A Global Overview of The Structure€¦ · •CMMI for Development (CMMI-DEV) –covers the...

M02/GO/v1.2

A Global Overview of The

Structure

CMMI for Development V.1.2

Module 2

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Agenda

• Overview of CMMI

• General Structure of CMMI

• CMMI Model Representations

• Generic Goals and Practices

• CMMI by PAs and Groups

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Definition of CMMI

• Process model

– a structured collection of practices

– that describe the characteristics of effective

processes

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Definition of CMMI

• CMMI

– An organized set of industry best practices for

• Systems Engineering (SE)

• Software Engineering (SW)

• Hardware Engineering (HE)

– With an addition for

• Integrated Product and Process Development

(IPPD)

– Developed by the Carnegie Mellon SEI with

broad external participation and review

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Definition of CMMI

• CMMI

– emphasizes the development of processes

• to improve product development and customer

services in organizations

– provides a framework from which to organize

and prioritize process improvement activities

• product, business, people, technology

– supports the coordination of multi-disciplined

activities

• that may be required to successfully build a

product

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Definition of CMMI

• CMMI

– emphasizes the alignment of process

improvement efforts objectives with

organizational business objectives

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Definition of CMMI

• CMMI Architecture

– contains components to construct models and

their appropriate training and appraisal

materials

– CMMI Framework

• a managed structure that organizes CMMI

components

– model

– appraisal

– training

• with rules and methods for generating models,

their apprisal methods and thier training materials

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Definition of CMMI

• CMMI Framework

– CMMI Model

• CMMI Model Foundation

– selected sessions of the front matter

– all generic goals and generic practices

– core process areas (16)

– core glossary

• Shared CMMI Material

• Constellation-Specific Material

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Definition of CMMI

• CMMI Constellation

– a collection of CMMI components for an area

of interest that includes

• a model,

• training materials,

• appraisal-related documents

– Three planned constellations supported by

the V.1.2 Model Framework:

• development (CMMI-DEV)

• services (CMMI-SVC)

• acquisition (CMMI-ACQ)

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Definition of CMMI

• CMMI for Development (CMMI-DEV)

– covers the development and maintenance

activities applied to both products and

services

• CMMI for Development

• CMMI for Development + IPPD

– IPPD

• Integrated Product and Process Development

• currently, the only one addition

• Addition

– used to expand constellations for specific additional

content

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CMMI Model Disciplines

• CMMI Amplification

– a note or example that is relevant to a particular discipline

• Disciplines, explicitly included in CMMI • Systems Engineering (SE)

• Software Engineering (SW)

• Hardware Engineering (HE)

• Other disciplines can also benefit

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Agenda






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General structure of CMMI

• Classification of components

– Required

– Expected

– Informative

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– Required

– Expected

– Informative

Describe what an organization must achieve to

satisfy a PA

This achievement must be visibly implemented in

an organization process

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– Required

– Expected

– Informative

Describe what an organization will typically

implement to achieve a required component

A guide for those who implement

improvements or perform appraisals

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– Required

– Expected

– Informative

Provide details that help organizations get

started in thinking about how to approach the

required and expected components

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• CMMI consists of

– 22 Process Areas

– Supporting informative components

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• Process Area (PA)

– cluster of related practices in an area

– when performed collectively, satisfy a set of

goals

• considered important for making significant

improvement

• Supporting informative components

– provide further information to help apply

concepts to practice

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• General structure of PA

Process Area (PA)

Specific Goals (SG) Generic Goals (GG)

Specific Practices (SP) Generic Practices (GP)

Typical Work

Products Generic Practice

Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Describes the purpose of the PA

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Describes the major concepts covered in the PA

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Lists references to related PAs

Reflects the high-level relationships among

the PAs

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Apply to a PA

Describe some of the unique characteristics,

that must be present to satisfy the PA

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Describe the activities expected to result in

achievement of the SGs of a PA

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

List sample outputs from a SP

Not necessarily complete lists

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Detailed descriptions that provide guidance for

interpreting and implementing a SP

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Describe the characteristics that must be present

to institutionalize the processes that implement a PA

The same GGs appear in multiple PAs

Signify improved control in planing and implementing

the processes associated with the PA

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Activities that ensure that the processes associated

with the PA will be effective, repeatable, and lasting

The same GPs appear in multiple PAs

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Process Area (PA)



Typical Work


Elaborations

Purpose

Statement

Introductory

Notes

Related PAs

Subpractices

Appear after the GP to provide guidance on how the

GP may be applied in the context of the PA

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• 22 PAs, in alphabetical order: • CAR - Causal Analysis and Resolution

• CM - Configuration Management

• DAR - Decision Analysis and Resolution

• IPM - Integrated Project Management

• MA - Measurement and Analysis

• OID - Organizational Innovation and

Deployment

• OPD - Organizational Process Definition

• OPF - Organizational Process Focus

• OPP - Organizational Process Performance

• OT - Organizational Training

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• 22 PAs, in alphabetical order: • PI - Product Integration

• PMC - Project Monitoring and Control

• PP - Project Planning

• PPQA - Process and Product Quality

Assurance

• QPM - Quantitative Project Management

• RD - Requirements Development

• REQM - Requirements Management

• RSKM - Risk Management

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• 22 PAs, in alphabetical order: • SAM - Supplier Agreement Management

• TS - Technical Solution

• VAL - Validation

• VER - Verification

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Supporting

Components

Examples

Amplifications

Notes

References

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Supporting

Components

Examples

Amplifications

Notes

References



Acomponent comprising text

Often a list of items, usually in a box, that can

accompany any other component

Provides one or more examples to clarify a

concept or described activity

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Supporting

Components

Examples

Amplifications

Notes

References



Provide guidance relevant to a particular

discipline

Labeled with a heading that indicates which

discipline it applies to

Examples: For SW, For SE, For HE

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Supporting

Components

Examples

Amplifications

Notes

References

Pointers to additional or more detailed

information in related PAs

Can accompany nearly any other model

component

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Supporting

Components

Examples

Amplifications

Notes

References

Provide details that help in understanding the

core information of the model

Can be attached to any process area component

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– Required

– Expected

– Informative

Generic Goals

Specific Goals

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– Required

– Expected

– Informative

Generic Practices

Specific Practices

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– Required

– Expected

– Informative

Purpose Statement Subpractices

Introductory Notes Typical Work Products

Related Process Areas

Generic Practice Elaborations

Examples, Notes, References, Amplifications

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• Numbering Scheme (Identification) • Specific Goals: SG n

• Specific Practices: SP n.m

• Generic Goals: GG n

• Generic Practices: GP n.m

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Agenda






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CMMI Model Representations

• Representations

– two different approaches in implementing

CMMI

– Continuous

• PAs are organized by categories

– Staged

• PAs are organized by maturity levels

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• Continuous representation

– Categories of PAs

• Process Management

• Project Management

• Engineering

• Support

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Project Management

Process Areas

Category

Requirements Management Requirements Development Technical Solution Product Integration Verification Validation

Engineering

Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution

Support

Project Planning Project Monitoring and Control Supplier Agreement Management

Integrated Project Management + IPPD

Risk Management

Quantitative Project Management

Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Organizational Process Performance Organizational Innovation and Deployment

Process Management

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Level Capability

CL 5 Optimizing

CL 4 Quantitatively Managed

CL 3 Defined

CL 2 Managed

CL 1 Performed

CL 0 Incomplete


• Continuous representation

– Capability levels (CL)

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• Staged representation

– Maturity levels (MLs) of PAs

• ML 1. Initial

– .

• ML 2. Managed

– basic project management

• ML 3. Defined

– process standardization

• ML 4. Quantitatively Managed

– quantitative management

• ML 5. Optimizing

– continuous process improvement

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1

2

3

4

5

Process unpredictable, poorly controlled, and reactive

Process characterized for projects and is often reactive

Process characterized for the organization and is proactive

Process measured and controlled Special cause (transient)

Process continually improved Common cause (Inherent)

Optimizing

Quantitatively Managed

Initial

Managed

Optimizing

Defined

• Staged representation

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Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

Organizational Process Performance Quantitative Project Management

Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Integrated Project Management + IPPD Risk Management Decision Analysis and Resolution

Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management

1 Initial

Process Areas Level

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Continuous

PA1 PA2

Ca

pa

bil

ity L

eve

l

PAn

…

Staged

ML2

ML3

ML4

ML5

Matu

rity

Level

PA1, … PA7

…

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Continuous Staged

PA1

SGs GGs

SPs GPs

PA2 PAn

Capability Levels (CL)

Maturity Levels (ML)

PA1

SGs GGs

SPs

PA2 PAn

Common Features

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Agenda






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Generic Goals and Practices

• Process Institutionalization

– Means that the process is ingrained in the

way the work is performed

– The organization builds an infrastructure

• that contains effective, usable, and consistently

applied processes

• the organizational culture conveys the process

• management nurtures the culture

• culture is conveyed through role models and

recognition

• processes endure after the people who originally

defined them have gone

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• Role of Generic Goals and Practices

– Contribute to process institutionalization

– GGs and GPs provide for commitment and

consistency

• troughout processes and activities in an

organization

– GGs define the degree of institutionalization

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GGs Name of A GG Progression

of Processes

Contin.

rep.

Staged

rep.

GG 1 Achieve Specific Goals Performed

Process CL 1

GG 2 Institutionalize a

Managed Process

Managed

Process CL 2 ML 2 – 5


Defined Process

Defined

Process CL 3 ML 3 – 5


Quantitatively Managed

Process

Quantitativel

y Managed

process

CL 4

GG 5 Institutionalize an

Optimizing Process

Optimizing

Process CL 5

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GG 1

Achieve Specific

Goals

GP 1.1

Perform

Specific Practices

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GG 2

Institutionalize a

Managed Process GP 2.1

Establish an

Organizational

Policy

GP 2.8

Monitor and

Control the

Process GP 2.4

Assign

Responsibility GP 2.9

Objectively

Evaluate

Adherence

GP 2.6

Manage

Configurations GP 2.2

Plan the

Process

GP 2.3

Provide

Resources

GP 2.5

Train

People GP 2.10

Review Status

with Higher Level

Management

GP 2.7

Identify and

Involve Relevant

Stakeholders

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GG 3

Institutionalize a

Defined Process

GP 3.1

Establish a

Defined Process

GP 3.2

Collect

Improvement

Information

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GG 4

Institutionalize a

Quantitatively

Managed Process

GP 4.1

Establish Quanti-

tative Objectives

for the Process

GP 4.2

Stabillize

Subprocess

Performance

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GG 5

Institutionalize

an Optimizing

Process

GP 5.1

Ensure Continuous

Process

Improvement

GP 5.2

Correct Root

Causes of

Problems

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• Staged Representation - Requirements

MLs Description Requirements

ML 1 Ad hoc and chaotic processes

ML 2 Adhere to policy; Follow documented plans and processes;

Apply adequate resources; Assign responsibility and

authority; Train people; Apply CM; Monitor, control, and

evaluate the processes; Identify and involve stakeholders;

Review with management

GP 2.1 – 2.10 All ML 2 PAs

ML 3 Tailor the project's process from organization's standard

processes; Understand processes qualitatively; Ensure that

processes contributes to organization assets

GP 2.1 – 3.2 All ML 2 – ML 3 PAs

ML 4 Measure process performance; Stabilize process and control

charts; Deal with causes of special variations GP 2.1 – 3.2

All ML 2 – ML 4 PAs

ML 5 Prevent defects; Proactively improve; Insert and deploy

innovative technology GP 2.1 – 3.2

All ML 2 – ML 5 PAs

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• Continuous Represent. – Req. for a PA

CLs Description Requirements

CL 0 Not performed, incomplete A few GPs or SPs

implemented

CL 1 Perform the work GP 1.1, PA SPs

CL 2 Adhere to policy; Follow documented plans and processes;

Apply adequate resources; Assign responsibility and

authority; Train people; Apply CM; Monitor, control, and

evaluate the processes; Identify and involve stakeholders;

Review with management

GP 1.1 – GP 2.10

PA SPs

CL 3 Project's process is tailored from organization's standard

processes; Understand processes qualitatively; Process

contributes to organization assets

GP 1.1 – GP 3.2

PA SPs

CL 4 Measure process performance; Stabilize process and control

charts; Deal with causes of special variations GP 1.1 – GP 4.2

PA SPs

CL 5 Prevent defects; Proactively improve; Insert and deploy

innovative technology GP 1.1 – 5.2

PA SPs

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Agenda






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CMMI by PAs and Groups

Product

Development 1

Product

Development 2

Doing the Work of the Organization Project and

Organizational

Support

Managing

Quantitatively

Managing

The Project

Improvement

Infrastructure

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Product

Development 1

Product

Development 2


Organizational

Support

Managing

Quantitatively

Managing

The Project

Improvement

Infrastructure

Understanding the Work

(RD, REQM)

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Product

Development 1

RD

Requirements

Development

REQM

Requirements

Management

RD SG 1

Develop Customer

Requirements

RD SG 2

Develop Product

Requirements

RD SG 3

Analyze and

Validate

Requirements

REQM SG 1

Manage

Requirements

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Product

Development 1

Product

Development 2


Organizational

Support

Managing

Quantitatively

Improvement

Infrastructure

Managing

The Project

Organizing & Managing

the Work

(PP, PMC, RSKM, SAM)

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Managing the

Project

PP

Project

Planning

PMC

Project Monitoring

and Control

PP SG 1

Establish

Estimates

PP SG 2

Develop a

Project Plan

PP SG 3

Obtain

Commitment

to the Plan

RSKM

Risk

Management

SAM

Supplier

Aggrement

Management

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Managing the

Project

PP

Project

Planning

PMC

Project Monitoring

and Control

PMC SG 1

Monitor Project

Against Plan

PMC SG 2

Manage Corrective

Action to Closure

RSKM

Risk

Management

SAM

Supplier

Aggrement

Management

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Managing the

Project

PP

Project

Planning

PMC

Project Monitoring

and Control

RSKM SG 1

Prepare for Risk

Management

RSKM SG 2

Identify and

Analyze Risks

RSKM SG 3

Mitigate

Risks

RSKM

Risk

Management

SAM

Supplier

Aggrement

Management

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Managing the

Project

PP

Project

Planning

PMC

Project Monitoring

and Control

SAM SG 1

Establish

Supplier

Aggrements

SAM SG 2

Satisfy

Supplier

Aggrements

RSKM

Risk

Management

SAM

Supplier

Aggrement

Management

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Product

Development 1

Product

Development 2

Doing the Work of the Organization

Managing

Quantitatively

Managing

The Project

Improvement

Infrastructure

Project and

Organizational

Support

Providing Infrastructure for

Projects & Organizations

(CM, PPQA, MA, DAR, CAR)

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Project and

Organizational

Support

CM

Configuration

Management

PPQA

Process and

Product Quality

Assurance

MA

Measurement and

Analysis

CM SG 1

Establish

Baselines

CM SG 2

Track and Control

Changes

CM SG 3

Establish

Integrity

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PPQA SG 1

Objectively

Evaluate Process

and Work Products

PPQA SG 2

Provide Objective

Insight

Project and

Organizational

Support

CM

Configuration

Management

PPQA

Process and

Product Quality

Assurance

MA

Measurement and

Analysis

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MA SG 1

Align

Measurement and

Analysis Activities

MA SG 2

Provide

Measurement

Results

Project and

Organizational

Support

CM

Configuration

Management

PPQA

Process and

Product Quality

Assurance

MA

Measurement and

Analysis

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DAR SG 1

Evaluate

Alternatives

Project and

Organizational

Support

DAR

Decision Analysis

and Resolution

CAR

Causal Analysis

and Resolution

CAR SG 1

Determine

Causes of Defects

CAR SG 2

Address

Causes of Defects

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Product

Development 1

Product

Development 2


Organizational

Support

Managing

Quantitatively

Managing

The Project

Improvement

Infrastructure

Performing the Work

(TS, PI, VER, VAL)

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Product

Development 2

PI

Product

Integration

VER

Verification

VAL

Validation

TS SG 1

Select

Product-Compo-

nent Solutions

TS SG 2

Develop the

Design

TS SG 3

Implement the

Product Design

TS

Technical

Solution

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Product

Development 2

TS

Technical

Solution

PI SG 1

Prepare for

Product

Integration

PI SG 2

Ensure Interface

Compatibiliy

PI SG 3

Assemble Product

Components and

Diliver the Product

VER

Verification

VAL

Validation

PI

Product

Integration

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Product

Development 2

TS

Technical

Solution

PI

Product

Integration

VER SG 1

Prepare for

Verification

VER SG 2

Perform Peer

Reviews

VER SG 3

Verify Selected

Work Products

VER

Verification

VAL

Validation

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Product

Development 2

TS

Technical

Solution

PI

Product

Integration

VAL SG 1

Prepare for

Validation

VAL SG 2

Validate Product

or Product

Components

VER

Verification

VAL

Validation

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Product

Development 1

Product

Development 2


Organizational

Support

Managing

Quantitatively

Managing

The Project

Improvement

Infrastructure

Enabling Improvement

of the Work

(OPF, OPD+IPPD, IPM+IPPD,

OID, OT)

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Improvement

Infrastructure

OPF

Organizational

Process Focus

OPD

Organizational

Process Definition

IPM

Integrated Project

Management

OID

Organizational

Innovation and

Deployment

OT

Organizational

Training

OPF SG 1

Determine

Proces-Improve-

ment Opportunities

OPF SG 2

Plan and Imple-

ment Process-

Improvements

OPF SG 3

Deploy Org. Proc.

Assets and Incorp.

Lessons Learned

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Improvement

Infrastructure

OPF

Organizational

Process Focus

OPD

Organizational

Process Definition

IPM

Integrated Project

Management

OID

Organizational

Innovation and

Deployment

OT

Organizational

Training

OPD SG 1

Establish

Organizational

Process Assets

OPD SG 2 (IPPD)

Enable IPPD

Management

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Improvement

Infrastructure

OPF

Organizational

Process Focus

OPD

Organizational

Process Definition

IPM

Integrated Project

Management

OID

Organizational

Innovation and

Deployment

OT

Organizational

Training

IPM SG 1

Use the Project's

Defined Process

IPM SG 2

Coordinate and Col-

laborate with Rele-

vant Stakeholders

IPM SG 3 (IPPD)

Apply IPPD

Principles

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Improvement

Infrastructure

OPF

Organizational

Process Focus

OPD

Organizational

Process Definition

IPM

Integrated Project

Management

OID

Organizational

Innovation and

Deployment

OT

Organizational

Training

OID SG 1

Select

Improvements

OID SG 2

Deploy

Improvements

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Improvement

Infrastructure

OPF

Organizational

Process Focus

OPD

Organizational

Process Definition

IPM

Integrated Project

Management

OID

Organizational

Innovation and

Deployment

OT

Organizational

Training

OT SG 1

Establish an

Organizational

Training Capability

OT SG 2

Provide

Necessary

Training

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Product

Development 1

Product

Development 2


Organizational

Support

Managing

The Project

Improvement

Infrastructure

Managing

Quantitatively

Adding Quantitative

Management Capability

to Other Management

Approaches

(OPP, QPM)

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Managing

Quantitatively

OPP

Organizational

Process

Performance

QPM

Quantitative

Project

Management

OPP SG 1

Establish Perfor-

mance Baselines

and Models

QPM SG 1

Quantitatively

Manage the

Project

QPM SG 2

Statistically Man-

age Subprocess

Performance

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MLx Process

management

Project

management Engineering Support

ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Maturity Levels vs. PA Categories

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MLx Process

management

Project


ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Course Agenda Module 03 / Engineering - Requirements Engineering (REQM, RD)

- Building the Product (TS, PI)

- Quality in Engineering (VAL, VER)

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MLx Process

management

Project


ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Course Agenda Module 04 / Basic Project Management - Project Planning (PP)

- Project Montoring and Control (PMC)

- Supplier Aggrement Management (SAM)

M02/GO/v1.2 93 of 107

MLx Process

management

Project


ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Course Agenda Module 05 / Basic Support - Configuration Management (CM)

- Measurement and Analysis (MA)

- Process and Product Quality Ass. (PPQA)

M02/GO/v1.2 94 of 107

MLx Process

management

Project


ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Course Agenda Module 06 / Organizational Support - Organizational Process Definition (OPD)

- Organizational Process Focus (OPF)

- Organizational Training (OT)

- OPD + IPPD Principles

M02/GO/v1.2 95 of 107

MLx Process

management

Project


ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Course Agenda Module 07 / Advanced Project Manag. - Risk Management (RSKM)

- Integrated Project Management (IPM)

- IPM + IPPD Principles

M02/GO/v1.2 96 of 107

MLx Process

management

Project


ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Course Agenda Module 08 / Progressive Support - Decision Analaysis and Resolution (DAR)

- Causal Analaysis and Resolution (CAR)

M02/GO/v1.2 97 of 107

MLx Process

management

Project


ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Course Agenda Module 09 / Quantitative Management - Organizational Process Performance (OPP)

- Quantitative Project Management (QPM)

- Organizational Innovation and Depl. (OID)

M02/GO/v1.2 98 of 107

MLx Process

management

Project


ML5 OID CAR

ML4 OPP QPM

ML3 OPF

OPD+IPPD

OT

IPM+IPPD

RSKM

RD

TS

PI

VAL

VER

DAR

ML2 PP

PMC

SAM

REQM

CM

MA

PPQA

ML1

Course Agenda Module 10 / Generic Goals and Pract. - Generic Goals GGs 1-5

- Generic Practices GPs

- Relationships between PAs

M02/GO/v1.2 99 of 107

Summary






Process Model

CMMI

CMMI Architecture

CMMI Additions and Disciplines

M02/GO/v1.2 100 of 107

Summary






Classification of Components

Process Area

CMMI Process Areas

General Structure of Process Areas

Supporting Informative Components

M02/GO/v1.2 101 of 107

Summary






Continuous Representation

CL1-CL5

Staged Representation

ML1-ML5

M02/GO/v1.2 102 of 107

Summary






Process Institutionalization

Generic Goals

Generic Practices

M02/GO/v1.2 103 of 107

Summary






Project and Organizational Support

Managing The Project

Product Development 1, Product Development 2

Managing Quantitatively

Improvement Infrastructure

M02/GO/v1.2 104 of 107

References

• CMMI® (Capability Maturity Model Integration) for

Development Version 1.2, (CMU/SEI-2006-TR-

008), Carnegie Mellon Software Engineering

Institute, USA, August 2006

• Introduction to CMMI for Development Version

1.2,Training Workbook, Carnegie Mellon Software

Engineering Institute, USA, 2006

M02/GO/v1.2 105 of 107

Questions

?

M02/GO/v1.2 106 of 107

Review Questions - 1

1. What is a process?

2. What is a process model?

3. Is the CMMI a process or a process model?

4. The CMMI specifies (check all that apply)

– __ What to do

– __ How to do it

– __ Who does it

– __ When they do it

5. The CMMI has the ___________ representation and

the ____________ representation.

6. The CMMI is composed of 22

_____________________.

M02/GO/v1.2 107 of 107

Review Questions - 2

7. Each process area has the following components in it’s

structure – ___________________

– ___________________

– ___________________

– ___________________

– ___________________

– ___________________

– ___________________

– ___________________

– ___________________

– ___________________

8. And the following supporting components: – ___________________

– ___________________

– ___________________

– ___________________

M02/GO/v1.2

A Global Overview of The

Structure

CMMI for Development V.1.2

Module 2

A Global Overview of The Structure€¦ · •CMMI for Development (CMMI-DEV) –covers the...

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