SG2: Develop the Design

CMMISM
Slide: 116
Technical Solution
SP
3.1
Implement the Design
SP
3.2
Establish Product
Support Documentation
SG3: Implement the Product Design

CMMISM
Slide: 117
Product Integration
CMMISM
Slide: 118
Product Integration
The purpose of Product Integration is to
assemble the product from the product
components, ensure that the product, as
integrated, functions properly, and deliver the
product.
CMMISM
Slide: 119
Product Integration
Prepare for Product Integration(SG1)
Ensure Interface Compatibility(SG2)
Assemble Product Components and Deliver the
Product (SG3)
i
CMMISM
Slide: 120
Product Integration
SP
1.1
Determine Integration
Sequence
SP
1.2
Establish the Product
SP
1.3
Integration Environment
Establish Product Integration
Procedures and Criteria
DP
SG1: Prepare for Product Integration

CMMISM
Slide: 121
Product Integration
SP
2.1
Review Interface Descriptions

for Completeness
SP
2.2
Manage Interfaces
SG2: Ensure Interface Compatibility

CMMISM
Slide: 122
Product Integration
SP
3.1
Confirm Readiness of
SP
3.2
Assemble Product
Components
SP
3.3
Checkout Assembled
Product Components
SP
3.4
Package and Deliver

the Product or Product
Component
Product Components for Integration
SG3: Assemble Product Components and Deliver the Product

CMMISM
Slide: 123
Verification
CMMISM
Slide: 124
Verification
The purpose of Verification is to assure that
selected work products meet their specified
requirements
CMMISM
Slide: 125
Verification
Prepare for Verification(SG1)
Perform Peer Reviews(SG2)
Verify Selected Work Products (SG3)
i
CMMISM
Slide: 126
Verification
SP
1.1
Select Work Products for Verification
SP
1.2
Establish the Verification Environment
SP
1.3
Establish Verification Procedures and Criteria

QC
Plan
SG1: Prepare for Verification

CMMISM
Slide: 127
Verification
SP
2.1
Prepare for Peer Reviews
SP
2.2
Conduct Peer Reviews
SP
2.3
Analyze Peer Review Data
Review
Plan
SG2: Perform Peer Reviews

CMMISM
Slide: 128
Verification
SP
3.1
SP
3.2
Perform Verification
Analyze Verification Results

& Identify Corrective Action
Test
Reports
SG3: Verify Selected Work Products

CMMISM
Slide: 129
Validation
CMMISM
Slide: 130
Validation
The purpose of Validation is to demonstrate that
a product or product component fulfills its
intended use when placed in its intended
environment.
CMMISM
Slide: 131
Validation
Prepare for Validation(SG1)
Validate Product or Product Components(SG2)
i
CMMISM
Slide: 132
Validation
SP
1.1
Select Products for

Validation
SP
1.2
Establish the Validation

Environment
SP
1.3
Define Validation
Procedures and Criteria
SG1: Prepare for Validation

CMMISM
Slide: 133
Validation
SP
2.1
SP
2.2
Perform Validation
Analyze Validation
Results
SG2: Validate Product or Product Components

CMMISM
Slide: 134
CMMISM
Slide: 135

The purpose of Organizational Process Focus is
to plan and implement Organizational Process
Improvement based on a thorough understanding
of the current strengths and weaknesses of the
Organizations processes and process assets.
CMMISM
Slide: 136

Determine Process Improvement Opportunities(SG1)
Plan and Implement Process Improvement
Activities(SG2)
i
CMMISM
Slide: 137

SP
1.1
Establish Organizational
SP
1.2
Appraise the Organizations
SP
1.3
Identify the Organization's

Process Improvements
Process Needs
Processes
PEG
CMMI
SPICE
Findings
Findings
SG1: Determine Process Improvement Opportunities

CMMISM
Slide: 138
Findings
Findings
SP
2.1
Establish Process
Action Plans
SP
2.2
Implement Process
SP
2.3
Deploy Organizational
SP
2.4
Organizational
Process Focus
Action Plans
Process Assets
Actions
DP
Incorporate Process-Related
Experiences into the
Organizational Process Assets
SG2: Plan and Implement Process Improvement Activities

CMMISM
Slide: 139
Organizational Process
Definition
CMMISM
Slide: 140
Definition
The purpose of Organizational Process Definition
is to establish and maintain a usable set of
organizational process assets.
CMMISM
Slide: 141
Definition
Establish Organizational Process Assets(SG1)
i
CMMISM
Slide: 142
Definition
SP
1.1
Establish Standard
Processes
SP
1.2
Establish Life-Cycle
SP
1.4
SP
1.5
Model Descriptions
Establish the Organizations
Measurement Repository
SP
1.3
Establish Tailoring
Criteria and Guidelines
Establish the Organizations

Process Asset Library
SG1: Establish Organizational Process Assets

CMMISM
Slide: 143
CMMISM
Slide: 144
The purpose of Organizational Training is to
develop the skills and knowledge of people so
they can perform their roles effectively and
efficiently.
CMMISM
Slide: 145
Establish an organizational Training Capability(SG1)
Provide Necessary Training(SG2)
i
CMMISM
Slide: 146
SP
1.1
SP
1.2
Establish the Strategic

Training needs
Determine Which Training
Needs Are the Responsibility
of the Organization
SP
1.3
Establish an Organizational
Training Tactical Plan
SP
1.4
Establish Training
Capability
Training
Plan
SG1: Identify Training Needs and Make Training Available

CMMISM
Slide: 147
SP
2.1
Deliver Training
SP
2.2
Establish Training
Records
SP
2.3
Assess Training
Effectiveness
SG2: Provide Necessary Training

CMMISM
Slide: 148

for IPPD
CMMISM
Slide: 149

The purpose of Integrated Project Management 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 organization's set of standard processes.
It also covers the establishment of a shared vision for the project
and a team structure for integrated teams that will carry out the
objectives of the project.
CMMISM
Slide: 150

Use the Projects Defined Process(SG1)
Coordinate and Collaborate with Relevant
Stakeholders(SG2)
Use the Projects Shared Vision for IPPD (SG3)
Organize Integrated Teams for IPPD (SG4)
CMMISM
Slide: 151

SP
1.1
Establish the Projects

Defined Process
SP
1.2
Use Organizational
Process Assets for
Planning Project Activities
SP
1.5
Contribute to the
Organizations Process Assets
SP
1.3
Integrate Plans
Plan
SP
1.4
Plan
Plan
Plan
Plan
Manage the Project

Using the Integrated Plans
SG1: Use the Projects DefinedProcess

CMMISM
Slide: 152

SP
2.1
Manage Stakeholder Involvement
SP
2.2
Manage Dependencies
SP
2.3
Resolve Coordination Issues
Yjeje
Asjum Thsts
Iin shsnn
Ibbsnmaq
Manageme
Meeting Inter
Delivery
Testing
SG2: Coordinate and Collaborate with Relevant Stakeholders

CMMISM
Slide: 153

SP
3.1
Define Projects Shared Vision Context
SP
3.2
Establish the Projects Shared Vision
SG3: Use the Projects Shared Vision

CMMISM
Slide: 154

SP
4.1
Determine Integrated Team Structure for the

Project
SP
4.2
Develop a Preliminary Distribution of

Requirements to Integrated Teams
SP
4.3
Establish Integrated Teams
SG4: Organize Integrated Teams

CMMISM
Slide: 155
Risk Management
CMMISM
Slide: 156
Risk Management
The purpose of Risk Management is to identify
potential problems before they occur, so that
risk-handling activities may be planned and
invoked as needed across the life of the product
or project to mitigate adverse impacts on
achieving objectives.
CMMISM
Slide: 157
Risk Management
Prepare for Risk Management(SG1)
Identify and Analyze Risks(SG2)
Mitigate Risks (SG3)
i
CMMISM
Slide: 158
Risk Management
SP
1.1
Determine Risk Sources

and Categories
SP
1.2
Define Risk Parameters
SP
1.3
Establish a Risk
Management Strategy
DP
SG1: Prepare for Risk Management

CMMISM
Slide: 159
Risk Management
SP
2.1
Identify Risks
SP
2.2
Evaluate, Categorize
and Prioritize Risks
SG2: Identify and Analyze Risks

CMMISM
Slide: 160
Risk Management
SP
3.1
Develop Risk
Mitigation Plans
SP
3.2
Implement Risk
Mitigation Plans
Risk
Mitigation
Plan
SG3: Mitigate Risks

CMMISM
Slide: 161
Integrated Teaming
CMMISM
Slide: 162
Integrated Teaming
The purpose of Integrated Teaming is to form and
sustain an integrated team for the development of
work products
CMMISM
Slide: 163
Integrated Teaming
Establish Team Composition(SG1)
Govern Team Operation(SG2)
i
CMMISM
Slide: 164
Integrated Teaming
SP
1.1
Identify Team Tasks
SP
1.2
Identify Needed Knowledge and Skills
SP
1.3
Assign Appropriate Team Members
SG1: Establish Team Composition

CMMISM
Slide: 165
Integrated Teaming
SP
2.1
Establish a Shared Vision
SP
2.2
Establish a Team Charter
SP
2.3
Define Roles and Responsibilities
SP
2.4
Establish Operating Procedures
SP
2.5
Collaborate among Interfacing Teams
SG2: Govern Team Operation

CMMISM
Slide: 166
Integrated Supplier
Management
CMMISM
Slide: 167
Integrated Supplier
Management
The 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
CMMISM
Slide: 168
Integrated Supplier
Management
SG1 Analyze and Select Sources of Products
SG2 - Coordinate Work with Suppliers
CMMISM
Slide: 169
Integrated Supplier
Management
SP
1.1
Analyze Potential Sources of Products
SP
1.2
Evaluate and Determine Sources of Products
SG1: Analyze and Select Sources of Products

CMMISM
Slide: 170
Integrated Supplier
Management
SP
2.1
Monitor Selected Supplier Processes

SP
2.2
Evaluate Selected Supplier Work Products
SP
2.3
Revise the Supplier Agreement or Relationship
SG2: Coordinate Work with Suppliers

CMMISM
Slide: 171
Decision Analysis and

Resolution
CMMISM
Slide: 172

Resolution
The purpose of Decision Analysis and Resolution
is to analyze possible decisions using a formal
evaluation process that evaluates identified
alternatives against established criteria
CMMISM
Slide: 173

Resolution
Evaluate Alternatives(SG1)
i
CMMISM
Slide: 174
SP
1.1

Resolution
DP
Establish Guidelines for
SP
1.2
Decision Analysis
SP
1.3
SP
1.4
SP
1.5
SP
1.6
Establish Evaluation Criteria
Identify Alternative Solutions
Select Evaluation Methods
Evaluate Alternatives
Select Solutions
SG1: Evaluate Alternatives

CMMISM
Slide: 175

Integration
CMMISM
Slide: 176

Integration
The purpose of Organizational Environment for
Integration is to provide an IPPD infrastructure
and manage people for integration
CMMISM
Slide: 177

Integration
Provide IPPD Infrastructure (SG1)
Manage People for Integration (SG2)
i
CMMISM
Slide: 178

Integration
SP
1.1
Establishing the Organizations Shared Vision
SP
1.2
Establish an Integrated Work Environment
SP
1.3
Identify IPPD-Unique Skill Requirements
SG1: Provide IPPD Infrastructure

CMMISM
Slide: 179

Integration
SP
2.1
Establish Leadership Mechanisms

SP
2.2
Establish Incentives for Integration
SP
2.3
Establish Mechanisms to Balance Team and

Home Organization Responsibilities
SG2: Manage People for Integration

CMMISM
Slide: 180
Generic Goal (GG3)

GP2.1 (Co)
Establish an
Organizational
Policy
GP3.1
(Ab)
Establish a Defined
Process
GP2.6
(DI)
Manage
Configurations
GP2.2
(Ab)
Plan the Process
GP 2.7
(DI)

GP 2.3
(Ab)
Provide Resources
GP2.8
(DI)
GP2.4
(Ab)
Assign
Responsibility
Monitor and Control

the Process
GP3.2
(DI)
Collect Improvement
Information
GP 2.5
(Ab)
DP
Train People
Plan
Analysis
Design
Coding
Testing
GP2.9
(VE)
Adherence
GP 2.10
(VE)
Review Status with

Higher-Level
Management
34
45
125
67
CMMISM
Slide: 181

Organizational Process Performance
Optimizing
Quantitatively
Managed
Defined
Managed
Initial
CMMISM
Slide: 182
Performance
CMMISM
Slide: 183
Performance
The purpose of Organizational Process
Performance is to establish and maintain a
quantitative understanding of the performance of
the organizations set of standard processes, and
to provide the process performance data,
baselines, and models to quantitatively manage
the organizations projects.
CMMISM
Slide: 184
Performance
Establish Performance Baselines and Models(SG1)
i
CMMISM
Slide: 185
Performance
SP
1.1
Select Processes
SP
1.2
Establish Process
SP
1.3
Establish Quality & Process
Performance Measures
Performance Objectives
SP
1.4
Establish Process
SP
1.5
Establish Process
9
8
7
6
5
Series1
4
3
Performance Baselines
2
1
0
2-2.999 3-3.999 4-4.999 5-5 .999 6-6.999 7-7.999 8-8.999 9-9.999
Unit Test Coverage V/S Unit Test

Defects Detected/ FP
Performance Models
# Defects Found
Defect Profile
800
700
600
500
400
300
200
100
0
y = 4.5833x5 - 75x 4 + 427.08x 3 - 1025x 2 +

1118.3x - 400
R2 = 1
y = 11.214e0.0157x
R2 = 0.7976
60
50
40
30
20
10
0
20
40
60
Coverage Index
80
100
120
Month
SG1: Establish Performance Baselines and Models

CMMISM
Slide: 186
Quantitative Project
Management
CMMISM
Slide: 187
Management
The purpose of the Quantitative Project
Management process area is to quantitatively
manage the projects defined process to achieve
the projects established quality and process
performance objectives.
CMMISM
Slide: 188
Management
Quantitatively Manage the Project(SG1)
Statistically Manage Subprocess Performance(SG2)
i
CMMISM
Slide: 189
Management
SP
1.1
Establish the Projects

Objectives
SP
1.2
Compose the Defined Process
SP
1.3
Select the Subprocesses that

will be statistically Managed
SP
1.4
Manage Project Performance
MTBF
MTTR
Reliability
Usability
Modularity
Portability
SG1: Quantitatively Manage the Project

CMMISM
Slide: 190
Management
SP
2.1
Select Measures &

Analytic Techniques
SP
2.2
Apply Statistical Methods

to Understand Variation
SP
2.3
Monitor Performance of
the Selected Subprocesses
SP
2.4
Record Statistical
Management Data
SG2: Statistically Manage Subprocess Performance

CMMISM
Slide: 191
Generic Goal (GG3)

GP2.1 (Co)
Establish an
Organizational
Policy
GP3.1
(Ab)
Establish a Defined
Process
GP2.6
(DI)
Manage
Configurations
GP2.2
(Ab)
Plan the Process
GP 2.7
(DI)

GP 2.3
(Ab)
Provide Resources
GP2.8
(DI)
GP2.4
(Ab)
Assign
Responsibility
Monitor and Control

the Process
GP3.2
(DI)
Collect Improvement
Information
GP 2.5
(Ab)
DP
Train People
Plan
Analysis
Design
Coding
Testing
GP2.9
(VE)
Adherence
GP 2.10
(VE)
Review Status with

Higher-Level
Management
34
45
125
67
CMMISM
Slide: 192

Organizational Innovation and Deployment
Causal Analysis and Resolution
Optimizing
Quantitatively
Managed
Defined
Managed
Initial
CMMISM
Slide: 193
Organizational Innovation and

Deployment
CMMISM
Slide: 194

Deployment
The purpose of Organizational Innovation and
Deployment is to select and deploy incremental
and innovative improvements that measurably
improve the organization's processes and
technologies. The improvements support the
organization's quality and process performance
objectives as derived from the organization's
business objectives.
CMMISM
Slide: 195

Deployment
Select Improvements(SG1)
Deploy improvements (SG2)
i
CMMISM
Slide: 196

Deployment
SP
Collect and Analyze Improvement Proposals
1.1
SP
1.2
Identify and Analyze Innovations
SP
1.3
Pilot Improvements
SP
1.4
Select Improvements for Deployment
SG1: Select Improvements

CMMISM
Slide: 197

Deployment
SP
2.1
Plan the Deployment
SP
2.2
Manage the Deployment
SP
2.3
Measure Improvement Effects
Deployment
Plan
SG2: Deploy Improvements

CMMISM
Slide: 198
Causal Analysis and

Resolution
CMMISM
Slide: 199
Causal Analysis and

Resolution
The purpose of Causal Analysis and Resolution
is to identify causes of defects and other
problems and take action to prevent them from
occurring in the future.
CMMISM
Slide: 200
Causal Analysis and

Resolution
Determine Causes of Defects(SG1)
Address Causes of Defects(SG2)
i
CMMISM
Slide: 201
Causal Analysis and

Resolution
SP
1.2
Select Defect Data for Analysis

Analysis
Design
Coding
Testing
34
45
125
67
Analyze Causes
Defect Type Pareto
400
350
Occ.
Cum %
120.00
100.00
# Defects
300
250
200
150
80.00
60.00
40.00
100
50
0
Cum % Defects
SP
1.1
20.00
0.00
Actions
SG1: Determine Causes of Defects

CMMISM
Slide: 202
Causal Analysis and

Resolution
Actions
SP
2.1
Implement the Action Proposals

SP
2.2
SP
2.3
Evaluate the Effect of Changes
Record Data
SG2: Address Causes of Defects

CMMISM
Slide: 203
Generic Goal (GG3)

GP2.1 (Co)
Establish an
Organizational
Policy
GP3.1
(Ab)
Establish a Defined
Process
GP2.6
(DI)
Manage
Configurations
GP2.2
(Ab)
Plan the Process
GP 2.7
(DI)

GP 2.3
(Ab)
Provide Resources
GP2.8
(DI)
GP2.4
(Ab)
Assign
Responsibility
Monitor and Control

the Process
GP3.2
(DI)
Collect Improvement
Information
GP 2.5
(Ab)
DP
Train People
Plan
Analysis
Design
Coding
Testing
GP2.9
(VE)
Adherence
GP 2.10
(VE)
Review Status with

Higher-Level
Management
34
45
125
67
CMMISM
Slide: 204
Summary
.
CMMISM
Slide: 205
CMMISM
Is a process model addressing the disciplines of:
Systems Engineering
Software Engineering
IPPDSM has been added to provide an approach to

achieve increased collaboration of relevant stakeholders
SSSM added to derive benefits from enhanced source
analysis and from monitoring supplier activities before
product delivery.
CMMISM
Slide: 206
CMMISM
There are two representations of the CMMISM
Staged - which provides transition for those familiar with SW
CMMSM
Continuous - which is provides transition for those familiar
with System Engineering
CMMISM - SE / SW has 22 Process Area

CMMISM - SE / SW / IPPD adds 2 PAs and 2 goals to one of the
Pas
CMMISM - SE / SW / IPPD/SS adds 1 PAs and 2 goals
CMMISM
Slide: 207
The Staged CMMISM

Improvement
institutionalized
Quantitatively
Managed
(4)
Predictable
process
Defined
(3)
Standard,
consistent
process
Managed
(2)
Disciplined
process
Optimizing
(5)
Continuously
improving
process
Initial
(1)
Quantitative
control
Technical practices are

integrated with management
practices and institutionalized
Project Management practices

are institutionalized
Process in informal and adhoc
CMMISM
Slide: 208
The CMMISM
(SE/SW/IPD/SS) Process Areas
5
Organizational
Organizational
Process Performance
3
2
Validation
Verification
Product Integration
Technical Solution
Engineering
Project Management
Process Management
5
4
Risk Management
Decision Analysis & Resolution
for IPPD
Organizational Process Definition Organizational Environment for
Integrated Teaming
integration

Project Planning
CMMISM
Support
Slide: 209
3
2
CMMISM Structure
Maturity Level
Process Area 1
Process Area 2
Generic
Goals
Specific
Goals
Specific
Practices
Commitment
to Perform
Adapted from: CMMIsm for Systems Engineering/

Software Engineering, V 1.02 Staged representation
CMU/SEI-2000-TR-028
CMMISM
Process Area N
i
Common Features
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
Slide: 210
A Typical High-Level
Road Map
Initiation
CMMI Understanding
Gap Analysis (Class-C)

Action Planning
Process Enhancement
Pre Assessment (Class-B)
Close Pre Assessment Gaps
Process Implementation
CMMI Training for ATMs
Assessment using SCAMPI (Class-A)

CMMISM
Slide: 211
Thank You!
CMMISM
Slide: 212

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SM

CMMI SE/SW V1.1 Overview

Objectives DO NOT Include

Systems Engineering Techniques

Will not cover how the requirements can be met

Why is Process Maturity

Processes and Maturity

As an organization matures, the

What are Capability

Current Scenario - Models

Adaptability to enterprise needs

Source Models for Integration

The Staged Model

Technical practices are

Project Management practices

Process in informal and adhoc

Software Engineering Institute

The Initial Level (1)

Environment not stable for developing and maintaining systems

The Managed Level (2)

Policies for managing projects

Process Capability can

The Defined Level (3)

Organization-wide standard processes

The Quantitatively Managed

Quantitative goals for projects and processes

The Optimizing Level (5)

Proactive identification of weaknesses to strengthen processes

Visibility into the Process

Software Engineering Institute

Structure of CMMI Staged

The CMMI Document

The CMMI Document

CMMI - A Bottom-Up View

CMMI can be considered as a collection of

CMMI Staged Structure

Maturity Level - Concept

The Maturity Levels

Adapted from: CMMIsm for Systems Engineering/

Process Area - Concept

The Process Areas

Supplier Agreement Management

Quantitative Project Management

Causal Analysis & Resolution

The concept of Goals is the same as in SW CMM

except that all institutionalization related practices (Co, Ab, etc.)

This is different from the SW-CMM , where the

Generic Practices are grouped in 4 types (called

documenting the process and plan

measurement, control related practices

Practices applied to SE, SW,IPPD

Practice - Establish Estimates of Project Attributes

Such elaboration is provided wherever relevant in the

Typical Work Products

Generic Practice Elaboration

Staged & Continuous

Software Engineering Institute

CMMISM- SE, SW, IPPD,SS

The Five Levels of Process

Process characterized for

Software Engineering Institute

The Process Areas

Supplier Agreement Management