7. Capability Maturity Model Integration (CMMI) - tud.ttu.ee

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CMMI Model RepresentationsStagedContinuousML5ML4ML3ML2ML 1OrganizationCapability0 1 2 3 4 5PA PA PAProcess43CMMI Model Representations• The Continuous Representation– The continuous representation isbased on process capability—therange of expected results that canbe achieved by following aprocess.– Process improvement ismeasured in capability levels thatrelate to the achievement ofspecific and generic goals in eachprocess area.– The continuous representationprovides flexibility fororganizations to choose whichprocesses to emphasize forimprovement, as well as howmuch to improve each process.– It enables selection of the orderof process improvement that bestmeets the organization’s businessobjectives and that most mitigatesrisk.• The Staged Representation– The staged representation is based onorganizational maturity—the combinedcapabilities of a set of relatedprocesses.– Organizational improvement ismeasured in maturity levels.– This representation has arecommended order for approachingprocess improvement, beginning withbasic management practices andprogressing along a proven path.• Equivalent Staging– Sometimes it may be desirable toconvert an organization’s capabilitylevel achievements into a maturitylevel.– This conversion is made possible by“equivalent staging.”– The CMMI model includes rules fordetermining which capability levelsmust be satisfied in each process areato achieve each maturity level.4422
One Model, Two RepresentationsAppendixesMaturity Level 5OID, CARMaturity Level 4OPP, QPMMaturity Level 3REQD, TS, PI, VER,VAL, OPF, OPD, OT,IPM, RSKM, DARMaturity Level 2REQM, PP, PMC,SAM, MA, PPQA, CMOverviewIntroductionStructure of the ModelModel TerminologyMaturity Levels, Common Features, and Generic PracticesUnderstanding the ModelUsing the ModelCMMI-SE/SWStagedEngineeringREQM, REQD, TS,PI, VER, VALProject ManagementPP, PMC, SAMIPM, RSKM, QPMProcess ManagementOPF, OPD, OT,OPP, OIDAppendixesSupportCM, PPQA, MA,CAR, DAROverviewIntroduction Process ManagementStructure PAs of the ModelModel Terminology- Goals- PracticesCapability Levels and Generic Model ComponentsUnderstanding the ModelUsing the ModelCMMI-SE/SWContinuous45CMMI-SE/SW/IPPD/A - ContinuousCMMIProcessManagementProjectManagementEngineeringSupport• Organizational Process Focus• Organizational Process• Definition• Organizational Training• Organizational Process• Performance• Organizational Innovationand Deployment• Project Planning• Project Monitoring andControl• Supplier Agreement Mgmt.• Integrated Project Mgmt.• Risk Management• Quantitative Project Mgmt.• Requirements Management• Requirements Development• Technical Solution• Product Integration• Verification• Validation• Configuration Mgmt.• Process and ProductQuality Assurance• Measurement & Analysis• Decision Analysis andResolution• Causal Analysis andResolutionIPPDAcquisition• Organizational Environmentfor Integration• Integrated Team• Supplier Selection and Monitoring• Integrated Supplier Management• Quantitative Supplier Management4623
Page 3 and 4: The Frameworks Quagmire (present)PS
Page 7 and 8: CMM-i probleemid• Kosemudelil tug
Page 9 and 10: Process Improvement• The improvem
Page 11 and 12: Improvements from AdoptingSW-CMMPer
Page 13 and 14: Enhance customer satisfaction• Me
Page 15 and 16: Gain an industry-wide recognitionfo
Page 17 and 18: The CMMI Product Line ApproachSWIPP
Page 19 and 20: Systems Engineering CapabilityModel
Page 21: Supplier Sourcing (SS)• Project m
Page 25 and 26: ExpectedRequiredCMMI Model Structur
Page 27 and 28: Continuous Models• The generic pr
Page 29 and 30: CMMI Model Representations• The C
Page 31 and 32: Continuous Grouping -Process Manage
Page 33 and 34: CMMI Dimensions forMeasuring Improv
Page 35 and 36: Buildingcapability69Maturity Dimens
Page 37 and 38: Content of CMMIBuyer/Supplier Misma
Page 39 and 40: CMMI PAs in PSP and TSPLevel Focus
Page 41 and 42: Specific Goals - RequirementsManage
Page 43 and 44: Expected Materials• The only expe
Page 45 and 46: Specific Practices Associated withS
Page 47 and 48: CMMI Process AreasProcess Areas by
Page 49 and 50: CMMI as an Enterprise Process-Impro
Page 51 and 52: Process Management Process Areas101
Page 53 and 54: CMMI transition project: Schedule
Page 55 and 56: The IEEE/EIA 12207 Software LifeCyc
Page 57 and 58: CMMI SE/SW/IPPD/SS v1.1 StandardsM
Page 59 and 60: An Example - RequirementsDevelopmen
Page 61 and 62: An Example - RequirementsDevelopmen
Page 63 and 64: Strategy: Establish an Active Measu
Page 65 and 66: Sector Business CaseAdvantagesDoD C
Page 67 and 68: Joint Government / DoD Contractor
Page 69 and 70: SummaryCMMI aids organizations to

7. Capability Maturity Model Integration (CMMI) - tud.ttu.ee

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