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Best practices Address development activities applied to

products and services

Cover product life cycle from conception through delivery and maintenance

The emphasis is on the work necessary to build

and maintain the total product

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CMMI

does not specify that

a project or organization must follow a particular process flow

a certain number of products be developed per day

specific performance targets be achieve

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CMMI

does specify that a project or

organization should have processes that address development related practices

To

determine whether these processes are

in place, a project or organization maps its processes to the process areas in this model

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Contains 16 1 5

22 process areas

core process areas

shared process area specific process areas,

Requirement Development Technical Solution Product Integration Verification Validation

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A cluster of related practices in an area that, when implemented collectively, satisfies a set of goals considered important for making improvement in that area
CMMI-DEV v1.3 Glossary

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Technical Solution Validation Verification

Project Planning Requirement Management Project Monitoring & Control

Decision Analysis & Resolution

Organizational Process Definition Organizational Process Focus Organizational Training Quantitative Project Management Organization Process Performance Causal Analysis & Resolution
Organizational Performance Management

Configuration Management
Process & Product Quality Assurance Measurement & Analysis Supplier Agreement Management Integrated Project Management Requirements Development Product Integration Risk Management

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Essential

to achieving process improvement

in a process area
Must

be visibly implemented in organization

process
Are

generic goals (GG) and specific goals

(SG)

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Describes

activities important in achieving

required components
Are

specific practices (SP) and generic be present in the organization process

practices (GP)
Must

as described, or acceptable alternatives, to consider the related goal satisfied

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Help

model users understand required and

expected components

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Process

institutionalization implies that the

process ingrained in the way the work is performed and there is a commitment and consistency to performing the process.

An

institutionalized process is more likely to

be retained during times of stress.

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GG

1: Achieve Specific Goals

A performed process is a process that accomplishes the work necessary to satisfy the specific goals of a process area

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GG 2: Institutionalize a Managed Process

A managed process is

a performed process;

planned and executed in accordance with policy;

employs skilled people; produce controlled outputs;

monitored, controlled, and reviewed;

evaluated for adherence to its process description.

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GG 3: Institutionalize a Defined Process

a managed process

A defined process is

tailored from the organizations set of standard

processes according to the organizations tailoring guidelines;

has a maintained process description; contributes process related experiences to the organizational process assets.

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An

incomplete process is a process that

either is not performed or is partially performed. One or more of the specific goals of the process area are not satisfied and no generic goals exist for this level

since there is no reason to institutionalize a

partially performed process.

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performed process is a process that

accomplishes the needed work to produce work products; the specific goals of the process area are satisfied
Although

CL 1 results in important

improvements, those improvements can be

lost over time if they are not institutionalized

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A managed process is a performed process

that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description

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defined process is a managed process

that is tailored from the organizations set of standard processes according to the organizations tailoring guidelines; has a maintained process description; and

contributes process related experiences to

the organizational process assets

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Processes are usually ad hoc and chaotic

Organization does not provide a stable environment to support processes

Success depends on the competence of the

people and not on the use of proven processes producing products and services that work, but frequently exceeding the budget and schedule documented in their plans

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the projects have ensured that processes are

planned and executed in accordance with policy; the projects employ skilled people who have adequate resources to produce controlled outputs; involve relevant stakeholders; are monitored, controlled, and reviewed; and are evaluated for adherence to their process descriptions

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The organizations set of standard processes is

established and improved over time. These standard processes are used to establish consistency across the organization. Projects establish their defined processes by tailoring the organizations set of standard processes according to tailoring guidelines

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The organization and projects establish quantitative

objectives for quality and process performance and use them as criteria in managing projects.

Quantitative objectives are based on the needs of

the customer, end users, organization, and process implementers.

Quality and process performance is understood in

statistical terms and managed throughout the life of projects

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An organization continually improves its

processes based on a quantitative understanding of its business objectives and performance needs

The organization uses a quantitative approach to understand the variation inherent in the process and the causes of process outcomes

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1)
2) 3) 4)

Process Management
Project Management Engineering Support

High Maturity Process Areas

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Organizational
Organizational Organizational Organizational Organizational

Process Definition
Process Focus Performance Management Process Performance Training

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Integrated
Project Project

Project Management

Monitoring and Control Planning Project Management Management

Quantitative

Requirements

Risk

Management
Agreement Management

Supplier

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Product

Integration
Development

Requirements Technical Validation Verification

Solution

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Causal

Analysis and Resolution

Management

Configuration Decision

Analysis and Resolution and Analysis

Measurement Process

and Product Quality Assurance

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Organizational Process Performance

Quantitative Project Management Organizational Performance Management

Causal Analysis and Resolution

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