Modified the purpose statement to emphasize deployment. Moved to a new SG3 and modified what were SP 2. Specific Practice 3. Moved what were SP 2. Added two new SPs: SP 3. Project plans are no longer mentioned in this SP statement. The description of bidirectional traceability is improved as is its definition in the glossary.
Former base practice Collect Stakeholder Needs is eliminated and former advanced practice, Elicit Needs is kept. Informative text is added to the introductory notes about applying RD to maintenance projects. Material from V1. The purpose of SAM was also updated. Notes were added to VAL to stress that validation activities are performed incrementally and involve relevant stakeholders. The phrase and identify issues was deleted from the statement of SP 2.
The phrase and identify corrective action was deleted from both the title and statement of SP 3. The major changes include.
Reduce Complexity -1 The requirement for instruments e. Only two types of objective evidence are now required:. Instantiation is now defined as the implementation of a model practice used in the appropriate context within the boundaries of an organizational unit.
The word instantiation for project and organizational-wide entities was replaced with project or support group. Process areas outside of the model scope are rated as Out of Scope. For example, for a maturity level 3 appraisal, maturity level 4 and 5 process areas are rated as Out of Scope.
For process areas that have insufficient data to be rated, the rating is Not Rated. Process areas in the model scope, but outside the organizational scope are rated as Not Applicable. Provide Additional Guidance Guidance for readiness reviews was revised to include team and logistical readiness. Additional guidance was provided for using virtual methods e. Additional guidance was provided for using alternative practices i.
The Conduct Appraisal Phase must now be complete within 90 days. Appraisal team members are now required to sign final findings. Refer to the MDD for details. Organizational sampling criteria and decisions e. Define Appraisal Validity Period V1. Strengthen Lead Appraiser Requirements Prior to conducting a v1. Current candidate and authorized lead appraisers and team leaders must complete CMMI v1. Those who want to conduct v1.
Certification requirements address the following:. CMMI v1. Examinations The construction and format of examinations have changed. For v1. Multiple Choice Examinations This new approach, using an item bank and multiple choice questions, allows multiple versions of examinations that can be constructed more easily:.
The sequence of multiple choice responses can vary from test to test. The order of questions can vary from test to test.
The selection of questions can vary from test to test, but cover the same categories. Acquisition Improvement is needed. Acquirers cannot ensure that mature processes are applied to their programs High. Guidebook Concept Provide a toolbox for the acquirer to aid in ensuring that the current project benefits from the application of mature processes.
Include practical guidance on how to recognize the real practitioners and identify the abusers Encourage the use of capability and maturity profiles, and discourage the use of the "single level" approach Improve acquisition organizations' understanding of the meaning of high maturity levels 4 and 5 and equivalent staging.
But what about the rest of the model? Some may wish a refresher Others may need the basics, as well as the changes These next charts attempt to fill the gaps.
Generic Practices GP 1. Understanding Levels Levels are used in CMMI to describe an evolutionary path for an organization that wants to improve the processes it uses to develop and maintain its products and services.
CMMI supports two improvement paths:. Defect prevention, proactive improvement, innovative technology insertion and deployment Measure process performance, stabilize process, control charts, deal with causes of special variations Projects process is tailored from organizations standard processes; understand process qualitatively; process contributes to the organizations assets.
Adhere to policy; follow documented plans and processes, apply adequate resources; assign responsibility and authority; train people, apply configuration management, monitor, control, and evaluate process; identify and involve stakeholders; review with management Perform the work. Prevent defects; proactively improve; insert and deploy innovative technology Measure process performance; stabilize process and control charts; deal with causes of special variations.
Tailor the projects process from organizations standard processes; understand processes qualitatively; ensure that projects contribute to organization assets. Adhere to policy; follow documented plans and processes; apply adequate resources; assign responsibility and authority; train people; apply CM; monitor, control, and evaluate process; identify and involve stakeholders; review with management Processes are ad hoc and chaotic.
SG 2: Address Causes of Defects Root causes of defects and other problems are systematically addressed to prevent their future occurrence. The process area also has generic goals to support institutionalization. Note relationship with. SG 2: Track and Control Changes Changes to the work products under configuration management are tracked and controlled. SG 3: Establish Integrity Integrity of baselines is established and maintained.
Measurement and Analysis Goals SG 1: Align Measurement and Analysis Activities Measurement objectives and activities are aligned with identified information needs and objectives. SG 2: Provide Measurement Results Measurement results that address identified information needs and objectives are provided.
Organizational Innovation and Deployment Goals SG 1: Select Improvements Process and technology improvements that contribute to meeting quality and process-performance objectives are selected. SG 2: Deploy Improvements Measurable improvements to the organizations processes and technologies are continually and systematically deployed. Organizational Process Performance Goals SG 1: Establish Performance Baselines and Models Baselines and models that characterize the expected process performance of the organizations set of standard processes are established and maintained.
Organizations Set of Standard Processes. Organizational Training Goals SG 1: Establish an Organizational Training Capability A training capability that supports the organizations management and technical roles is established and maintained.
SG 2: Provide Necessary Training Training necessary for individuals to perform their roles effectively is provided. SG 2: Ensure Interface Compatibility The product component interfaces, both internal and external, are compatible. SG 3: Assemble Product Components and Deliver the Product Verified product components are assembled and the integrated, verified, and validated product is delivered. SG 2: Manage Corrective Action to Closure Corrective actions are managed to closure when the projects performance or results deviate significantly from the plan.
SG 2: Develop a Project Plan A project plan is established and maintained as the basis for managing the project. Process and Product Quality Assurance Goals SG 1: Objectively Evaluate Processes and Work Products Adherence of the performed process and associated work products and services to applicable process descriptions, standards, and procedures is objectively evaluated.
SG 2: Provide Objective Insight Noncompliance issues are objectively tracked and communicated, and resolution is ensured. SG 2: Statistically Manage Subprocess Performance The performance of selected subprocesses within the projects defined process is statistically managed. SG 2: Identify and Analyze Risks Risks are identified and analyzed to determine their relative importance. SG 3: Mitigate Risks Risks are handled and mitigated, where appropriate, to reduce adverse impacts on achieving objectives.
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Explore Documents. Uploaded by kithsy. Did you find this document useful? Is this content inappropriate? Report this Document. This person generally has the power to allocate funds and personnel. This person is usually at the directorate level or above. This person markets the idea, approach, and results of PI. They are responsible for ensuring that process improvement documentation is written and followed.
They are also responsible for generating metrics to track the process improvement process. They lead the PATs.
These individuals bring experience doing process improvement from several other organizations and industries. What is Next? So we strongly recommend you to go through other CMMI resources and collect more information on this subject. Please send us your feedback at [email protected] 44 CMMI Acceptance criteria: The criteria that a product or product component must satisfy to be accepted by a user, customer, or other authorized entity. Acceptance testing: Formal testing conducted to enable a user, customer, or other authorized entity to determine whether to accept a product or product component.
Achievement profile: In the continuous representation, a list of process areas and their corresponding capability levels that represent the organization's progress for each process area while advancing through the capability levels.
Acquisition: The process of obtaining, through contract, any discrete action or proposed action by the acquisition entity that would commit to invest for obtaining products and services. Acquisition strategy : The specific approach to acquiring products and services that is based on considerations of supply sources, acquisition methods, requirements specification types, contract or agreement types, and the related acquisition risk. Adequate : Adequate, appropriate, and as needed appear in CMMI to allow managers at all levels and practitioners to interpret the specific and generic goals and practices in light of the organization's business objectives.
For example, a Generic Practice for the process area of Risk Management states: "Provide adequate resources for performing the risk management process, developing the work products, and providing the services of the process. Advanced practices: In the continuous representation, all the specific practices with a capability level of two or higher. All technical and non-technical Allocated requirement: Requirement that levies all or part of the performance and functionality of a higher level requirement on a lower level architectural element or design component.
Alternative practices are not necessarily one-for-one replacements for the generic or specific practices. Appraisal: An appraisal is an examination of one or more processes by a trained team of professionals using an appraisal reference model as the basis for determining strengths and weaknesses.
Appraisal findings: The conclusions of an appraisal that identify the most important issues, problems, or opportunities within the appraisal scope.
It includes, at a minimum, strengths and weaknesses based on valid observations. Appraisal participants: Members of the organizational unit who participate in providing information during the appraisal. Appraisal rating : As used in CMMI appraisal materials, the value assigned by an appraisal team to either 1 a CMMI goal or process area, 2 the capability level of a process area, or 3 the maturity level of an organizational unit.
The rating is determined by enacting the defined rating process for the appraisal method being employed. Appraisal scope: The definition of the boundaries of the encompassing the organizational limits and the CMMI model limits. Appropriate: See definition for Adequate.
As needed: See definition for Adequate. Assessment: An assessment is an appraisal that an organization conducts for itself for the purposes of process improvement. Assignable cause of process variation: In CMMI, the term "special cause of process variation" is used in place of "assignable cause of process variation" to ensure consistency.
Both terms are defined identically. Audit: An independent examination of a work product or set of work products to determine whether requirements are being met. Base measure: A distinct property or characteristic of an entity and the method for quantifying it.
Base practices: In the continuous representation, all the specific practices with a capability level of 1. A baseline is an approved snapshot of the system at appropriate points in the development life cycle.
A baseline establishes a formal base for defining subsequent change. Without this line or reference point, the notion of change is meaningless. Capability evaluation: An appraisal by a trained team of professionals used as a discriminator to select suppliers, for contract monitoring, or for incentives.
Evaluations are used to help decision makers make better acquisition decisions, improve subcontractor performance, and provide insight to a purchasing organization.
Capability level: Achievement of process improvement within an individual process area. A capability level is defined by the appropriate specific and generic practices for a process area.
Capability level profile: In the continuous representation, a list of process areas and their corresponding capability levels. The profile may be an achievement profile when it represents the organization's progress for each process area while advancing through the capability levels. Or, the profile may be a target profile when it represents an objective for process improvement.
Capability maturity model: A capability maturity model CMM contains the essential elements of effective processes for one or more disciplines.
It also describes an evolutionary improvement path from ad hoc, immature processes to disciplined, mature processes with improved quality and effectiveness. Capable process: A process that can satisfy its specified product quality, service quality, and process performance objectives.
Causal analysis: The analysis of defects to determine their cause. Change management: Judicious use of means to effect a change, or proposed change, on a product or service. CMMI appraisal tailoring: Selection of options within the appraisal method for use in a specific instance.
The intent of appraisal tailoring is to assist an organization in aligning application of the method with its business objectives. Some of the main elements of a CMMI model include specific practices, generic practices, specific goals, generic goals, process areas, capability levels, and maturity levels. The intent of model tailoring is to 47 CMMI assist an organization in aligning application of a model with its business objectives.
Commitment to perform: A common feature of CMMI model process areas with a staged representation that groups the generic practices related to creating policies and securing sponsorship. Common cause of process variation: The variation of a process that exists because of normal and expected interactions among the components of a process. Concept of operations: A general description of the way in which an entity is used or operates. Configuration audit: An audit conducted to verify that a configuration item conforms to a specified standard or requirement.
Configuration baseline: The configuration information formally designated at a specific time during a product's or product component's life. Configuration baselines, plus approved changes from those baselines, constitute the current configuration information.
Configuration control: An element of configuration management consisting of the evaluation, coordination, approval or disapproval, and implementation of changes to configuration items after formal establishment of their configuration identification. Configuration control board: A group of people responsible for evaluating and approving or disapproving proposed changes to configuration items, and for ensuring implementation of approved changes.
Configuration identification: An element of configuration management consisting of selecting the configuration items for a product, assigning unique identifiers to them, and recording their functional and physical characteristics in technical documentation.
Configuration item: An aggregation of work products that is designated for configuration management and treated as a single entity in the configuration management process. Configuration management: A discipline applying technical and administrative direction and surveillance to 1 identify and document the functional and physical characteristics of a configuration item, 2 control changes to those characteristics, 3 record and report change processing and implementation status, and 4 verify compliance with specified requirements.
Configuration status accounting: An element of configuration management consisting of the recording and reporting of information needed to manage a configuration effectively. This information includes a listing of the approved configuration identification, the status of proposed changes to the configuration, and the implementation status of approved changes. Continuous representation: A capability maturity model structure wherein capability levels provide a recommended order for approaching process improvement within each specified process area.
Corrective action: Acts or deeds used to remedy a situation, remove an error, or adjust a condition. COTS: Items that can be purchased from a commercial vendor. Customer: A customer is the individual, project, organization, group, and so forth that is responsible for accepting the product or for authorizing payment. The customer is external to the project but not necessarily external to the organization.
The term customer also serves as a variable when we discuss requirements gathering or elicitation. Data management: Principles, processes, and systems for the sharing and management of data. Defect density: Number of defects per unit of product size e. Defined process: A defined set of steps to be followed as a part of the improvement. Derived measures: Data resulting from the mathematical function of two or more base measures.
Derived requirements: Requirements that are not explicitly stated in the customer requirements, but are inferred 1 from contextual requirements e. Derived requirements can also arise during analysis and design of components of the product or system. Design review: A formal, documented, comprehensive, and systematic examination of a design to evaluate the design requirements and the capability of the design to meet these requirements, and to identify problems and propose solutions.
Development: Development, as it is used throughout CMMI, implies maintenance activities as well as development activities. Experience has shown 49 CMMI that best practices should be applied to both development and maintenance projects if an organization is in pursuit of engineering excellence. Developmental plan: A plan for guiding, implementing, and controlling the design and development of one or more products. Directing implementation: A common feature of CMMI model process areas with a staged representation that groups the generic practices related to managing the performance of the process, managing the integrity of its work products, and involving relevant stakeholders.
Discipline amplification: Model components that provide guidance for interpreting model information for specific disciplines e. These are easy to locate because they appear on the right side of the page and have a title indicating the discipline that they address for example, "For Software Engineering".
Document: A document is a collection of data, regardless of the medium on which it is recorded. It generally has permanence and can be read by humans or machines. Documents include both paper and electronic documents. Enterprise: Enterprise is used to refer to very large companies that consist of many organizations in many different locations with different customers. Entry criteria: States of being that must be present before an effort can begin successfully. Equivalent staging: Equivalent staging is a target staging, created using the continuous representation that is defined so that the results of using the target staging can be compared to the maturity levels of the staged representation.
Exit criteria: States of being that must be present before an effort can end successfully. Model users can implement the expected components explicitly or implement equivalent alternative practices to these components. Specific and generic practices are expected model components Finding: See appraisal findings.
Formal evaluation process: In the Decision Analysis and Resolution process area, see the definition of a "formal evaluation process" in the introductory notes. Functional analysis: Examination of a defined function to identify all the subfunctions necessary to the accomplishment of that function; identification of functional relationships and interfaces internal and external and capturing these in a functional architecture; and flow down of upper level performance 50 CMMI requirements and assignment of these requirements to lower level subfunctions.
Functional architecture: The hierarchical arrangement of functions, their internal and external external to the aggregation itself functional interfaces and external physical interfaces, their respective functional and performance requirements, and their design constraints.
In the staged representation, each process area has only one generic goal. Achievement of a generic goal in a process area signifies improved control in planning and implementing the processes associated with that process area, thus indicating whether these processes are likely to be effective, repeatable, and lasting. Generic goals are required model components and are used in appraisals to determine whether a process area is satisfied.
Generic practices are categorized by generic goals and common features and are expected components in CMMI models. Only the generic practice title, statement, and elaborations appear in the process areas. Generic practice elaboration: After the specific practices, the generic practice titles and statements appear that apply to the process area.
After each generic practice statement, an elaboration may appear in plain text with the heading "Elaboration". If there is no elaboration present, the application of the generic practice is obvious without an elaboration. When you see the word "goal" in a CMMI model, it always refers to model components for example, generic goal, specific goal.
Incomplete process: A process that is not performed or is only performed partially also known as capability level 0. One or more of the specific goals of the process area are not satisfied.
Independent group: In the Process and Product Quality Assurance process area, see the discussion of a "group that is independent" in the introductory notes. These components may contain examples, detailed explanations, or other helpful information.
Sub-practices, notes, references, goal titles, practice titles, sources, typical work products, discipline amplifications, and generic practice elaborations are informative model components.
Integrated Product and Process Development: A systematic approach to product development that achieves a timely collaboration of relevant stakeholders throughout the product life cycle to better satisfy customer needs. Integrated team: A group of people with complementary skills and expertise who are committed to delivering specified work products in timely collaboration.
Integrated team members provide skills and advocacy appropriate to all phases of the work products and are collectively responsible for delivering the work products as specified. An integrated team should include empowered representatives from organizations, disciplines, and functions that have a stake in the success of the work products. Interface control: In configuration management, the process of 1 identifying all functional and physical characteristics relevant to the interfacing of two or more configuration items provided by one or more organizations, and 2 ensuring that the proposed changes to these characteristics are evaluated and approved prior to implementation.
Lead appraiser: As used in the CMMI Product Suite, a person who has achieved recognition from an authorizing body to perform as an appraisal team leader for a particular appraisal method.
Life-cycle model: A partitioning of the life of a product into phases that guide the project from identifying customer needs through product retirement. Manager: A project manager is the person responsible for planning, directing, controlling, structuring, and motivating the project. He or she may provide both technical and administrative direction and control to those performing project tasks or activities within his or her area of responsibility.
The project manager is ultimately responsible to the customer. Maturity level: Degree of process improvement across a predefined set of process areas in which all goals within the set are attained. Memorandum of agreement: Binding agreements between two or more parties.
Non-developmental item: An item of supply that was developed previous to its current use in an acquisition or development process. Such an item may require minor modifications to meet the requirements of its current intended use. Examples include products to be delivered, data rights for delivered commercial off-theshelf COTS non-developmental items NDIs , delivery dates, and milestones with exit criteria.
Other nontechnical requirements include training requirements, site requirements, and deployment schedules. Objective: The term objective is used in CMMI in the common everyday sense; this is our objective or goal to be accomplished. Objective evidence: As used in CMMI appraisal materials, qualitative or quantitative information, records, or statements of fact pertaining to the characteristics of an item or service or to the existence and implementation of a process element, which are based on observation, measurement, or test and which are verifiable.
Objectively evaluate: To review activities and work products against criteria that minimize subjectivity and bias by the reviewer. An example of an objective evaluation is an audit against requirements, standards, or procedures by an independent quality assurance function. The written record may take the form of a statement or may take alternative forms as long as the information content is preserved. Operational concept: A general description of the way in which an entity is used or operates.
Operational scenario: A description of an imagined sequence of events that includes the interaction of the product with its environment and users, as well as interaction among its product components. Operational scenarios are used to evaluate the requirements and design of the system and to verify and validate the system.
Optimizing process: A quantitatively managed process that is improved based on an understanding of the common causes of variation inherent in the process. A process that focuses on continually improving the range of process performance through both incremental and innovative improvements. Organization: An organization is a 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.
Organization's business objectives: Strategies developed by the Senior Management to ensure an organization's continued existence and enhance its profitability, market share, and other factors influencing the organization's success. Organizational maturity may be measured via appraisals. Organizational policy: A guiding principle typically established by senior management that is adopted by an organization to influence and determine decisions.
Organizational unit: That part of an organization that is the subject of an appraisal also known as the organizational scope of the appraisal. An organizational unit deploys one or more processes that have a coherent process context and operates within a coherent set of business objectives. An organizational unit is typically part of a larger organization, although in a small organization, the organizational unit may be the whole organization.
Outsourcing: The process of obtaining, through contract, any discrete action or proposed action by the acquisition entity that would commit to invest for obtaining products and services. Peer review: A review done by the peer to find out defects in a deliverable. Performance parameters: The measures of effectiveness and other key measures used to guide and control progressive development. Performed process: A process that accomplishes the needed work to produce identified output work products using identified input work products also known as capability level 1.
The specific goals of the process area are satisfied. Planned process: A process that is documented both by a description and a plan. The description and plan should be coordinated, and the plan should include standards, requirements, objectives, resources, assignments, etc. Process: A set of activities, methods, practices, and transformations that people use to develop and maintain systems and associated products.
Process action plan: In the Organizational Process Focus process area, see the definition of "process action plan" in the introductory notes. Process action team: A team that has the responsibility to develop and implement process-improvement activities for an organization as documented in the process-improvement action plan. Process and technology improvements: In the Organizational Innovation and Deployment process area, see the discussion of "process and technology improvements" in the introductory notes.
Process area: A Process area is a cluster of related practices in an area that, when performed collectively, satisfy a set of goals considered important for making significant improvement in that area. In the staged representation, process areas are organized by maturity levels.
Process asset library: A collection of process asset holdings that can be used by an organization or project. Process attribute: A measurable characteristic of process capability applicable to any process. Process capability: The range of expected results that can be achieved by following a process. Process context: The set of factors, documented in the appraisal input that influences the judgment and comparability of appraisal ratings.
These include, but are not limited to, the size of the organizational unit to be appraised; the demographics of the organizational unit; the application discipline of the products or services; the size, criticality, and complexity of the products or services; and the quality characteristics of the products or services. Process definition: The act of defining and describing a process.
The result of process definition is a process description. Process description: A documented expression of a set of activities performed to achieve a given purpose that provides an operational definition of the major components of a process.
The documentation specifies, in a complete, precise, and verifiable manner, the requirements, design, behavior, or other characteristics of a process. It also may include procedures for determining whether these provisions have been satisfied. Process descriptions may be found at the activity, project, or organizational level. Process element: The fundamental unit of a process.
A process may be defined in terms of sub-processes or process elements. A sub-process can be further decomposed; a process element cannot. Each process element covers a closely related set of activities for example, estimating element, peer review element.
Process elements can be portrayed using templates to be completed, abstractions to be refined, or descriptions to be modified or used. A process element can be an activity or task. Process group: A collection of specialists that facilitate the definition, maintenance, and improvement of the process es used by the organization. Process improvement: A program of activities designed to improve the performance and maturity of the organization's processes, and the results of such a program.
Process-improvement objectives: A set of target characteristics established to guide the effort to improve an existing process in a specific measurable way either in terms of resultant product characteristics e. Process measurement: The set of definitions, methods, and activities used to take measurements of a process and its resulting products for the purpose of characterizing and understanding the process.
Process owner: The person or team responsible for defining and maintaining a process. At the organizational level, the process owner is the person or team responsible for the description of a standard process; at the project level, the process owner is the person or team responsible for the description of the defined process.
A process may therefore have multiple owners at different levels of responsibility. Process performance: A measure of actual results achieved by following a process. It is characterized by both process measures e.
Process performance baseline: A documented characterization of the actual results achieved by following a process, which is used as a benchmark for comparing actual process performance against expected process performance. Process performance model: A description of the relationships among attributes of a process and its work products that are developed from historical process performance data and calibrated using collected process and product measures from the project and which are used to predict results to be achieved by following a process.
Process tailoring: To make, alter, or adapt a process description for a particular end. For example, a project tailors its defined process from the organization's set of standard processes to meet the objectives, constraints, and environment of the project. Product: A product may be thought of as any tangible output or service that is the result of following a process and is intended for delivery to a customer or end user.
A product can also be any work product that is delivered to the customer according to contract. Product component: Product components are generally lower-level components of the product and are integrated to "build" the product. Product components may be a part of the product delivered to the customer or serve in the manufacture or use of the product. For example, for those companies that manufacture mobile phone batteries, the mobile phone battery is a product.
For those companies that build and deliver mobile phones, the battery is a product component. Product baseline: In configuration management, the initial approved technical data package including, for software, the source code listing defining a 56 CMMI configuration item during the production, operation, maintenance, and logistic support of its life cycle.
Product-component requirements: Product-component requirements provide a complete specification of a product component, including fit, form, function, performance, and any other requirement.
Product life cycle: A work product is any artifact produced by a life-cycle process and can also be referred to as a life-cycle work product. Life-cycle work products can include Requirements specifications, Interface specifications, Architecture specifications, Project plans, Design documents, Unit test plans, Integration and system test plans, A process such as a manufacturing product assembly process.
Project: A project is a managed set of interrelated resources that delivers one or more products to a customer or end user. The set of resources has a definite beginning and end and operates according to a plan. Product line: A group of products sharing a common, managed set of features that satisfy specific needs of a selected market or mission.
Product-related life-cycle processes: Processes associated with a product throughout one or more phases of its life i. Product requirements: A refinement of the customer requirements into the developers' language, making implicit requirements into explicit derived requirements. Program: 1 A project. Project manager: A project manager is the person responsible for planning, directing, controlling, structuring, and motivating the project. The project manager takes on different roles and responsibilities as the size, diversity, and complexity of the project changes.
Project progress and performance: What a project achieves with respect to implementing project plans, including effort, cost, schedule, and technical performance. Quality: The ability of a set of inherent characteristics of a product, product component, or process to fulfill requirements of customers. Quality assurance: A planned and systematic means for assuring management that defined standards, practices, procedures, and methods of the process are applied.
Quality control: The operational techniques and activities that are used to fulfill requirements for quality. Quantitative objective: Desired target value expressed as quantitative measures.
Quantitatively managed process: A defined process that is controlled using statistical and other quantitative techniques. The product quality, service quality, and process performance attributes are measurable and controlled throughout the project. Reference mode: A model that is used as a benchmark for measuring some attribute.
Relevant stakeholder: A relevant stakeholder is used to designate a stakeholder that is identified for involvement in specified activities and is included in an appropriate plan such as the project plan. These components are used in appraisals to determine process capability. Specific goals and generic goals are required model components.
Requirement: 1 A condition or capability needed by a user to solve a problem or achieve an objective. Requirements analysis: The determination and functional characteristics based on expectations, and constraints; operational environments for people, products, and effectiveness. Requirements management: The management of all requirements received by or generated by the project, including both technical and nontechnical 58 CMMI requirements as well as those requirements levied on the project by the organization.
Requirements traceability: The evidence of an association between a requirement and its source requirement, its implementation, and its verification.
Return on investment: The ratio of revenue from output product to production costs, which determines whether an organization benefits from performing an action to produce something. Risk analysis: The evaluation, classification, and prioritization of risks.
Risk identification: An organized, thorough approach to seek out probable or realistic risks in achieving objectives. Risk management: An organized, analytic process to identify what might cause harm or loss identify risks , assess and quantify the identified risks, and to develop and, if needed, implement an appropriate approach to prevent or handle risk causes that could result in significant harm or loss.
Risk management strategy: An organized, technical approach to identify what might cause harm or loss identify risks , assess and quantify the identified risks, and to develop and if needed implement an appropriate approach to prevent or handle risk causes that could result in significant harm or loss. Typically, risk management is performed for project, organization, or productdeveloping organizational units. Root cause: A root cause is a source of a defect such that if it is removed, the defect is decreased or removed.
Senior manager: The term senior manager as it is used in CMMI refers to a management role at a high enough level in an organization that the primary focus of the person is the long-term health and success of the organization rather than the short-term project and contractual concerns and pressures.
A senior manager may be responsible for the oversight of a program that may contain many projects that are managed by project managers.
Software engineering: 1 The application of a systematic, disciplined, quantifiable approach to the development, operation, and maintenance of software. Solicitation: The process of preparing a solicitation package and selecting a supplier contractor. Solicitation package : A formal document delineating technical and nontechnical requirements that is used to request offers on invitations for bids bids and requests for proposal proposals , or to request statements of capabilities and price quotations quotes.
It is otherwise used as a basis for selecting a supply source or sources to provide products or services. Special cause of process variation: A cause of a defect that is specific to some transient circumstance and not an inherent part of a process.
Specific goals are required model components and are used in appraisals to help determine whether a process area is satisfied. The specific practices describe the activities expected to result in achievement of the specific goals of a process area. Specific practices are expected model components. Stable process: The state in which all special causes of process variation have been removed and prevented from recurring so that only the common causes of process variation of the process remain.
Staged representation: A model structure wherein attaining the goals of a set of process areas establishes a maturity level; each level builds a foundation for subsequent levels. Stakeholder: A stakeholder is a group or individual that is affected by the outcome of a project or can affect the activities or output of the project. Standard process: An operational definition of the basic process that guides the establishment of a common process in an organization.
A standard process describes the fundamental process elements that are expected to be incorporated into any defined process. It also describes the relationships e.
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