A Global Overview of The Structure

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1 A Global Overview of The Structure CMMI for Development V.1.2 Module 2 M02/GO/v1.2

2 Agenda Overview of CMMI General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and Groups M02/GO/v1.2 2 of 107

3 Process model Definition of CMMI a structured collection of practices that describe the characteristics of effective processes M02/GO/v1.2 3 of 107

4 CMMI Definition of CMMI An organized set of industry best practices for Systems Engineering (SE) Software Engineering (SW) Hardware Engineering (HE) With an addition for Integrated Product and Process Development (IPPD) Developed by the Carnegie Mellon SEI with broad external participation and review M02/GO/v1.2 4 of 107

5 CMMI Definition of CMMI emphasizes the development of processes to improve product development and customer services in organizations provides a framework from which to organize and prioritize process improvement activities product, business, people, technology supports the coordination of multi-disciplined activities that may be required to successfully build a product M02/GO/v1.2 5 of 107

6 CMMI Definition of CMMI emphasizes the alignment of process improvement efforts objectives with organizational business objectives M02/GO/v1.2 6 of 107

7 Definition of CMMI CMMI Architecture contains components to construct models and their appropriate training and appraisal materials CMMI Framework a managed structure that organizes CMMI components model appraisal training with rules and methods for generating models, their apprisal methods and thier training materials M02/GO/v1.2 7 of 107

8 Definition of CMMI CMMI Framework CMMI Model CMMI Model Foundation selected sessions of the front matter all generic goals and generic practices core process areas (16) core glossary Shared CMMI Material Constellation-Specific Material M02/GO/v1.2 8 of 107

9 Definition of CMMI CMMI Constellation a collection of CMMI components for an area of interest that includes a model, training materials, appraisal-related documents Three planned constellations supported by the V.1.2 Model Framework: development services acquisition (CMMI-DEV) (CMMI-SVC) (CMMI-ACQ) M02/GO/v1.2 9 of 107

10 Definition of CMMI CMMI for Development (CMMI-DEV) covers the development and maintenance activities applied to both products and services CMMI for Development CMMI for Development + IPPD IPPD Integrated Product and Process Development currently, the only one addition Addition used to expand constellations for specific additional content M02/GO/v of 107

11 CMMI Model Disciplines CMMI Amplification a note or example that is relevant to a particular discipline Disciplines, explicitly included in CMMI Systems Engineering (SE) Software Engineering (SW) Hardware Engineering (HE) Other disciplines can also benefit M02/GO/v of 107

12 Agenda Overview of CMMI General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and Groups M02/GO/v of 107

13 General structure of CMMI Classification of components Required Expected Informative M02/GO/v of 107

14 General structure of CMMI Describe what an organization must achieve to satisfy a PA This Classification achievement must be visibly of components implemented in an organization process Required Expected Informative M02/GO/v of 107

15 General structure of CMMI Describe what an organization will typically implement to achieve a required component A Classification guide for those who implement of components improvements or perform appraisals Required Expected Informative M02/GO/v of 107

16 General structure of CMMI Provide details that help organizations get started in thinking about how to approach the required Classification and expected components of components Required Expected Informative M02/GO/v of 107

17 General structure of CMMI CMMI consists of 22 Process Areas Supporting informative components M02/GO/v of 107

18 General structure of CMMI Process Area (PA) cluster of related practices in an area when performed collectively, satisfy a set of goals considered important for making significant improvement Supporting informative components provide further information to help apply concepts to practice M02/GO/v of 107

19 General structure of CMMI General structure of PA Process Area (PA) Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

20 General structure of CMMI General structure of PA Process Area (PA) Describes the purpose of the PA Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

21 General structure of CMMI General structure of PA Process Area (PA) Describes the major concepts covered in the PA Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

22 General structure Lists references to related of CMMI PAs General structure of PA Process Area (PA) Reflects the high-level relationships among the PAs Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

23 General structure Apply to a PA of CMMI General structure of PA Process Area (PA) Describe some of the unique characteristics, that must be present to satisfy the PA Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

24 General structure of CMMI General structure of PA Process Area (PA) Describe the activities expected to result in achievement of the SGs of a PA Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

25 General structure of CMMI List sample outputs from a SP General structure of PA Process Area (PA) Not necessarily complete lists Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

26 General structure of CMMI General structure of PA Process Area (PA) Detailed descriptions that provide guidance for interpreting and implementing a SP Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

27 Describe the characteristics that must be present to institutionalize the processes that implement a PA General structure of CMMI The same GGs appear in multiple PAs General structure of PA Signify improved control in planing and implementing the processes associated with the PA Process Area (PA) Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

28 General structure of CMMI Activities that ensure that the processes associated with the PA will be effective, repeatable, and lasting The General same GPs appear structure in multiple PAs of PA Process Area (PA) Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

29 General structure of CMMI Appear after the GP to provide guidance on how the GP may be applied in the context of the PA General structure of PA Process Area (PA) Specific Goals (SG) Generic Goals (GG) Purpose Statement Specific Practices (SP) Typical Work Products Subpractices Generic Practices (GP) Generic Practice Elaborations Introductory Notes Related PAs M02/GO/v of 107

30 General structure of CMMI 22 PAs, in alphabetical order: CAR CM DAR IPM MA OID OPD OPF OPP OT - Causal Analysis and Resolution - Configuration Management - Decision Analysis and Resolution - Integrated Project Management - Measurement and Analysis - Organizational Innovation and Deployment - Organizational Process Definition - Organizational Process Focus - Organizational Process Performance - Organizational Training M02/GO/v of 107

31 General structure of CMMI 22 PAs, in alphabetical order: PI PMC PP PPQA QPM RD REQM RSKM - Product Integration - Project Monitoring and Control - Project Planning - Process and Product Quality Assurance - Quantitative Project Management - Requirements Development - Requirements Management - Risk Management M02/GO/v of 107

32 General structure of CMMI 22 PAs, in alphabetical order: SAM - Supplier Agreement Management TS - Technical Solution VAL - Validation VER - Verification M02/GO/v of 107

33 General structure of CMMI Supporting informative components Supporting Components Examples Amplifications References Notes M02/GO/v of 107

34 Supporting Components Acomponent comprising text General structure of CMMI Often a list of items, usually in a box, that can accompany any other component Supporting informative components Provides one or more examples to clarify a concept or described activity Examples Amplifications References Notes M02/GO/v of 107

35 Supporting Components Provide guidance relevant to a particular General structure of CMMI discipline Labeled with a heading that indicates which discipline it applies to Supporting informative components Examples: For SW, For SE, For HE Examples Amplifications References Notes M02/GO/v of 107

36 General structure of CMMI Supporting informative components Supporting Components Pointers to additional or more detailed information in related PAs Can accompany nearly any other model component Examples Amplifications References Notes M02/GO/v of 107

37 General structure of CMMI Supporting informative components Supporting Components Provide details that help in understanding the core information of the model Can be attached to any process area component Examples Amplifications References Notes M02/GO/v of 107

38 General structure of CMMI Generic Goals Classification of components Specific Goals Required Expected Informative M02/GO/v of 107

39 General structure of CMMI Generic Practices Classification of components Specific Practices Required Expected Informative M02/GO/v of 107

40 General structure of CMMI Purpose Statement Introductory Notes Subpractices Typical Work Products Related Process Areas Classification of components Generic Practice Elaborations Examples, Notes, References, Amplifications Required Expected Informative M02/GO/v of 107

41 General structure of CMMI Numbering Scheme (Identification) Specific Goals: SG n Specific Practices: SP n.m Generic Goals: GG n Generic Practices: GP n.m M02/GO/v of 107

42 Agenda Overview of CMMI General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and Groups M02/GO/v of 107

43 CMMI Model Representations Representations two different approaches in implementing CMMI Continuous PAs are organized by categories Staged PAs are organized by maturity levels M02/GO/v of 107

44 CMMI Model Representations Continuous representation Categories of PAs Process Management Project Management Engineering Support M02/GO/v of 107

45 CMMI Model Representations Category Process Areas Process Management Project Management Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Organizational Process Performance Organizational Innovation and Deployment Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management + IPPD Risk Management Quantitative Project Management Engineering Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Support Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution M02/GO/v of 107

46 CMMI Model Representations Continuous representation Capability levels (CL) Level CL 5 CL 4 CL 3 CL 2 CL 1 CL 0 Capability Optimizing Quantitatively Managed Defined Managed Performed Incomplete M02/GO/v of 107

47 CMMI Model Representations Staged representation Maturity levels (MLs) of PAs ML 1. Initial. ML 2. Managed basic project management ML 3. Defined process standardization ML 4. Quantitatively Managed quantitative management ML 5. Optimizing continuous process improvement M02/GO/v of 107

48 CMMI Model Representations Staged representation Process continually improved Common cause (Inherent) Process measured and controlled Special cause (transient) Process characterized for the organization and is proactive Optimizing Defined Optimizing Quantitatively Managed 2 Process characterized for projects and is often reactive Managed 1 Process unpredictable, poorly controlled, and reactive Initial M02/GO/v of 107

49 CMMI Model Representations Level 5 Optimizing Process Areas Organizational Innovation and Deployment Causal Analysis and Resolution 4 Quantitatively Managed 3 Defined Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Integrated Project Management + IPPD Risk Management Decision Analysis and Resolution 2 Managed Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Initial M02/GO/v of 107

50 Capability Level Maturity Level CMMI Model Representations Continuous Staged ML5 ML4 PA 1 PA 2 PA n ML3 ML2 PA 1, PA 7 M02/GO/v of 107

51 CMMI Model Representations Continuous Staged Maturity Levels (ML) PA 1 PA 2 PA n PA 1 PA 2 PA n SGs GGs SGs GGs SPs GPs SPs Capability Levels (CL) Common Features M02/GO/v of 107

52 Agenda Overview of CMMI General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and Groups M02/GO/v of 107

53 Generic Goals and Practices Process Institutionalization Means that the process is ingrained in the way the work is performed The organization builds an infrastructure that contains effective, usable, and consistently applied processes the organizational culture conveys the process management nurtures the culture culture is conveyed through role models and recognition processes endure after the people who originally defined them have gone M02/GO/v of 107

54 Generic Goals and Practices Role of Generic Goals and Practices Contribute to process institutionalization GGs and GPs provide for commitment and consistency troughout processes and activities in an organization GGs define the degree of institutionalization M02/GO/v of 107

55 Generic Goals and Practices GGs Name of A GG Progression of Processes GG 1 Achieve Specific Goals Performed Process GG 2 GG 3 GG 4 GG 5 Institutionalize a Managed Process Institutionalize a Defined Process Institutionalize a Quantitatively Managed Process Institutionalize an Optimizing Process Managed Process Defined Process Quantitativel y Managed process Optimizing Process Contin. rep. CL 1 Staged rep. CL 2 ML 2 5 CL 3 ML 3 5 CL 4 CL 5 M02/GO/v of 107

56 Generic Goals and Practices GG 1 Achieve Specific Goals GP 1.1 Perform Specific Practices M02/GO/v of 107

57 Generic Goals and Practices GP 2.1 Establish an Organizational Policy GP 2.4 GG 2 Institutionalize a Managed Process GP 2.6 GP 2.8 Monitor and Control the Process GP 2.2 Plan the Process GP 2.3 Provide Resources Assign Responsibility GP 2.5 Manage Configurations GP 2.9 Objectively Evaluate Adherence Train People GP 2.7 Identify and Involve Relevant Stakeholders GP 2.10 Review Status with Higher Level Management M02/GO/v of 107

58 Generic Goals and Practices GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information M02/GO/v of 107

59 Generic Goals and Practices GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabillize Subprocess Performance M02/GO/v of 107

60 Generic Goals and Practices GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems M02/GO/v of 107

61 Generic Goals and Practices Staged Representation - Requirements MLs Description Requirements ML 1 ML 2 ML 3 ML 4 ML 5 Ad hoc and chaotic processes Adhere to policy; Follow documented plans and processes; Apply adequate resources; Assign responsibility and authority; Train people; Apply CM; Monitor, control, and evaluate the processes; Identify and involve stakeholders; Review with management Tailor the project's process from organization's standard processes; Understand processes qualitatively; Ensure that processes contributes to organization assets Measure process performance; Stabilize process and control charts; Deal with causes of special variations Prevent defects; Proactively improve; Insert and deploy innovative technology GP All ML 2 PAs GP All ML 2 ML 3 PAs GP All ML 2 ML 4 PAs GP All ML 2 ML 5 PAs M02/GO/v of 107

62 Generic Goals and Practices Continuous Represent. Req. for a PA CLs Description Requirements CL 0 Not performed, incomplete A few GPs or SPs implemented CL 1 Perform the work GP 1.1, PA SPs CL 2 CL 3 CL 4 CL 5 Adhere to policy; Follow documented plans and processes; Apply adequate resources; Assign responsibility and authority; Train people; Apply CM; Monitor, control, and evaluate the processes; Identify and involve stakeholders; Review with management Project's process is tailored from organization's standard processes; Understand processes qualitatively; Process contributes to organization assets Measure process performance; Stabilize process and control charts; Deal with causes of special variations Prevent defects; Proactively improve; Insert and deploy innovative technology GP 1.1 GP 2.10 PA SPs GP 1.1 GP 3.2 PA SPs GP 1.1 GP 4.2 PA SPs GP PA SPs M02/GO/v of 107

63 Agenda Overview of CMMI General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and Groups M02/GO/v of 107

64 CMMI by PAs and Groups Managing The Project Project and Organizational Support Doing the Work of the Organization Product Development 1 Product Development 2 Managing Quantitatively Improvement Infrastructure M02/GO/v of 107

65 CMMI by PAs and Groups Understanding the Work (RD, REQM) Managing The Project Project and Organizational Support Doing the Work of the Organization Product Development 1 Product Development 2 Managing Quantitatively Improvement Infrastructure M02/GO/v of 107

66 CMMI by PAs and Groups Product Development 1 RD REQM Requirements Development Requirements Management RD SG 1 Develop Customer Requirements RD SG 2 Develop Product Requirements RD SG 3 Analyze and Validate Requirements REQM SG 1 Manage Requirements M02/GO/v of 107

67 CMMI by PAs and Groups Organizing & Managing the Work (PP, PMC, RSKM, SAM) Managing The Project Project and Organizational Support Doing the Work of the Organization Product Development 1 Product Development 2 Managing Quantitatively Improvement Infrastructure M02/GO/v of 107

68 CMMI by PAs and Groups Managing the Project PP Project Planning PMC Project Monitoring and Control RSKM Risk Management SAM Supplier Aggrement Management PP SG 1 Establish Estimates PP SG 2 Develop a Project Plan PP SG 3 Obtain Commitment to the Plan M02/GO/v of 107

69 CMMI by PAs and Groups Managing the Project PP Project Planning PMC Project Monitoring and Control RSKM Risk Management SAM Supplier Aggrement Management PMC SG 1 Monitor Project Against Plan PMC SG 2 Manage Corrective Action to Closure M02/GO/v of 107

70 CMMI by PAs and Groups Managing the Project PP Project Planning PMC Project Monitoring and Control RSKM Risk Management SAM Supplier Aggrement Management RSKM SG 1 RSKM SG 2 RSKM SG 3 Prepare for Risk Management Identify and Analyze Risks Mitigate Risks M02/GO/v of 107

71 CMMI by PAs and Groups Managing the Project PP Project Planning PMC Project Monitoring and Control RSKM Risk Management SAM Supplier Aggrement Management SAM SG 1 Establish Supplier Aggrements SAM SG 2 Satisfy Supplier Aggrements M02/GO/v of 107

72 CMMI by PAs and Groups Providing Infrastructure for Projects & Organizations (CM, PPQA, MA, DAR, CAR) Managing The Project Project and Organizational Support Doing the Work of the Organization Product Development 1 Product Development 2 Managing Quantitatively Improvement Infrastructure M02/GO/v of 107

73 CMMI by PAs and Groups Project and Organizational Support CM Configuration Management PPQA Process and Product Quality Assurance MA Measurement and Analysis CM SG 1 Establish Baselines CM SG 2 Track and Control Changes CM SG 3 Establish Integrity M02/GO/v of 107

74 CMMI by PAs and Groups Project and Organizational Support CM Configuration Management PPQA Process and Product Quality Assurance MA Measurement and Analysis PPQA SG 1 Objectively Evaluate Process and Work Products PPQA SG 2 Provide Objective Insight M02/GO/v of 107

75 CMMI by PAs and Groups Project and Organizational Support CM Configuration Management PPQA Process and Product Quality Assurance MA Measurement and Analysis MA SG 1 Align Measurement and Analysis Activities MA SG 2 Provide Measurement Results M02/GO/v of 107

76 CMMI by PAs and Groups Project and Organizational Support DAR Decision Analysis and Resolution CAR Causal Analysis and Resolution DAR SG 1 Evaluate Alternatives CAR SG 1 Determine Causes of Defects CAR SG 2 Address Causes of Defects M02/GO/v of 107

77 CMMI by PAs and Groups Performing the Work (TS, PI, VER, VAL) Managing The Project Project and Organizational Support Doing the Work of the Organization Product Development 1 Product Development 2 Managing Quantitatively Improvement Infrastructure M02/GO/v of 107

78 CMMI by PAs and Groups Product Development 2 TS PI VER VAL Technical Solution Product Integration Verification Validation TS SG 1 Select Product-Component Solutions TS SG 2 Develop the Design TS SG 3 Implement the Product Design M02/GO/v of 107

79 CMMI by PAs and Groups Product Development 2 TS PI VER VAL Technical Solution Product Integration Verification Validation PI SG 1 Prepare for Product Integration PI SG 2 Ensure Interface Compatibiliy PI SG 3 Assemble Product Components and Diliver the Product M02/GO/v of 107

80 CMMI by PAs and Groups Product Development 2 TS PI VER VAL Technical Solution Product Integration Verification Validation VER SG 1 VER SG 2 VER SG 3 Prepare for Verification Perform Peer Reviews Verify Selected Work Products M02/GO/v of 107

81 CMMI by PAs and Groups Product Development 2 TS PI VER VAL Technical Solution Product Integration Verification Validation VAL SG 1 Prepare for Validation VAL SG 2 Validate Product or Product Components M02/GO/v of 107

82 Enabling Improvement of the Work (OPF, OPD+IPPD, IPM+IPPD, OID, OT) CMMI by PAs and Groups Managing The Project Project and Organizational Support Doing the Work of the Organization Product Development 1 Product Development 2 Managing Quantitatively Improvement Infrastructure M02/GO/v of 107

83 CMMI by PAs and Groups Improvement Infrastructure OPF Organizational Process Focus IPM Integrated Project Management OT Organizational Training OPD Organizational Process Definition OID Organizational Innovation and Deployment OPF SG 1 Determine Proces-Improvement Opportunities OPF SG 2 Plan and Implement Process- Improvements OPF SG 3 Deploy Org. Proc. Assets and Incorp. Lessons Learned M02/GO/v of 107

84 CMMI by PAs and Groups Improvement Infrastructure OPF Organizational Process Focus IPM Integrated Project Management OT Organizational Training OPD Organizational Process Definition OID Organizational Innovation and Deployment OPD SG 1 Establish Organizational Process Assets OPD SG 2 (IPPD) Enable IPPD Management M02/GO/v of 107

85 CMMI by PAs and Groups Improvement Infrastructure OPF Organizational Process Focus IPM Integrated Project Management OT Organizational Training OPD Organizational Process Definition OID Organizational Innovation and Deployment IPM SG 1 Use the Project's Defined Process IPM SG 2 Coordinate and Collaborate with Relevant Stakeholders IPM SG 3 (IPPD) Apply IPPD Principles M02/GO/v of 107

86 CMMI by PAs and Groups Improvement Infrastructure OPF Organizational Process Focus IPM Integrated Project Management OT Organizational Training OPD Organizational Process Definition OID Organizational Innovation and Deployment OID SG 1 Select Improvements OID SG 2 Deploy Improvements M02/GO/v of 107

87 CMMI by PAs and Groups Improvement Infrastructure OPF Organizational Process Focus IPM Integrated Project Management OT Organizational Training OPD Organizational Process Definition OID Organizational Innovation and Deployment OT SG 1 Establish an Organizational Training Capability OT SG 2 Provide Necessary Training M02/GO/v of 107

88 CMMI by PAs and Groups Managing The Project Adding Quantitative Management Capability to Other Management Approaches (OPP, QPM) Project and Organizational Support Doing the Work of the Organization Product Development 1 Product Development 2 Managing Quantitatively Improvement Infrastructure M02/GO/v of 107

89 CMMI by PAs and Groups Managing Quantitatively OPP Organizational Process Performance QPM Quantitative Project Management OPP SG 1 Establish Performance Baselines and Models QPM SG 1 Quantitatively Manage the Project QPM SG 2 Statistically Manage Subprocess Performance M02/GO/v of 107

90 Maturity Levels vs. PA Categories MLx Process management Project management Engineering Support ML5 OID CAR ML4 OPP QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

91 Module 03 / Engineering Course Agenda - Requirements Engineering (REQM, RD) - Building the Product (TS, PI) - Quality in Engineering (VAL, VER) MLx ML5 Process management OID Project management Engineering Support CAR ML4 OPP QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

92 Module 04 / Basic Project Course Management Agenda - Project Planning (PP) - Project Montoring and Control (PMC) - Supplier Aggrement Management (SAM) MLx ML5 Process management OID Project management Engineering Support CAR ML4 OPP QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

93 Module 05 / Basic Support Course Agenda - Configuration Management (CM) - Measurement and Analysis (MA) - Process and Product Quality Ass. (PPQA) MLx ML5 Process management OID Project management Engineering Support CAR ML4 OPP QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

94 Course Agenda Module 06 / Organizational Support - Organizational Process Definition (OPD) - Organizational Process Focus (OPF) MLx ML5 ML4 Process management OID OPP - Organizational Training (OT) Project - OPD + IPPD Principles Engineering Support management CAR QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

95 Module 07 / Advanced Course Project Manag. Agenda - Risk Management (RSKM) - Integrated Project Management (IPM) - IPM + IPPD Principles MLx ML5 Process management OID Project management Engineering Support CAR ML4 OPP QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

96 Course Agenda Module 08 / Progressive Support - Decision Analaysis and Resolution (DAR) - Causal Analaysis and Resolution (CAR) MLx Process management Project management Engineering Support ML5 OID CAR ML4 OPP QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

97 MLx ML5 Process management OID Course Agenda Module 09 / Quantitative Management - Organizational Process Performance (OPP) - Quantitative Project Management (QPM) Project management - Organizational Innovation and Depl. (OID) Engineering Support CAR ML4 OPP QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

98 MLx ML5 Process management OID Course Agenda Module 10 / Generic Goals and Pract. - Generic Goals GGs Generic Practices GPs Project management - Relationships between PAs Engineering Support CAR ML4 OPP QPM ML3 ML2 OPF OPD+IPPD OT IPM+IPPD RSKM PP PMC SAM RD TS PI VAL VER REQM DAR CM MA PPQA ML1 M02/GO/v of 107

99 Summary Overview of CMMI General Structure of CMMI CMMI Model Process Model Representations CMMI Generic CMMI Goals Architecture and Practices CMMI Additions and Disciplines CMMI by PAs and Groups M02/GO/v of 107

100 Overview of CMMI Summary General Structure of CMMI CMMI Model Representations Generic Classification Goals and of Components Practices Process Area CMMI Process Areas CMMI by PAs and Groups General Structure of Process Areas Supporting Informative Components M02/GO/v of 107

101 Overview of CMMI Summary General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and Groups Continuous Representation CL1-CL5 Staged Representation ML1-ML5 M02/GO/v of 107

102 Overview of CMMI Summary General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and Groups Process Institutionalization Generic Goals Generic Practices M02/GO/v of 107

103 Summary Overview of CMMI General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and Groups Project and Organizational Support Managing The Project Product Development 1, Product Development 2 Managing Quantitatively Improvement Infrastructure M02/GO/v of 107

104 References CMMI (Capability Maturity Model Integration) for Development Version 1.2, (CMU/SEI-2006-TR- 008), Carnegie Mellon Software Engineering Institute, USA, August 2006 Introduction to CMMI for Development Version 1.2,Training Workbook, Carnegie Mellon Software Engineering Institute, USA, 2006 M02/GO/v of 107

105 Questions? M02/GO/v of 107

106 Review Questions What is a process? 2. What is a process model? 3. Is the CMMI a process or a process model? 4. The CMMI specifies (check all that apply) What to do How to do it Who does it When they do it 5. The CMMI has the representation and the representation. 6. The CMMI is composed of 22. M02/GO/v of 107

107 Review Questions Each process area has the following components in it s structure 8. And the following supporting components: M02/GO/v of 107

108 A Global Overview of The Structure CMMI for Development V.1.2 Module 2 M02/GO/v1.2

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