book

CMMI: Guidelines for Process Integration and Product Improvement, Second Edition

Name: CMMI: Guidelines for Process Integration and Product Improvement, Second Edition
ISBN: 9780321635839

by Mary Beth Chrissis, Mike Konrad, Sandy Shrum

November 2006

Intermediate to advanced

704 pages

16h 15m

English

Addison-Wesley Professional

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Copyright
Carnegie Mellon Software Engineering Institute
Perspectives
Preface
PurposeCMMI v1.2 ContributorsAudienceOrganization of This BookHow to Use This BookReaders New to Process ImprovementReaders Experienced with Process ImprovementReaders Familiar with CMMIWhat’s NewWhat’s New in Version 1.2What’s New in the Second EditionAdditional Information and Reader Feedback
Acknowledgments
From Mary Beth ChrissisFrom Mike KonradFrom Sandy Shrum
One. About CMMI for Development
1. Introduction
About Capability Maturity ModelsEvolution of CMMICMMI for DevelopmentThe Scope of CMMI for DevelopmentThe Group of IPPD AdditionsResolving Different Approaches of CMMsChoosing a RepresentationContinuous RepresentationStaged RepresentationComparison of the Continuous and Staged RepresentationsFactors in Your DecisionBusiness FactorsCultural FactorsLegacyWhy Not Both Representations?Your Approach to Process ImprovementScenario 1Scenario 2
2. Process Area Components
Required, Expected, and Informative ComponentsRequired ComponentsExpected ComponentsInformative ComponentsComponents Associated with Part TwoProcess AreasPurpose StatementsIntroductory NotesRelated Process AreasSpecific GoalsGeneric GoalsSpecific Goal and Practice SummariesSpecific PracticesTypical Work ProductsSubpracticesGeneric PracticesGeneric Practice ElaborationsSupporting Informative ComponentsNotesExamplesAmplificationsReferencesNumbering SchemeTypographical ConventionsRepresentation-Specific ContentAdditions
3. 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 AreasGeneric Goals and PracticesRepresentation ComparisonEquivalent Staging
4. Relationships Among Process Areas
Four Categories of CMMI Process AreasProcess ManagementBasic Process Management Process AreasAdvanced Process Management Process AreasProject ManagementBasic Project Management Process AreasAdvanced Project Management Process AreasEngineeringRecursion and Iteration of Engineering ProcessesSupportBasic Support Process AreasAdvanced Support Process Areas

5. Using CMMI Models
Adopting CMMIYour Process Improvement ProgramSelections That Influence Your ProgramCMMI ModelsUsing CMMI AppraisalsAppraisal Requirements for CMMISCAMPI Appraisal MethodsAppraisal ConsiderationsCMMI-Related Training
6. Case Study: Applying CMMI to Services at Raytheon
The Organization and Its Process DilemmaHistorySuccess at LastKey Roles That Contributed to SuccessApproach to Interpreting CMMI for ServicesProcess ArtifactsLifecycle ModelEpiphaniesEpiphany #1: Task Orders Are Equivalent to Projects in the Traditional Application of the ModelEpiphany #2: Every Project Shares the Same (Unchanging) Five RequirementsEpiphany #3: The Execution and Monitoring of Customer-Assigned Tasks Constitutes the Core of the Verification and Validation ProcessesEpiphany #4: The Relative Time Spent for Development versus Delivery in Services Is Reversed from That of ProductsLessons Learned
Two. Generic Goals and Generic Practices and the Process Areas
Generic Goals and Generic Practices
OverviewProcess InstitutionalizationPerformed ProcessManaged ProcessDefined ProcessQuantitatively Managed ProcessOptimizing ProcessRelationships among ProcessesGeneric Goals and Generic PracticesGG 1. Achieve Specific GoalsGP 1.1. Perform Specific PracticesGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGG 3. Institutionalize a Defined ProcessGP 3.1. Establish a Defined ProcessGP 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 ProblemsApplying Generic PracticesProcess Areas That Support Generic Practices
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. Select Defect Data for AnalysisSP 1.2. Analyze CausesSG 2. Address Causes of DefectsSP 2.1. Implement the Action ProposalsSP 2.2. Evaluate the Effect of ChangesSP 2.3. Record DataGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Configuration Management: A Support Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish BaselinesSP 1.1. Identify Configuration ItemsSP 1.2. Establish a Configuration Management SystemSP 1.3. Create or Release BaselinesSG 2. Track and Control ChangesSP 2.1. Track Change RequestsSP 2.2. Control Configuration ItemsSG 3. Establish IntegritySP 3.1. Establish Configuration Management RecordsSP 3.2. Perform Configuration AuditsGeneric Practices by GoalGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level Management
Decision Analysis and Resolution: A Support Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Evaluate AlternativesSP 1.1. Establish Guidelines for Decision AnalysisSP 1.2. Establish Evaluation CriteriaSP 1.3. Identify Alternative SolutionsSP 1.4. Select Evaluation MethodsSP 1.5. Evaluate AlternativesSP 1.6. Select SolutionsGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Integrated Project Management +IPPD: 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. Establish the Project’s Defined ProcessSP 1.2. Use Organizational Process Assets for Planning Project ActivitiesSP 1.3. Establish the Project’s Work EnvironmentSP 1.4. Integrate PlansSP 1.5. Manage the Project Using the Integrated PlansSP 1.6. Contribute to the Organizational Process AssetsSG 2. Coordinate and Collaborate with Relevant StakeholdersSP 2.1. Manage Stakeholder InvolvementSP 2.2. Manage DependenciesSP 2.3. Resolve Coordination IssuesGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
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. Establish Measurement ObjectivesSP 1.2. Specify MeasuresSP 1.3. Specify Data Collection and Storage ProceduresSP 1.4. Specify Analysis ProceduresSG 2. Provide Measurement ResultsSP 2.1. Collect Measurement DataSP 2.2. Analyze Measurement DataSP 2.3. Store Data and ResultsSP 2.4. Communicate ResultsGeneric Practices by GoalGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level Management
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. Collect and Analyze Improvement ProposalsSP 1.2. Identify and Analyze InnovationsSP 1.3. Pilot ImprovementsSP 1.4. Select Improvements for DeploymentSG 2. Deploy ImprovementsSP 2.1. Plan the DeploymentSP 2.2. Manage the DeploymentSP 2.3. Measure Improvement EffectsGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Organizational Process Definition +IPPD: A Process Management Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish Organizational Process AssetsSP 1.1. Establish Standard ProcessesSP 1.2. Establish Lifecycle Model DescriptionsSP 1.3. Establish Tailoring Criteria and GuidelinesSP 1.4. Establish the Organization’s Measurement RepositorySP 1.5. Establish the Organization’s Process Asset LibrarySP 1.6. Establish Work Environment StandardsGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
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. Establish Organizational Process NeedsSP 1.2. Appraise the Organization’s ProcessesSP 1.3. Identify the Organization’s Process ImprovementsSG 2. Plan and Implement Process ImprovementsSP 2.1. Establish Process Action PlansSP 2.2. Implement Process Action PlansSG 3. Deploy Organizational Process Assets and Incorporate Lessons LearnedSP 3.1. Deploy Organizational Process AssetsSP 3.2. Deploy Standard ProcessesSP 3.3. Monitor ImplementationSP 3.4. Incorporate Process-Related Experiences into the Organizational Process AssetsGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
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. Select ProcessesSP 1.2. Establish Process-Performance MeasuresSP 1.3. Establish Quality and Process-Performance ObjectivesSP 1.4. Establish Process-Performance BaselinesSP 1.5. Establish Process-Performance ModelsGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
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. Establish the Strategic Training NeedsSP 1.2. Determine Which Training Needs Are the Responsibility of the OrganizationSP 1.3. Establish an Organizational Training Tactical PlanSP 1.4. Establish Training CapabilitySG 2. Provide Necessary TrainingSP 2.1. Deliver TrainingSP 2.2. Establish Training RecordsSP 2.3. Assess Training EffectivenessGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Product Integration: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Prepare for Product IntegrationSP 1.1. Determine Integration SequenceSP 1.2. Establish the Product Integration EnvironmentSP 1.3. Establish Product Integration Procedures and CriteriaSG 2. Ensure Interface CompatibilitySP 2.1. Review Interface Descriptions for CompletenessSP 2.2. Manage InterfacesSG 3. Assemble Product Components and Deliver the ProductSP 3.1. Confirm Readiness of Product Components for IntegrationSP 3.2. Assemble Product ComponentsSP 3.3. Evaluate Assembled Product ComponentsSP 3.4. Package and Deliver the Product or Product ComponentGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
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. Monitor Project Planning ParametersSP 1.2. Monitor CommitmentsSP 1.3. Monitor Project RisksSP 1.4. Monitor Data ManagementSP 1.5. Monitor Stakeholder InvolvementSP 1.6. Conduct Progress ReviewsSP 1.7. Conduct Milestone ReviewsSG 2. Manage Corrective Action to ClosureSP 2.1. Analyze IssuesSP 2.2. Take Corrective ActionSP 2.3. Manage Corrective ActionGeneric Practices by GoalGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level Management
Project Planning: A Project Management Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Establish EstimatesSP 1.1. Estimate the Scope of the ProjectSP 1.2. Establish Estimates of Work Product and Task AttributesSP 1.3. Define Project LifecycleSP 1.4. Determine Estimates of Effort and CostSG 2. Develop a Project PlanSP 2.1. Establish the Budget and ScheduleSP 2.2. Identify Project RisksSP 2.3. Plan for Data ManagementSP 2.4. Plan for Project ResourcesSP 2.5. Plan for Needed Knowledge and SkillsSP 2.6. Plan Stakeholder InvolvementSP 2.7. Establish the Project PlanSG 3. Obtain Commitment to the PlanSP 3.1. Review Plans That Affect the ProjectSP 3.2. Reconcile Work and Resource LevelsSP 3.3. Obtain Plan CommitmentGeneric Practices by GoalGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level Management
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. Objectively Evaluate ProcessesSP 1.2. Objectively Evaluate Work Products and ServicesSG 2. Provide Objective InsightSP 2.1. Communicate and Ensure Resolution of Noncompliance IssuesSP 2.2. Establish RecordsGeneric Practices by GoalGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level Management
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. Establish the Project’s ObjectivesSP 1.2. Compose the Defined ProcessSP 1.3. Select the Subprocesses That Will Be Statistically ManagedSP 1.4. Manage Project PerformanceSG 2. Statistically Manage Subprocess PerformanceSP 2.1. Select Measures and Analytic TechniquesSP 2.2. Apply Statistical Methods to Understand VariationSP 2.3. Monitor Performance of the Selected SubprocessesSP 2.4. Record Statistical Management DataGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Requirements Development: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Develop Customer RequirementsSP 1.1. Elicit NeedsSP 1.2. Develop the Customer RequirementsSG 2. Develop Product RequirementsSP 2.1. Establish Product and Product Component RequirementsSP 2.2. Allocate Product Component RequirementsSP 2.3. Identify Interface RequirementsSG 3. Analyze and Validate RequirementsSP 3.1. Establish Operational Concepts and ScenariosSP 3.2. Establish a Definition of Required FunctionalitySP 3.3. Analyze RequirementsSP 3.4. Analyze Requirements to Achieve BalanceSP 3.5. Validate RequirementsGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Requirements Management: An Engineering Process Area at Maturity Level 2
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Manage RequirementsSP 1.1. Obtain an Understanding of RequirementsSP 1.2. Obtain Commitment to RequirementsSP 1.3. Manage Requirements ChangesSP 1.4. Maintain Bidirectional Traceability of RequirementsSP 1.5. Identify Inconsistencies Between Project Work and RequirementsGeneric Practices by GoalGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level Management
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. Determine Risk Sources and CategoriesSP 1.2. Define Risk ParametersSP 1.3. Establish a Risk Management StrategySG 2. Identify and Analyze RisksSP 2.1. Identify RisksSP 2.2. Evaluate, Categorize, and Prioritize RisksSG 3. Mitigate RisksSP 3.1. Develop Risk Mitigation PlansSP 3.2. Implement Risk Mitigation PlansGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
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. Determine Acquisition TypeSP 1.2. Select SuppliersSP 1.3. Establish Supplier AgreementsSG 2. Satisfy Supplier AgreementsSP 2.1. Execute the Supplier AgreementSP 2.2. Monitor Selected Supplier ProcessesSP 2.3. Evaluate Selected Supplier Work ProductsSP 2.4. Accept the Acquired ProductSP 2.5. Transition ProductsGeneric Practices by GoalGG 2. Institutionalize a Managed ProcessGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level Management
Technical Solution: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Select Product Component SolutionsSP 1.1. Develop Alternative Solutions and Selection CriteriaSP 1.2. Select Product Component SolutionsSG 2. Develop the DesignSP 2.1. Design the Product or Product ComponentSP 2.2. Establish a Technical Data PackageSP 2.3. Design Interfaces Using CriteriaSP 2.4. Perform Make, Buy, or Reuse AnalysesSG 3. Implement the Product DesignSP 3.1. Implement the DesignSP 3.2. Develop Product Support DocumentationGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Validation: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Prepare for ValidationSP 1.1. Select Products for ValidationSP 1.2. Establish the Validation EnvironmentSP 1.3. Establish Validation Procedures and CriteriaSG 2. Validate Product or Product ComponentsSP 2.1. Perform ValidationSP 2.2. Analyze Validation ResultsGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Verification: An Engineering Process Area at Maturity Level 3
PurposeIntroductory NotesRelated Process AreasSpecific Practices by GoalSG 1. Prepare for VerificationSP 1.1. Select Work Products for VerificationSP 1.2. Establish the Verification EnvironmentSP 1.3. Establish Verification Procedures and CriteriaSG 2. Perform Peer ReviewsSP 2.1. Prepare for Peer ReviewsSP 2.2. Conduct Peer ReviewsSP 2.3. Analyze Peer Review DataSG 3. Verify Selected Work ProductsSP 3.1. Perform VerificationSP 3.2. Analyze Verification ResultsGeneric Practices by GoalGP 2.1. Establish an Organizational PolicyGP 2.2. Plan the ProcessGP 2.3. Provide ResourcesGP 2.4. Assign ResponsibilityGP 2.5. Train PeopleGP 2.6. Manage ConfigurationsGP 2.7. Identify and Involve Relevant StakeholdersGP 2.8. Monitor and Control the ProcessGP 2.9. Objectively Evaluate AdherenceGP 2.10. Review Status with Higher Level ManagementGP 3.1. Establish a Defined ProcessGP 3.2. Collect Improvement Information
Three. The Appendices and Glossary
A. References
Publicly Available SourcesRegularly Updated Sources
B. Acronyms
C. CMMI for Development Project Participants
Product TeamModel Team MembersSCAMPI Upgrade Team MembersTraining Team MembersArchitecture Team MembersHardware Team MembersPiloting Team MembersQuality Team MembersSponsorsSteering GroupSteering Group MembersEx-Officio Steering Group MembersSteering Group Support: AcquisitionSteering Group Support: CCBConfiguration Control BoardCCB MembersNon-Voting CCB Members
D. Glossary
Book Contributors
Book AuthorsPerspectives AuthorsCase Study Authors
Inside Front Cover
Process Areas Presented in the Continuous RepresentationProcess ManagementProject ManagementEngineeringSupportGeneric Goals and Practices as Presented in the Continuous Representation
Inside Back Cover
Process Areas Presented in the Staged RepresentationMaturity Level 2Maturity Level 3Maturity Level 4Maturity Level 5Generic Goals and Practices as Presented in the Staged Representation

Content preview from CMMI: Guidelines for Process Integration and Product Improvement, Second Edition

Chapter 6. Case Study: Applying CMMI to Services at Raytheon

This case study is but one example of creative, intelligent, and motivated professionals applying CMMI in their organization. We were impressed by this group’s summary of their experiences and how they persisted until they found a way to apply CMMI to help them with their process improvement.

We have found that organizations in increasingly diverse industries and environments are using CMMI to help with their process improvement programs in various ways. To respond to this need, some organizations are interpreting CMMI best practices so that they suit their specific environments, just as is described in this case study. The CMMI Product Team has also responded with products to help those ...

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CMMI: Guidelines for Process Integration and Product Improvement, Second Edition

by Mary Beth Chrissis, Mike Konrad, Sandy Shrum

Chapter 6. Case Study: Applying CMMI to Services at Raytheon

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