Capability Maturity Model
Integration (CMMISM)
Bojana Milašinović
bojana@rti7020.etf.bg.ac.yu
Miodrag Ivanović
imiodrag@gmail.com
Veljko Milutinović
vm@etf.etf.bg.ac.yu
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Introduction
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History of CMMI
1987
1991
First CMM
Published
1993
1995
1997
2002
CMMI-SE/SW
Version 1.0
Published
SW-CMM v1.1
Published
Model Refined
and Published as
SW-CMM v1.0
2000
CMMI Initiative
Launched
CMMI-SE/SW/IPPD/A
Version 1.1
Published
Software Acquisition (SA-CMM),
Systems Engineering (SE-CMM),
Integrated Product Development (IPD-CMM),
Organizational Workforce Capability Development (People CMM)
Developed
Buchholtz & Cordes
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About CMMI Models
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Why should we care?
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About CMMI Models
 Purpose:
“The purpose of CMM Integration is
to provide guidance for
improving organization’s processes and
your ability to manage the development, acquisition, and
maintenance of products or services.”
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Selecting a CMMI Model
 Multiple models available
 Choosing the model that best fits
your organization's needs
 Representations:
 Continuous
 Staged
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CMMI Model Representations
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Continuous Representations
 Select the order of improvement that best meets the
organization’s business objectives
 Comparison across and among organization on a
process area
 Easy migration from electronic industries alliance
interim standard (EIA/IS) 731 to CMMI
 Easy comparison of process improvement to
international organization for standardization and
international Electrotechnical commission (ISO/IEC)
15504
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Staged Representation
 Providing sequence of improvements
 Permit comparisons across and
among organizations
 Easy migration from the SW-CMM to
CMMI
 Single rating that summarizes
appraisal results
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Which Integrated Model To Choose?
 Four bodies of knowledge for
selecting a CMMI model:
 Systems engineering
 Software engineering
 Integrated product and process
development
 Supplier sourcing
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Systems Engineering
 Development of total systems
 Focus on transforming customers needs
into product solutions
 Supporting these product solutions
throughout the life of the product
 Models of systems engineering:




Process management
Project management
Support
Engineering process areas
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Software Engineering
 Covers the development of software
systems
 Focus on:
Applying systematic, disciplined, and
quantifiable approaches to development
 Operation
 Maintenance of software

 Models of software engineering:




Process management
Project management
Support
Engineering process areas
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Integrated Product and
Process Development
 Systematic approach to better satisfy
customer needs
 Processes to support the IPPD approach are
integrated with the other processes in the
organization
 Models of IPPD:




Process management
Project management
Support
Engineering process areas
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Supplier Sourcing
 Use suppliers needed by the project
when work efforts become more
complex
 Models of supplier sourcing:




Process management
Project management
Support
Engineering process areas
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A Recommendation
 Select both systems and software
engineering
 Based on the fact that only distinction
between the models is the type of
discipline amplifications included
 Otherwise models are exactly the
same
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Maturity Levels
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Capability Levels
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Comparison of Representations

Staged

Continuous
Process improvement is
measured using maturity
levels.
Process improvement is
measured using capability
levels.
Maturity level is the
degree of process
improvement across a
predefined set of process
areas.
Capability level is the
achievement of process
improvement within an
individual process area.
Organizational maturity
pertains to the “maturity”
of a set of processes
across an organization
Process area capability
pertains to the “maturity” of
a particular process across
an organization.
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Advantages of Each Representation
 Staged
 Provides a roadmap for implementing
 groups of process areas
 sequencing of implementation
 Familiar structure for those transitioning from the
Software CMM
 Continuous
 Provides maximum flexibility for focusing on specific
process areas according to business goals and objectives
 Familiar structure for those transitioning from EIA 731
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Summary
 There is one CMMI Model with two
representations, Staged and Continuous
 The material in both representations is the
same just organized differently
 Each representation provides different ways
of implementing processes
 Equivalent Staging provides a mechanism for
relating Maturity Levels to Capability Levels
 The CMMI model should be applied using
intelligence, common sense, and professional
judgment
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Model Components
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CMMI Levels
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Level Requirements
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Level Requirements
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Continuous Representation
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CMMI Process Areas Categories
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CMMI Model Components
Staged Representation
Maturity Levels
Process Area 1
Process Area 2
Specific Goals
Specific Practices
Commitment
to Perform
Process Area n
Generic Goals
Ability
Directing
Verifying
to Perform Implementation Implementation
Generic Practices
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Maturity Levels
 Provides a way to predict the future
performance of an organization within
a given discipline or set of disciplines
 In CMMI models, there are five
maturity levels:
1.Initial
2.Managed
3.Defined
4.Quantitatively managed
5.Optimizing
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Maturity Level Details
 Consist of a predefined set of process
areas
 Measured by the achievement of the
specific and generic goals
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Maturity Level Details
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Equivalent Staging
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Maturity Level 1: Initial
 Processes are usually ad hoc and chaotic
 Organization usually does not provide a
stable environment
 Maturity level organizations often produce
products and services that work
 Maturity level organizations are
characterized by:
 Tendency to over commit
 Abandon processes in the time of the crisis
 Not be able to repeat their past successes
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Maturity Level 2: Managed
 Organization has achieved all the
specific and generic goals
 Projects of the organization have
ensured that:
 Requirements are managed
 Processes are planned
 Performed, measured, and controlled
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Maturity Level 2: Managed
Process Areas
 REQUIREMENTS MANAGEMENT
The purpose of Requirements Management (REQM) is to manage the
requirements of the project’s products and product components and to
identify inconsistencies between those requirements and the project’s
plans and work products.
 PROJECT PLANNING
The purpose of Project Planning (PP) is to establish and maintain plans
that define project activities.
 PROJECT MONITORING AND CONTROL
The purpose
of Project Monitoring and Control (PMC) is to provide an understanding
of the project’s progress so that appropriate corrective actions can be
taken when the project’s performance deviates significantly from the
plan.
 SUPPLIER AGREEMENT MANAGEMENT
The purpose of Supplier Agreement Management (SAM) is to manage
the acquisition of products from suppliers.
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Maturity Level 2: Managed
Process Areas
 MEASUREMENT AND ANALYSIS
The purpose of Measurement and Analysis (MA) is to develop and
sustain a measurement capability that is used to support management
information needs.
 PROCESS AND PRODUCT QUALITY ASSURANCE
The purpose of Process and Product Quality Assurance (PPQA) is to
provide staff and management with objective insight into processes
and associated work products.
 CONFIGURATION MANAGEMENT
The purpose of Configuration Management (CM) is to establish and
maintain the integrity of work products using configuration
identification, configuration control, configuration status accounting,
and configuration audits.
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Maturity Level 3: Defined
 Processes are well characterized, and
understood, are described in
standards, procedures, tools and
methods
 The organizations set of standard
processes, is established and
improved over time
 Establishing consistency across the
organization
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Maturity Level 3: Defined
Process Areas
 REQUIREMENTS DEVELOPMENT
The purpose of Requirements Development (RD) is to produce and
analyze customer, product, and product component requirements.
 TECHNICAL SOLUTION
The purpose of Technical Solution (TS) is to design, develop, and
implement solutions to requirements. Solutions, designs, and
implementations encompass products, product components, and
product-related lifecycle processes either singly or in combination as
appropriate.
 PRODUCT INTEGRATION
The purpose of Product Integration (PI) is to assemble the product
from the product components, ensure that the product, as integrated,
functions properly, and deliver the product.
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Maturity Level 3: Defined
Process Areas
 VERIFICATION
The purpose of Verification (VER) is to ensure that selected work
products meet their specified requirements.
 VALIDATION
The purpose of Validation (VAL) is to demonstrate that a product or
product component fulfills its intended use when placed in its intended
environment.
 ORGANIZATIONAL PROCESS FOCUS
The purpose of Organizational Process Focus (OPF) is to plan,
implement, and deploy organizational process improvements based on
a thorough understanding of the current strengths and weaknesses of
the organization’s processes and process assets.
 ORGANIZATIONAL TRAINING
The purpose of Organizational Training (OT) is to develop the skills and
knowledge of people so they can perform their roles effectively and
efficiently.
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Maturity Level 3: Defined
Process Areas

ORGANIZATIONAL PROCESS DEFINITION +IPPD
The purpose of Organizational Process Definition (OPD) is to establish and
maintain a usable set of organizational process assets and work environment
standards.

IPPD Addition
For IPPD, Organizational Process Definition +IPPD also covers the establishment
of organizational rules and guidelines that enable conducting work using
integrated teams.

INTEGRATED PROJECT MANAGEMENT +IPPD
The purpose of Integrated Project Management (IPM) is to establish and manage
the project and the involvement of the relevant stakeholders according to an
integrated and defined process that is tailored from the organization’s set of
standard processes.

IPPD Addition
For IPPD, Integrated Project Management +IPPD also covers the establishment of
a shared vision for the project and the establishment of integrated teams that
will carry out objectives of the project.
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Maturity Level 3: Defined
Process Areas

RISK MANAGEMENT
The purpose of Risk Management (RSKM) is to identify potential problems before they occur so
that risk-handling activities can be planned and invoked as needed across the life of the
product or project to mitigate adverse impacts on achieving objectives.

DECISION ANALYSIS AND RESOLUTION
The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a
formal evaluation process that evaluates identified alternatives against established criteria.

INTEGRATED TEAMING
The purpose of Integrated Teaming is to form and sustain an integrated team for the
development of work products.

INTEGRATED SUPPLIER MANAGEMENT
The purpose of Integrated Supplier Management is to proactively identify sources of products
that may be used to satisfy the project’s requirements and to manage selected suppliers while
maintaining a cooperative project-supplier relationship.

ORGANIZATIONAL ENVIRONMENT FOR INTEGRATION
The purpose of Organizational Environment for Integration is to provide an Integrated Product
and Process Development (IPPD) infrastructure and manage people for integration.
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Maturity Level 4: Quantitatively Managed
 Subprocesses are selected that significantly contribute
to overall process performance
 As criteria in managing process the quantitative
objects for quality are established
 Quantitative objectives are based on:
 Needs of a customer
 End users
 Organization
 Process implements
 For these processes, detailed measures of process
performance are collected and statistically analyzed
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Maturity Level 4: Quantitatively Managed
Process Areas
 ORGANIZATIONAL PROCESS PERFORMANCE
The purpose of Organizational Process Performance (OPP) is to
establish and maintain a quantitative understanding of the
performance of the organization’s set of standard processes in support
of quality and process-performance objectives, and to provide the
process-performance data, baselines, and models to quantitatively
manage the organization’s projects.
 QUANTITATIVE PROJECT MANAGEMENT
The purpose of Quantitative Project Management (QPM) is to
quantitatively manage the project’s defined process to achieve the
project’s established quality and process-performance objectives.
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Maturity Level 5: Optimizing
 Focuses on continually improving
process performance through:
 Incremental technological improvements
 Innovative technological improvements
 Both processes are the organization’s
set of measurable improvement
activities
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Maturity Level 5: Optimizing
Process Areas
 ORGANIZATIONAL INNOVATION AND
DEPLOYMENT
The purpose of Organizational Innovation and Deployment (OID) is to
select and deploy incremental and innovative improvements that
measurably improve the organization’s processes and technologies.
The improvements support the organization’s quality and processperformance objectives as derived from the organization’s business
objectives.
 CAUSAL ANALYSIS AND RESOLUTION
The purpose of Causal Analysis and Resolution (CAR) is to identify
causes of defects and other problems and take action to prevent them
from occurring in the future.
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Skipping Maturity Levels
 Through staged representations an
organization should evolve to
establish a culture of excellence
 Each maturity level forms a necessary
foundation on which to build the next
level
 Trying to skip maturity level is usually
counterproductive
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Required, Expected, and
Informative Components
 The components of CMMI model are grouped into
these three categories :
1. Required:
 Specific and generic goals
 Must be achieved by an organization’s planned and
implemented process
 Essential to rating the achievement of a process area
 Only the statement of the specific or generic goal is a
required model component
 The title of a specific or generic goal and any other
notes are considered informative model components
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Required, Expected, and
Informative Components
2. Expected:
 Specific and generic practices
 Describe what an organization will typically
implement to achieve a required components
 Only the statement of the practice is a expected
model component
 The title of a practice and any notes associated
with the practice are considered informative
model components
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Required, Expected, and
Informative Components
3. Informative:








Subpractices
Typical work products
Discipline amplifications
Generic practice elaborations
Goal and practice titles
Goal and practice notes
Referrers
Provide details that help model users get started
in thinking about how to approach goals and
practices
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Model Components
 Process areas
 Cluster of related practices in an area
 When performed collectively, satisfy a set of goals
considered important for improvement in that area
 Specific goals
 Apply to a process area and address the unique
characteristics
 Describe what must be implemented to satisfy the
process area
 Specific practices
 Activity that is considered important in achieving
the associated specific goal
 Describe the activities expected to result in
achievement of the specific goals of a process area
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Model Components
 Common features
 Organize the generic practices of each process
area
 Commitment to perform (CO)
 Ability to perform (AB)
 Directing implementation (DI)
 Verifying implementation (VE)
 Typical work products
 Provides example outputs from a specific or
generic practice
 Subpractices
 Detailed description that provide guidance for
interpreting specific or generic practices
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Model Components
 Discipline amplifications
 Contain information relevant to a particular
discipline
 Associated with specific practices
 Generic goals
 Used in appraisals to determine whether a
process area is satisfied
 Generic practices
 Provide institutionalization to ensure that the
processes associated with the process area will
be effective, repeatable and lasting
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Model Components
 Generic practice elaborations
 Appear in each process area to provide
guidance on how the generic practices
should uniquely be applied to the
process area
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Specific Practices vs. Generic Practices
 Apply to a single process area
 Describe activities that
implement the process area
 Example – Requirements Mgmt.
 Apply to all process areas
 Describe activities that
institutionalize the process areas
 SG 1 Manage Requirements
SP 1.1 Obtain an Understanding of
Requirements
SP 1.2 Obtain Commitment to
Requirements
SP 1.3 Manage Requirements
Changes
SP 1.4 Maintain Bidirectional
Traceability of Requirements
SP 1.5 Identify Inconsistencies
between Project Work and
Requirements
 GG 2 Institutionalize a Managed Process
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant
Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level
Management
 GG 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information
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Model Terminology
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Terminology Evolution
 In any CMMI model, the terminology
used and how it is defined are
important for understanding the
content
 When developing the CMMI model,
the Product Team started with the
terminology used in the source model
 Terminology is not consistent
 Some terms were abandoned
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Common Terminology with
Special Meaning
 Adequate, Appropriate, As Needed


Words used to interpret goals and practices in light of
organization’s business objectives
Establish and Maintain

This phrase connotes a meaning beyond the component
terms; it includes documentation and usage
 Customer

Party (individual, project, or organization) responsible for
accepting the product or for authorizing payment
 Stakeholder

Group or individual that is affected by or in some way
accountable for the outcome of an undertaking
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Common Terminology with
Special Meaning
 Relevant Stakeholder
 The term used to designate a stakeholder that is
identified for involvement in specific activities
and is included in an appropriate plan
 Manager
 Refers to a person who provides technical and
administrative directions
 Control to those performing tasks or activities
 Project Manager
 Person responsible for planning, directing,
controlling, structuring, and motivating the
project
 Responsible for satisfying the customer
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Common Terminology with
Special Meaning
 Senior Manager
 Refers to a management role at a high enough
level in an organization
 Primary focus of the person filling
 The role is the long-term vitality of the
organization, rather than short-term project and
concerns and pressures
 Shared Vision
 Common understanding of guiding principles
 Includes mission, objectives, expected behavior,
values, and final outcomes developed and used
by the group, such as organization, project or
team
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Common Terminology with
Special Meaning
 Organization
 Typically an administrative structure in which people
collectively manage one or more projects as a whole,
and whose projects share a senior manager and
operate under the same policies
 Enterprise
 “Enterprise” illustrates the larger entity not always
reached by the word “organization”
 Development
 Implies not only development activities, but also
maintenance activities
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Common Terminology with
Special Meaning
 Discipline
 Refers to the bodies of knowledge available when
selecting a CMMI model
 Project
 Managed set of interrelated resources that delivers
one or more products to a customer or end user
 Product
 Mean any tangible output that is a result of a process
 It is intended for delivery to an customer or end user
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Common Terminology with
Special Meaning
 Work Product
 Mean any artifact produced by a process
 These artifacts include files, documents, parts of the
product, services, processes, specifications, and
invoices
 Product Component
 Any work product that must be engineered
(requirements defined and designs developed and
implemented) to achieve the intended use of the
product throughout its life
 Appraisal
 Examination of one or more processes by a trained
team of professionals
 Usage of appraisal reference model as the basis for
determining strengths and weakness
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Common Terminology with
Special Meaning

Tailoring Guidelines
 Tailoring a process makes, alters, or adapts the
process description for a particular end
 Used to enable organizations to implement standard
processes appropriately in their projects
 Tailoring guidelines cover




Selecting a standard process
Selecting an approved life-cycle model
Tailoring the selected standard process and life-cycle
model to fit project needs
Verification
 Confirms that work products properly reflect the
requirements specified to them
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Common Terminology with
Special Meaning
 Validation
 Confirms that the product, as provided, will fulfill
its intended use
 Quality and Process-Performance Objectives
 Covers objectives and requirements for product
quality, service quality, and process performance
 Standard
 Refers to the formal mandatory requirements
developed and used to prescribe consistent
approaches to development
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CMMI-Specific Terminology
 CMMI Product Suite
 Complete set of products developed
around the CMMI concept
 CMMI Framework
 Basic structure that organizes CMMI
components
 Enables new discipline to be added to
CMMI so that the new discipline will
integrate with the existing one
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CMMI-Specific Terminology
 CMMI Model
 Refers to one, some, or entire collection of
possible models that can be generated from the
CMMI Framework
 Peer Review
 Review of work products performed by peers
during development of the work products to
identify defects for removal
 Organization’s Set of Standard Processes
 Contains the definitions of the processes that
guide all activities in an organization
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CMMI-Specific Terminology
 Process
 Consists of activities that can be recognized as
implementations of practices in a CMMI model
 Managed Process
 Performed process that is planned and executed
in accordance with policy
 Defined Process
 Managed process tailored from the
organization’s set of standards processes
according to the organization’s tailoring
guidelines
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CMMI-Specific Terminology
 Organizational Process Assets
 Artifacts that relate to describing, implementing,
and improving processes
 Include the following:
 Organization’s set of standard processes,
including the process architectures and process
elements
 Descriptions of life-cycle models approved for
use
 Guidelines and criteria for tailoring the
organization’s set of standard processes
 Organization’s measurement repository
 Organization’s process asset library
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CMMI-Specific Terminology
 Process Architectures
 Describes the ordering, interfaces,
interdependencies, and other
relationships among the process
elements in a standard process
 Product Life Cycle
 Period of time, consisting of phases, that
begins when a product is conceived and
ends when the product is no longer
available for use
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CMMI-Specific Terminology
 Organization’s Measurement Repository
 Repository used to collect and make available
measurement data on processes and work products
 Organization’s Process Asset Library
 Library of information used to store and make
available process assets that are potentially useful to
those who are defining, implementing, and managing
processes in the organization
 Document
 Collection of data, regardless of the medium on which
it is recorded, that generally has permanence of the
medium on which it is recorded, that generally has
permanence and can be read by humans or machines
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Part 4
Common Features, Generic Goals, and
Generic Practices
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Part 4
Characteristics of Institutionalization
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Critical aspect of process improvement; important concept
within each maturity level
Managed process is institutionalized by doing the following:
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Adhering to organizational policies
Following established plans and process descriptions
Providing adequate resources (including funding, people, and
tools)
Assigning responsibility and authority for performing the
process
Training the people performing and supporting the process
Placing designated work products under appropriate levels of
configuration management
Identifying and involving relevant stakeholders
Monitoring and controlling the performance pf the process
against the plans for performing the process and taking
corrective actions
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Part 4
Characteristics of Institutionalization
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Defined process is institutionalized by doing the following:
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Objectively evaluating the process, its work products, and its services
for adherence to the process descriptions, objectives, and standards,
and addressing noncompliance
Reviewing the activities, status, and results of the process with higher
level management, and taking corrective action
Addressing the items that institutionalize a managed process
Establishing the description of the defined process for the project or
organizational unit
Collecting work products, measures, and improvement information
derived from planning and performing the defined process
Quantitatively managed process is institutionalized by doing the
following:
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Addressing the items that institutionalize a defined process
Controlling the process using statistical and other quantitative
techniques such as product quality, service quality, and process
performance
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Part 4
Characteristics of Institutionalization
 Optimizing process is institutionalized
by doing the following:
 Addressing the items that institutionalize
a quantitatively managed process
 Improving the process based on an
understanding of the common causes;
process focuses on continually improving
the range of process performance
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Part 4
Generic Goals
 In staged representation, every process area has only
one generic goal
 Generic goal describes what institutionalization must
be achieved to satisfy a process area
 Each process area at maturity level 2 contains the
following generic goal
GG 2 Institutionalize a managed process ( the
process is institutionalized as a managed
process)
GG 3 Institutionalize a defined process ( the
process is institutionalized as a defined process)
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Part 4
Common Features
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Predefined attributes that group generic practices into
categories
Model components not rated in any way
There are four common features in CMMI model:
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Commitment to perform – groups the generic practices related
to creating policies and securing sponsorship
Ability to perform – groups the generic practices related to
ensuring that the project and/or organization has the
resources it needs
Directing implementation - groups the generic practices
related to managing the performance of the process,
managing the integrity of its work products, and involving
relevant stakeholders
Verifying implementation - groups the generic practices related
to review by higher level management and objective
evaluation of conformance to process descriptions, procedures,
and standards
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Part 4
Generic Practices Listed by
Common Feature
 Common features categories:
 Commitment to perform:
GP 2.1 Establish and organizational policy
 Ability to perform:
GP 2.2 Plan the process
GP 2.3 Provide resources
GP 2.4 Assign responsibility
GP 2.5 Train people
GP 3.1 Establish a defined process
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Part 4
Generic Practices Listed by
Common Feature
 Directing implementation
GP 2.6 Manage configurations
GP 2.7 Identify and involve relevant stakeholders
GP 2.8 Monitor and control the process
GP 3.2 Collect improvement information
 Verifying implementation
GP 2.9 Objectively evaluate adherence
GP 2.10 Review status with higher level
management
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Part 5
Framework Interactions
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Part 5
Four Categories of CMMI Process Areas
1.Process Management process areas
contain the cross-project activities related
to defining, planning, resourcing,
deploying, implementing, monitoring,
controlling, appraising, measuring, and
improving processes.
2.Project Management process areas cover
the project management activities related
to planning, and controlling the project.
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Part 5
Four Categories of CMMI Process Areas
3. Engineering process areas cover the
development and maintenance
activities that are shared across
engineering disciplines.
4. Support process areas cover the
activities that support product
development and maintenance.
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Part 6
Using CMMI Models
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Part 6
Using CMMI Models
 Interpreting CMMI Models
 Every CMMI model provides a set of
publicly available criteria describing the
characteristics of organizations that have
successfully implemented process
improvement
 These criteria can be used by
organizations to improve their processes
for developing, acquiring, and
maintaining products and services
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Part 6
Appraisal and Benchmarking
 Process appraisals focus on identifying
improvement opportunities
 The appraisal principles for CMMI model:
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Senior-management sponsorship
A focus on the organization’s business objectives
Confidentiality for interviewees
Use of a documented appraisal method
Use of a process reference model as a base
A collaborative team approach
A focus on actions for process improvement
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Part 6
Appraisal Requirements for CMMI
(ARC)
 Contains a set of criteria for
developing, defining, and using
appraisal methods based on CMMI
products
 Provides requirements for multiple
types of appraisal methods
 ARC document uses the CMMI models
as its associated reference models
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Part 6
ISO/IEC 15504 Compatibility and
Conformance
 The CMMI Product Suite was designed
to achieve ISO/IEC 15504
compatibility and conformance
 There are two aspects of
conformance:
 Model compatibility
 Appraisal conformance
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Part 6
Making the Transition to CMMI
 Describing three transition scenarios:
 First two assume the organization has
already begun its improvement efforts
using either the Software CMM or the
EIA/IS 731
 Third scenario assumes that the
organization has not used a particular
reference model for current improvement
efforts
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Part 6
Organizations with Software CMM
Experience
 Organizations initially making the transition
to CMMI:
 Seeking to update their process-improvement
efforts to incorporate the improvements
 Gain the additional breadth of coverage afforded
in CMMI models
 Organizations that have achieved a high
level of maturity:
 Wish to make the transition more quickly
 Taking advantage of the additional coverage
described in CMMI model
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Part 6
Organizations with EIA/IS 7 31 Experience
 Involves some reorganization of
specific practices under specific goals
and process areas
 The addition of informative materials
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Part 6
Organizations New to CMM-Type Models
 Assumed to be in one of two categories:
 May have undertaken process-improvement
efforts under other quality initiatives (ISO 9000,
Malcolm Baldrige)
 May be considering such efforts because of the
mounting evidence of business value resulting
from such a commitment
 May approach improvement by using either
a continuous or staged representation
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Part 6
Training
 Key element in the ability of
organizations to adopt CMMI
 Key part of the product suite
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Part 6
Tailoring Perspectives
 Tailoring - process whereby only a
subset of a model is used to suit the
needs of a specific domain of
application
 Involves the selection of options for
use in an appraisal
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Part 6
Model Tailoring Perspectives
 Viewed from two perspectives:
 Related to use of a model for process
improvement
 Focus on identifying the process areas and
practices that support an organization’s
business needs and objectives
 Related to use of a model for benchmarking
 Process areas, in some circumstances, may be
determined to be “not applicable” if the process
area is outside of the organization’s scope of
work
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Part 6
Model Tailoring for Smaller Projects
 High-level plan is typically available
that has been developed for a group
of projects
 Defines the organization, resources,
training, management participations,
and quality assurance reporting
descriptions for all projects
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Conclusion
CMMI Benefits
 CMMI product users can expect to:
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Efficiently and effectively improve
and assess multiple disciplines
across their organization
Reduce costs (including training)
associated with improving and
assessing processes
Deploy a common, integrated
vision of process improvement that
can be used
as a basis for enterprise-wide
process improvement efforts.
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Conclusion
The promise...
 CMMI team is working to
assure the CMMI Product
Suite addresses needs of
software and systems
engineering communities
of practice
 Use of an integrated
model to guide enterprise
process improvement
promises to be one of the
more sustainable &
profitable initiatives that
any organization might
pursue
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Literature

CMMISM for Systems Engineering,
Software Engineering, Integrated
Process Development, and Supplier
Sourcing
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Generic Practices
CMMI Overview
Measurement within the CMMI
Why should you Care about CMMI?
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