book

CMMI®: Guidelines for Process Integration and Product Improvement

by Mary Beth Chrissis, Mike Konrad, Sandy Shrum

February 2003

Intermediate to advanced

688 pages

14h 43m

English

Addison-Wesley Professional

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Copyright
Preface
Purpose of This BookAudienceOrganization of This BookHow to Use This BookReaders New to Process ImprovementReaders Experienced with Process ImprovementReaders Familiar with CMMIAdditional Information and Reader Feedback
Acknowledgments
One. About CMMI
1. Introduction
About Capability Maturity ModelsEvolution of CMMICoverage of the Bodies of KnowledgeSystems EngineeringSoftware EngineeringIntegrated Product and Process DevelopmentSupplier SourcingSelecting DisciplinesProcess Areas for Systems EngineeringProcess Areas for Software EngineeringProcess Areas for Integrated Product and Process DevelopmentProcess Areas for Supplier SourcingMultiple DisciplinesA ConclusionResolving Different Approaches of CMMsChoosing a RepresentationContinuous RepresentationStaged RepresentationComparison of the Continuous and Staged RepresentationsFactors in Your DecisionBusiness FactorsCultural FactorsLegacyWhy Not Both Representations?Choosing Your Approach to Process ImprovementScenario 1Scenario 2The Advantages of CMMI
2. Process Area Components
Required, Expected, and Informative ComponentsRequired ComponentsExpected ComponentsInformative ComponentsComponents Associated with Part TwoProcess AreasPurpose StatementsIntroductory NotesRelated Process AreasSpecific GoalsGeneric GoalsPractice-to-Goal Relationship TablesSpecific PracticesTypical Work ProductsSubpracticesGeneric PracticesGeneric Practice ElaborationsSupporting Informative ComponentsNotesExamplesDiscipline AmplificationsReferencesNumbering SchemeTypographical ConventionsRepresentation-Specific ContentDiscipline-Specific Content
3. Process Institutionalization
OverviewProcess InstitutionalizationPerformed ProcessManaged ProcessDefined ProcessQuantitatively Managed ProcessOptimizing ProcessRelationships among ProcessesGeneric Goals and Generic PracticesGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessSubpracticesGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilitySubpracticesGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersSubpracticesGP 2.8. Monitor and Control the ProcessSubpracticesGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessGP 3.1. Establish a Defined ProcessSubpracticesGP 3.2. Collect Improvement InformationSubpracticesGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessSubpracticesGP 4.2. Stabilize Subprocess PerformanceSubpracticesGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementSubpracticesGP 5.2. Correct Root Causes of ProblemsApplying Generic PracticesProcess Areas That Support Generic Practices
4. Relationships Among Process Areas
Four Categories of CMMI Process AreasProcess ManagementFundamental Process Management Process AreasProgressive Process Management Process AreasProject ManagementFundamental Project Management Process AreasProgressive Project Management Process AreasEngineeringEngineering Process Areas and RecursionSupportFundamental Support Process AreasProgressive Support Process Areas
5. Tying It All Together
Understanding LevelsStructures of the Continuous and Staged RepresentationsUnderstanding Capability LevelsCapability Level 0: IncompleteCapability Level 1: PerformedCapability Level 2: ManagedCapability Level 3: DefinedCapability Level 4: Quantitatively ManagedCapability Level 5: OptimizingAdvancing through Capability LevelsUnderstanding Maturity LevelsMaturity Level 1: InitialMaturity Level 2: ManagedMaturity Level 3: DefinedMaturity Level 4: Quantitatively ManagedMaturity Level 5: OptimizingAdvancing through Maturity LevelsProcess AreasSpecific PracticesBase and Advanced PracticesGeneric Goals and PracticesCommon FeaturesRepresentation ComparisonEquivalent Staging
6. Using CMMI Models
Interpreting CMMI ModelsAppraisals and BenchmarkingAppraisal Requirements for CMMIISO/IEC 15504 Compatibility and ConformanceAdopting CMMIOrganizations with ExperienceThe Capability Maturity Model for SoftwareElectronic Industries Alliance's Systems Engineering Capability ModelOrganizations New to Process ImprovementCMMI Model TrainingModel TailoringTailoring Constraints for Process ImprovementTailoring Constraints for BenchmarkingPlanning Tailoring for BenchmarkingProcess Areas' Appraisal ScopeNot ApplicableNot RatedGoalsPracticesInformative ComponentsAppraisal Considerations

7. CMMI Case Study: United Space Alliance, LLC
BackgroundUSA Mission and VisionDeploying Company GoalsProcess OwnershipCMMI Case Study ActivityThe Initiating PhaseProject SelectionPrimary Avionics Software System Project BackgroundCockpit Avionics Upgrade Project BackgroundCMMI Model Selection and ScopeCMMI TrainingCMMI Supplemental ResourcesThe Diagnosing PhaseCollecting InformationRecording ObservationsCMMI Model ResultsEngineering Process AreasRequirements Management and Requirements DevelopmentTechnical SolutionProduct IntegrationVerification and ValidationProject Management Process AreasProject PlanningProject Monitoring and ControlIntegrated Project ManagementSupplier Agreement ManagementRisk ManagementQuantitative Project ManagementProcess Management Process AreasOrganizational Process Focus and Organizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and DeploymentSupport Process AreasConfiguration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisDecision Analysis and ResolutionCausal Analysis and ResolutionLessons LearnedInterpretation IssuesNext Steps
Two. The Process Areas
Causal Analysis and Resolution: A Support Process Area at Maturity Level 5
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Determine Causes Of DefectsSp 1.1-1. Select Defect Data For AnalysisTypical Work ProductsSubpracticesSP 1.2-1. Analyze CausesTypical Work ProductsSubpracticesSG 2. Address Causes of DefectsSP 2.1-1. Implement the Action ProposalsTypical Work ProductsSubpracticesSP 2.2-1. Evaluate the Effect of ChangesTypical Work ProductsSubpracticesSP 2.3-1. Record DataTypical Work ProductsGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Configuration Management: A Support Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish BaselinesSP 1.1-1. Identify Configuration ItemsTypical Work ProductsSubpracticesSP 1.2-1. Establish a Configuration Management SystemTypical Work ProductsSubpracticesSP 1.3-1. Create or Release BaselinesTypical Work ProductsSubpracticesSG 2. Track and Control ChangesSP 2.1-1. Track Change RequestsTypical Work ProductsSubpracticesSP 2.2-1. Control Configuration ItemsTypical Work ProductsSubpracticesSG 3. Establish IntegritySP 3.1-1. Establish Configuration Management RecordsTypical Work ProductsSubpracticesSP 3.2-1. Perform Configuration AuditsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Decision Analysis and Resolution: A Support Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Evaluate AlternativesSP 1.1-1. Establish Guidelines for Decision AnalysisTypical Work ProductsSubpracticesSP 1.2-1. Establish Evaluation CriteriaTypical Work ProductsSubpracticesSP 1.3-1. Identify Alternative SolutionsTypical Work ProductsSubpracticesSP 1.4-1. Select Evaluation MethodsTypical Work ProductsSubpracticesSP 1.5-1. Evaluate AlternativesTypical Work ProductsSubpracticesSP 1.6-1. Select SolutionsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Integrated Project Management: A Project Management Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Use the Project's Defined ProcessSP 1.1-1. Establish the Project's Defined ProcessTypical Work ProductsSubpracticesSP 1.2-1. Use Organizational Process Assets for Planning Project ActivitiesTypical Work ProductsSubpracticesSP 1.3-1. Integrate PlansTypical Work ProductsSubpracticesSP 1.4-1. Manage the Project Using the Integrated PlansTypical Work ProductsSubpracticesSP 1.5-1. Contribute to the Organizational Process AssetsTypical Work ProductsSubpracticesSG 2. Coordinate and Collaborate with Relevant StakeholdersSP 2.1-1. Manage Stakeholder InvolvementTypical Work ProductsSubpracticesSP 2.2-1. Manage DependenciesTypical Work ProductsSubpracticesSP 2.3-1. Resolve Coordination IssuesTypical Work ProductsSubpracticesSG 3. Use the Project's Shared Vision for IPPDSP 3.1-1. Define Project's Shared-Vision ContextTypical Work ProductsSubpracticesSP 3.2-1. Establish the Project's Shared VisionTypical Work ProductsSubpracticesSG 4. Organize Integrated Teams for IPPDSP 4.1-1. Determine Integrated Team Structure for the ProjectTypical Work ProductsSubpracticesSP 4.2-1. Develop a Preliminary Distribution of Requirements to Integrated TeamsTypical Work ProductsSubpracticesSP 4.3-1. Establish Integrated TeamsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessElaborationDirecting ImplementationGP 3.2. Collect Improvement InformationElaborationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Integrated Supplier Management: A Project Management Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Analyze and Select Sources of ProductsSP 1.1-1. Analyze Potential Sources of ProductsTypical Work ProductsSubpracticesSP 1.2-1. Evaluate and Determine Sources of ProductsTypical Work ProductsSubpracticesSG 2. Coordinate Work with SuppliersSP 2.1-1. Monitor Selected Supplier ProcessesTypical Work ProductsSubpracticesSP 2.2-1. Evaluate Selected Supplier Work ProductsTypical Work ProductsSubpracticesSP 2.3-1. Revise the Supplier Agreement or RelationshipTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Integrated Teaming: A Project Management Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish Team CompositionSP 1.1-1. Identify Team TasksTypical Work ProductsSubpracticesSP 1.2-1. Identify Needed Knowledge and SkillsTypical Work ProductsSubpracticesSP 1.3-1. Assign Appropriate Team MembersTypical Work ProductsSubpracticesSG 2. Govern Team OperationSP 2.1-1. Establish a Shared VisionTypical Work ProductsSubpracticesSP 2.2-1. Establish a Team CharterTypical Work ProductsSubpracticesSP 2.3-1. Define Roles and ResponsibilitiesTypical Work ProductsSubpracticesSP 2.4-1. Establish Operating ProceduresTypical Work ProductsSubpracticesSP 2.5-1. Collaborate among Interfacing TeamsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Measurement and Analysis: A Support Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Align Measurement and Analysis ActivitiesSP 1.1-1. Establish Measurement ObjectivesTypical Work ProductsSubpracticesSP 1.2-1. Specify MeasuresTypical Work ProductsSubpracticesSP 1.3-1. Specify Data Collection and Storage ProceduresTypical Work ProductsSubpracticesSP 1.4-1. Specify Analysis ProceduresTypical Work ProductsSubpracticesSG 2. Provide Measurement ResultsSP 2.1-1. Collect Measurement DataTypical Work ProductsSubpracticesSP 2.2-1. Analyze Measurement DataTypical Work ProductsSubpracticesSP 2.3-1. Store Data and ResultsTypical Work ProductsSubpracticesSP 2.4-1. Communicate ResultsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Organizational Environment for Integration: A Support Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Provide IPPD InfrastructureSP 1.1-1. Establish the Organization's Shared VisionTypical Work ProductsSubpracticesSP 1.2-1. Establish an Integrated Work EnvironmentTypical Work ProductsSubpracticesSP 1.3-1. Identify IPPD-Unique Skill RequirementsTypical Work ProductsSubpracticesSG 2. Manage People for IntegrationSP 2.1-1. Establish Leadership MechanismsTypical Work ProductsSubpracticesSP 2.2-1. Establish Incentives for IntegrationTypical Work ProductsSubpracticesSP 2.3-1. Establish Mechanisms to Balance Team and Home Organization ResponsibilitiesTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Organizational Innovation and Deployment: A Process Management Process Area at Maturity Level 5
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Select ImprovementsSP 1.1-1. Collect and Analyze Improvement ProposalsTypical Work ProductsSubpracticesSP 1.2-1. Identify and Analyze InnovationsTypical Work ProductsSubpracticesSP 1.3-1. Pilot ImprovementsTypical Work ProductsSubpracticesSP 1.4-1. Select Improvements for DeploymentTypical Work ProductsSubpracticesSG 2. Deploy ImprovementsSP 2.1-1. Plan the DeploymentTypical Work ProductsSubpracticesSP 2.2-1. Manage the DeploymentTypical Work ProductsSubpracticesSP 2.3-1. Measure Improvement EffectsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Organizational Process Definition: A Process Management Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish Organizational Process AssetsSP 1.1-1. Establish Standard ProcessesTypical Work ProductsSubpracticesSP 1.2-1. Establish Life-Cycle Model DescriptionsTypical Work ProductsSubpracticesSP 1.3-1. Establish Tailoring Criteria and GuidelinesTypical Work ProductsSubpracticesSP 1.4-1. Establish the Organization's Measurement RepositoryTypical Work ProductsSubpracticesSP 1.5-1. Establish the Organization's Process Asset LibraryTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Organizational Process Focus: A Process Management Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Determine Process-Improvement OpportunitiesSP 1.1-1. Establish Organizational Process NeedsTypical Work ProductsSubpracticesSP 1.2-1. Appraise the Organization's ProcessesTypical Work ProductsSubpracticesSP 1.3-1. Identify the Organization's Process ImprovementsTypical Work ProductsSubpracticesSG 2. Plan and Implement Process Improvement ActivitiesSP 2.1-1. Establish Process Action PlansTypical Work ProductsSubpracticesSP 2.2-1. Implement Process Action PlansTypical Work ProductsSubpracticesSP 2.3-1. Deploy Organizational Process AssetsTypical Work ProductsSubpracticesSP 2.4-1. Incorporate Process-Related Experiences into the Organizational Process AssetsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityElaborationGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementElaborationGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Organizational Process Performance: A Process Management Process Area at Maturity Level 4
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish Performance Baselines and ModelsSP 1.1-1. Select ProcessesTypical Work ProductsSP 1.2-1. Establish Process Performance MeasuresTypical Work ProductsSubpracticesSP 1.3-1. Establish Quality and Process-Performance ObjectivesTypical Work ProductsSubpracticesSP 1.4-1. Establish Process Performance BaselinesTypical Work ProductsSubpracticesSP 1.5-1. Establish Process Performance ModelsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Organizational Training: A Process Management Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish an Organizational Training CapabilitySP 1.1-1. Establish the Strategic Training NeedsTypical Work ProductsSubpracticesSP 1.2-1. Determine Which Training Needs Are the Responsibility of the OrganizationTypical Work ProductsSubpracticesSP 1.3-1. Establish an Organizational Training Tactical PlanTypical Work ProductsSubpracticesSP 1.4-1. Establish Training CapabilityTypical Work ProductsSubpracticesSG 2. Provide Necessary TrainingSP 2.1-1. Deliver TrainingTypical Work ProductsSubpracticesSP 2.2-1. Establish Training RecordsTypical Work ProductsSubpracticesSP 2.3-1. Assess Training EffectivenessTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Product Integration: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Prepare for Product IntegrationSP 1.1-1. Determine Integration SequenceTypical Work ProductsSubpracticesSP 1.2-2. Establish the Product Integration EnvironmentTypical Work ProductsSubpracticesSP 1.3-3. Establish Product Integration Procedures and CriteriaTypical Work ProductsSubpracticesSG 2. Ensure Interface CompatibilitySP 2.1-1. Review Interface Descriptions for CompletenessTypical Work ProductsSubpracticesSP 2.2-1. Manage InterfacesTypical Work ProductsSubpracticesSG 3. Assemble Product Components and Deliver the ProductSP 3.1-1. Confirm Readiness of Product Components for IntegrationTypical Work ProductsSubpracticesSP 3.2-1. Assemble Product ComponentsTypical Work ProductsSubpracticesSP 3.3-1. Evaluate Assembled Product ComponentsTypical Work ProductsSubpracticesSP 3.4-1. Package and Deliver the Product or Product ComponentTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Project Monitoring and Control: A Project Management Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Monitor Project Against PlanSP 1.1-1. Monitor Project Planning ParametersTypical Work ProductsSubpracticesSP 1.2-1. Monitor CommitmentsTypical Work ProductsSubpracticesSP 1.3-1. Monitor Project RisksTypical Work ProductsSubpracticesSP 1.4-1. Monitor Data ManagementTypical Work ProductsSubpracticesSP 1.5-1. Monitor Stakeholder InvolvementTypical Work ProductsSubpracticesSP 1.6-1. Conduct Progress ReviewsTypical Work ProductsSubpracticesSP 1.7-1. Conduct Milestone ReviewsTypical Work ProductsSubpracticesSG 2. Manage Corrective Action to ClosureSP 2.1-1. Analyze IssuesTypical Work ProductsSubpracticesSP 2.2-1. Take Corrective ActionTypical Work ProductsSubpracticesSP 2.3-1. Manage Corrective ActionTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Project Planning: A Project Management Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish EstimatesSP 1.1-1. Estimate the Scope of the ProjectTypical Work ProductsSubpracticesSP 1.2-1. Establish Estimates of Work Product and Task AttributesTypical Work ProductsSubpracticesSP 1.3-1. Define Project Life CycleTypical Work ProductsSP 1.4-1. Determine Estimates of Effort and CostTypical Work ProductsSubpracticesSG 2. Develop a Project PlanSP 2.1-1. Establish the Budget and ScheduleTypical Work ProductsSubpracticesSP 2.2-1. Identify Project RisksTypical Work ProductsSubpracticesSP 2.3-1. Plan for Data ManagementTypical Work ProductsSubpracticesSP 2.4-1. Plan for Project ResourcesTypical Work ProductsSubpracticesSP 2.5-1. Plan for Needed Knowledge and SkillsTypical Work ProductsSubpracticesSP 2.6-1. Plan Stakeholder InvolvementTypical Work ProductsSP 2.7-1. Establish the Project PlanTypical Work ProductsSG 3. Obtain Commitment to the PlanSP 3.1-1. Review Plans That Affect the ProjectTypical Work ProductsSP 3.2-1. Reconcile Work and Resource LevelsTypical Work ProductsSP 3.3-1. Obtain Plan CommitmentTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Process and Product Quality Assurance: A Support Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Objectively Evaluate Processes and Work ProductsSP 1.1-1. Objectively Evaluate ProcessesTypical Work ProductsSubpracticesSP 1.2-1. Objectively Evaluate Work Products and ServicesTypical Work ProductsSubpracticesSG 2. Provide Objective InsightSP 2.1-1. Communicate and Ensure Resolution of Noncompliance IssuesTypical Work ProductsSubpracticesSP 2.2-1. Establish RecordsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityElaborationGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Quantitative Project Management: A Project Management Process Area at Maturity Level 4
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Quantitatively Manage the ProjectSP 1.1-1. Establish the Project's ObjectivesTypical Work ProductsSubpracticesSP 1.2-1. Compose the Defined ProcessTypical Work ProductsSubpracticesSP 1.3-1. Select the Subprocesses that Will Be Statistically ManagedTypical Work ProductsSubpracticesSP 1.4-1. Manage Project PerformanceTypical Work ProductsSubpracticesSG 2. Statistically Manage Subprocess PerformanceSP 2.1-1. Select Measures and Analytic TechniquesTypical Work ProductsSubpracticesSP 2.2-1. Apply Statistical Methods to Understand VariationTypical Work ProductsSubpracticesSP 2.3-1. Monitor Performance of the Selected SubprocessesTypical Work ProductsSubpracticesSP 2.4-1. Record Statistical Management DataTypical Work ProductsGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Requirements Development: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Develop Customer RequirementsSP 1.1-1. Collect Stakeholder NeedsSP 1.1-2. Elicit NeedsSubpracticesSP 1.2-1. Develop the Customer RequirementsTypical Work ProductsSubpracticesSG 2. Develop Product RequirementsSP 2.1-1. Establish Product and Product-Component RequirementsTypical Work ProductsSubpracticesSP 2.2-1. Allocate Product-Component RequirementsTypical Work ProductsSubpracticesSP 2.3-1. Identify Interface RequirementsTypical Work ProductsSubpracticesSG 3. Analyze and Validate RequirementsSP 3.1-1. Establish Operational Concepts and ScenariosTypical Work ProductsSubpracticesSP 3.2-1. Establish a Definition of Required FunctionalityTypical Work ProductsSubpracticesSP 3.3-1. Analyze RequirementsTypical Work ProductsSubpracticesSP 3.4-3. Analyze Requirements to Achieve BalanceTypical Work ProductsSubpracticesSP 3.5-1. Validate RequirementsTypical Work ProductsSubpracticesSP 3.5-2. Validate Requirements with Comprehensive MethodsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Requirements Management: An Engineering Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Manage RequirementsSP 1.1-1. Obtain an Understanding of RequirementsTypical Work ProductsSubpracticesSP 1.2-2. Obtain Commitment to RequirementsTypical Work ProductsSubpracticesSP 1.3-1. Manage Requirements ChangesTypical Work ProductsSubpracticesSP 1.4-2. Maintain Bidirectional Traceability of RequirementsTypical Work ProductsSubpracticesSP 1.5-1. Identify Inconsistencies between Project Work and RequirementsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaboration5GP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementElaborationGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Risk Management: A Project Management Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Prepare for Risk ManagementSP 1.1-1. Determine Risk Sources and CategoriesTypical Work ProductsSubpracticesSP 1.2-1. Define Risk ParametersTypical Work ProductsSubpracticesSP 1.3-1. Establish A Risk Management StrategyTypical Work ProductsSG 2. Identify And Analyze RisksSP 2.1-1. Identify RisksTypical Work ProductsSubpracticesSP 2.2-1. Evaluate, Categorize, and Prioritize RisksTypical Work ProductsSubpracticesSG 3. Mitigate RisksSP 3.1-1. Develop Risk Mitigation PlansTypical Work ProductsSubpracticesSP 3.2-1. Implement Risk Mitigation PlansTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementElaborationGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Supplier Agreement Management: A Project Management Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish Supplier AgreementsSP 1.1-1. Determine Acquisition TypeTypical Work ProductsSP 1.2-1. Select SuppliersTypical Work ProductsSubpracticesSP 1.3-1. Establish Supplier AgreementsTypical Work ProductsSubpracticesSG 2. Satisfy Supplier AgreementsSP 2.1-1. Review COTS ProductsTypical Work ProductsSubpracticesSP 2.2-1. Execute the Supplier AgreementTypical Work ProductsSubpracticesSP 2.3-1. Accept the Acquired ProductTypical Work ProductsSubpracticesSP 2.4-1. Transition ProductsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Technical Solution: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Select Product-Component SolutionsSP 1.1-1. Develop Alternative Solutions and Selection CriteriaTypical Work ProductsSubpracticesSP 1.1-2. Develop Detailed Alternative Solutions and Selection CriteriaTypical Work ProductsSubpracticesSP 1.2-2. Evolve Operational Concepts and ScenariosTypical Work ProductsSubpracticesSP 1.3-1. Select Product-Component SolutionsTypical Work ProductsSubpracticesSG 2. Develop the DesignSP 2.1-1. Design the Product or Product ComponentTypical Work ProductsSubpracticesSP 2.2-3. Establish a Technical Data PackageTypical Work ProductsSubpracticesSP 2.3-1. Establish Interface DescriptionsTypical Work ProductsSubpracticesSP 2.3-3. Design Interfaces Using CriteriaTypical Work ProductsSubpracticesSP 2.4-3. Perform Make, Buy, or Reuse AnalysesTypical Work ProductsSubpracticesSG 3. Implement the Product DesignSP 3.1-1. Implement the DesignTypical Work ProductsSubpracticesSP 3.2-1. Develop Product Support DocumentationTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Validation: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1 Prepare for ValidationSP 1.1-1. Select Products for ValidationTypical Work ProductsSubpracticesSP 1.2-2. Establish the Validation EnvironmentTypical Work ProductsSubpracticesSP 1.3-3. Establish Validation Procedures and CriteriaTypical Work ProductsSubpracticesSG 2. Validate Product or Product ComponentsSP 2.1-1. Perform ValidationTypical Work ProductsSP 2.2-1. Analyze Validation ResultsTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Verification: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Prepare for VerificationSP 1.1-1. Select Work Products for VerificationTypical Work ProductsSubpracticesSP 1.2-2. Establish the Verification EnvironmentTypical Work ProductsSubpracticesSP 1.3-3. Establish Verification Procedures and CriteriaTypical Work ProductsSubpracticesSG 2. Perform Peer ReviewsSP 2.1-1. Prepare for Peer ReviewsTypical Work ProductsSubpracticesSP 2.2-1. Conduct Peer ReviewsTypical Work ProductsSubpracticesSP 2.3-2. Analyze Peer Review DataTypical Work ProductsSubpracticesSG 3. Verify Selected Work ProductsSP 3.1-1. Perform VerificationTypical Work ProductsSubpracticesSP 3.2-2. Analyze Verification Results and Identify Corrective ActionTypical Work ProductsSubpracticesGeneric Practices by GoalGG 1. Achieve Specific GoalsGP 1.1. Perform Base PracticesGG 2. Institutionalize a Managed ProcessGG 3. Institutionalize a Defined ProcessCommitment to PerformGP 2.1. Establish an Organizational PolicyElaborationAbility to PerformGP 2.2. Plan the ProcessElaborationGP 2.3. Provide ResourcesElaborationGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleElaborationDirecting ImplementationGP 2.6. Manage ConfigurationsElaborationGP 2.7. Identify and Involve Relevant StakeholdersElaborationGP 2.8. Monitor and Control the ProcessElaborationVerifying ImplementationGP 2.9. Objectively Evaluate AdherenceElaborationGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessAbility to PerformGP 3.1. Establish a Defined ProcessDirecting ImplementationGP 3.2. Collect Improvement InformationGG 4. Institutionalize a Quantitatively Managed ProcessGP 4.1. Establish Quantitative Objectives for the ProcessGP 4.2. Stabilize Subprocess PerformanceGG 5. Institutionalize an Optimizing ProcessGP 5.1. Ensure Continuous Process ImprovementGP 5.2. Correct Root Causes of Problems
Three. The Appendices and Glossary
A. References
Publicly Available SourcesRegularly Updated Sources
B. Acronyms
C. CMMI Project Participants
Product TeamSponsorsSteering GroupConfiguration Control BoardStakeholders/Reviewers
Glossary

Overview

Many organizations use Capability Maturity Models® (CMMs®) to assess development and maintenance processes, implement improvements, and measure progress. Although consistent in purpose, these models differ in terminology and design--enough sometimes to cause conflict and confusion when used within the same organization. Addressing the need for a more coordinated approach, Capability Maturity Model Integration (CMMI®) provides a single framework for improvement in software engineering, systems engineering, integrated product and process development, and supplier sourcing.

This book is the definitive reference for the most current release of CMMI models. To use a CMMI model available on the SEI Web site, users must choose from among multiple models based on their organization's improvement needs. This book provides a single source for all CMMI model information. Readers can get started without having to select a model first--all of the choices are compiled in one place and explained in detail.

The book begins with background information needed to understand the content and structure of these integrated models and how to use them. A case study illustrates their implementation in a real environment. A variety of practical material, such as glossary and index, is also provided. The bulk of the book comprises the content of all CMMI models, covering the 25 process areas (PAs) that span the product life cycle, including detailed best practices.

All CMMI models have two representations. The continuous representation allows an organization to improve using selected PAs at different rates. The staged representation enables organizations to follow a predefined and proven improvement path using multiple PAs. Both representations are described so that readers will more clearly see the similarities and differences between the two representations and will be able to choose the right approach for their organization.

Whether you are new to CMMI or are already familiar with some version of it, this book is an essential resource for managers, practitioners, and process improvement team members who need to understand, evaluate, and/or implement a CMMI model. The ultimate objective of CMMI is integrating processes to improve products; this book contains everything you need to get that done.

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