ABSTRACT

[Draw your reader

in with an
engaging abstract.
It is typically a
short summary of
the document.
When you’re
ready to add your
content, just click
here and start
cmmi 2.0
Capability and Maturity Model Index typing.]
Gyas Ahmad
[Course title]
1 Introduction to CMMI 2.0

1.1 Overview of Capability Maturity Model Integration (CMMI) and its evolution:

 CMMI: The Capability Maturity Model Integration is a framework that helps organizations improve
their capability to develop and deliver high-quality products and services.
 Evolution: CMMI originated in the late 1980s and has undergone several revisions over the
years. CMMI 2.0, released in 2018, is the current version.

1.2 Purpose and objectives of CMMI 2.0:

1.2.1 Purpose
To provide organizations with a structured approach for assessing and improving their process
maturity, leading to enhanced performance in areas like:

o Product and service quality

o Efficiency and effectiveness
o Risk management
o Customer satisfaction

1.2.2 Objectives:
o Guide organizations in identifying areas for improvement.
o Provide best practices for implementing effective processes.
o Help organizations achieve higher levels of maturity and capability.

1.3 Key changes and enhancements in CMMI 2.0 compared to previous versions:
1.3.1 Simplified structure
 CMMI 2.0 is streamlined and easier to understand compared to previous versions.
1.3.2 Focus on outcomes
 It emphasizes achieving specific outcomes rather than just following prescriptive practices.
1.3.3 Integration with Agile practices
 CMMI 2.0 better integrates with Agile development methodologies.
1.3.4 Focus on performance measurement
 It encourages organizations to use data and metrics to track progress and continuously improve.
1.3.5 Improved accessibility
 The framework is more accessible to smaller organizations and non-technical audiences.

2 Core Concepts
- Maturity Levels: Explanation of the five maturity levels in CMMI 2.0 and their significance.
- Capability Areas: Description of capability areas and their role in assessing process capability.
- Process Areas: Detailed overview of process areas and their alignment with organizational goals and
objectives.
- Continuous and Staged Representations: Explanation of the two representations available in CMMI 2.0
and their differences.

3 Maturity Level Definitions

 Level 1: Initial: Characteristics of organizations at this level and strategies for improvement.
 Level 2: Managed: Key practices and capabilities required to achieve this level.
 Level 3: Defined: Description of process standardization and institutionalization at this level.
 Level 4: Quantitatively Managed: Introduction to quantitative management and performance
measurement.
 Level 5: Optimizing: Focus on continuous improvement and organizational innovation.
3.1 Capability Areas
3.1.1 Project Management
Practices related to project planning, monitoring, and control.
3.1.2 Process Management
Guidelines for establishing, managing, and improving organizational processes.
3.1.3 Support
Support functions such as configuration management, quality assurance, and training.
3.1.4 Engineering
Practices for product and service development, including requirements management and verification.
3.1.5 Operations
Processes related to service delivery, maintenance, and support.

3.2 Implementation and Adoption

3.2.1 Tailoring
Strategies for tailoring CMMI practices to meet organizational needs and constraints.
3.2.2 Adoption Models
Overview of different adoption models and approaches for implementing CMMI.
3.2.3 Integration with Agile and Lean
Guidance on integrating CMMI practices with agile and lean methodologies.

3.3 Appraisal and Assessment

3.3.1 Appraisal Method
Description of the CMMI Appraisal Method and its use in assessing organizational maturity and capability.
3.3.2 High Maturity Practices
Explanation of high maturity practices and their role in achieving advanced levels of process capability.
3.4 Benefits and Best Practices

 Benefits of CMMI 2.0: Discussion of the benefits organizations can expect from adopting CMMI
2.0.
 Best Practices: Examples of best practices for successfully implementing CMMI 2.0 and achieving
desired outcomes.

3.5 Case Studies and Examples

 Real-world examples of organizations that have successfully implemented CMMI 2.0 and realized
improvements in performance and efficiency.
 Case studies illustrating the application of CMMI 2.0 in various industries and domains.

1. **Project Management (PM):**

- Project Planning: Establishing plans that define the project scope, objectives, schedule, budget, and
resources.
- Project Monitoring and Control: Monitoring project performance against plans, identifying deviations, and
implementing corrective actions.
- Supplier Agreement Management: Managing relationships with external suppliers and ensuring the
quality of supplied products and services.
- Measurement and Analysis: Collecting, analyzing, and using measurement data to make informed
decisions and improve project performance.
- Process and Product Quality Assurance: Evaluating adherence to defined processes and standards,
identifying areas for improvement, and ensuring the quality of project deliverables.

2. **Engineering (ENG):**
- Requirements Development and Management: Eliciting, documenting, and managing stakeholder
requirements throughout the project lifecycle.
 - Technical Solution: Designing, developing, and implementing technical solutions that meet specified
requirements and quality standards.
- Product Integration: Integrating individual components and subsystems to create a complete and cohesive
product or service.
- Verification: Confirming that products and services meet specified requirements through systematic testing
and review.
- Validation: Demonstrating that products and services satisfy customer needs and intended uses.

3. **Support (SUP):**
- Configuration Management: Managing and controlling changes to project artifacts, configurations, and
baselines throughout the lifecycle.
- Decision Analysis and Resolution: Analyzing decision alternatives and selecting the best course of action
based on established criteria and objectives.
- Risk Management: Identifying, assessing, mitigating, and monitoring project risks to minimize their impact
on project objectives.
- Measurement and Analysis: Collecting, analyzing, and interpreting measurement data to support decision-
making and process improvement activities.
- Process Asset Development and Management: Developing, maintaining, and leveraging organizational
process assets to support project execution and improvement.

4. **Process Management (PCM):**

- Organizational Process Definition: Defining and maintaining standard processes and procedures that
guide project execution and ensure consistency across the organization.
- Organizational Process Focus: Focusing on process improvement and organizational performance to
achieve business objectives and meet stakeholder needs.
- Organizational Training: Providing training and development opportunities to enhance the skills and
capabilities of personnel and improve organizational performance.
- Organizational Performance Management: Monitoring, measuring, and analyzing organizational
performance to identify areas for improvement and drive continuous improvement initiatives.
5. **Agile and Iterative Development (AID):**
- Agile and Iterative Practices: Implementing agile and iterative development practices to deliver value
incrementally, respond to change, and enhance customer collaboration.
- Agile and Iterative Principles: Embracing agile and iterative principles such as customer satisfaction,
delivering working solutions, and adapting to change to achieve project success.

These core processes form the foundation of the CMMI 2.0 framework and provide organizations with the
essential capabilities and practices needed to achieve their business objectives and improve their
performance.

4 CMMI 2.0 Process Areas:

CMMI 2.0 consists of three main components, each focusing on a specific area:

4.1 CMMI for Development (CMMI-DEV):

 Requirements Management (RDM): Defines processes for establishing, managing, and

communicating stakeholder requirements throughout the development lifecycle.
 Planning and Estimating (PLAN): Establishes processes for creating realistic plans, estimates, and
schedules for development activities.
 Monitor and Control (MC): Defines processes for monitoring progress, identifying deviations, and
taking corrective actions to ensure project success.
 Source Control (SC): Establishes processes for managing and controlling changes to software
baselines.
 Configuration Management (CM): Defines processes for identifying, controlling, verifying, and
accounting for configuration items throughout the development lifecycle.
 Integration (INT): Establishes processes for building, integrating, and verifying software
components into a functioning system.
 Verification (VER): Defines processes for demonstrating that software products meet specified
requirements.
  Validation (VAL): Establishes processes for ensuring that software products meet stakeholder needs
and expectations.
 Risk Management (RSK): Defines processes for identifying, assessing, planning, and mitigating risks
throughout the development lifecycle.
4.1.1 CMMI for Development (CMMI-DEV) Sub-Processes:

Here's a breakdown of the sub-processes within each core process area of CMMI-DEV:

4.1.1.1 Requirements Management (RDM):

 Requirements Elicitation: Defines processes for gathering and understanding stakeholder needs
and expectations.
 Requirements Analysis: Establishes processes for analyzing and refining gathered requirements to
ensure clarity, completeness, and consistency.
 Requirements Documentation: Defines processes for documenting requirements in a clear and
concise manner.
 Requirements Review and Approval: Establishes processes for reviewing requirements with
stakeholders and obtaining their approval.
 Requirements Baseline Management: Defines processes for managing and controlling the
baseline set of approved requirements.
 Requirements Traceability: Establishes processes for tracing requirements throughout the
development and verification lifecycle.
4.1.1.2 Planning and Estimating (PLAN):

 Project Scope Management: Defines processes for defining and documenting the project
scope, including features, functionalities, and limitations.
 Work Breakdown Structure (WBS) Development: Establishes processes for creating a hierarchical
breakdown of project deliverables into manageable tasks.
 Activity Sequencing and Scheduling: Defines processes for sequencing project activities and
developing a realistic project schedule.
 Resource Estimating: Establishes processes for estimating the resources (personnel, time, budget)
required for each activity.
  Risk Assessment and Planning: Similar to RSK, focuses on assessing risks specific to the project and
developing mitigation plans.
4.1.1.3 Monitor and Control (MC):

 Performance Monitoring: Defines processes for collecting and analyzing data to track project
progress against the baseline plan.
 Earned Value Management (EVM): Establishes processes for using EVM techniques to assess
project performance, identify deviations, and forecast potential issues.
 Issue Management: Defines processes for identifying, documenting, tracking, and resolving project
issues and risks.
 Schedule and Cost Control: Establishes processes for taking corrective actions to address deviations
from the baseline schedule and budget.
 Risk Management: Similar to RSK and PLAN, focuses on ongoing risk monitoring and management
throughout the project lifecycle.
4.1.1.4 Source Control (SC):

 Version Control: Establishes processes for identifying, tracking, and controlling changes to software
baselines.
 Configuration Management Interface (CMI): Defines processes for defining and managing the
interface between the source control system and other development tools.
 Baseline Establishment and Maintenance: Establishes processes for creating and maintaining
baseline versions of software components.
 Change Control: Defines processes for reviewing, approving, and implementing changes to software
baselines.
4.1.1.5 Configuration Management (CM):

 Configuration Identification: Establishes processes for identifying and documenting all

configuration items (CIs) within the project.
 Configuration Control: Defines processes for controlling changes to CIs throughout the
development lifecycle.
 Configuration Status Accounting: Establishes processes for tracking the status of CIs and ensuring
all stakeholders have access to accurate information.
  Configuration Verification: Defines processes for verifying that CIs conform to their baseline
specifications.
 Audits and Reviews: Establishes processes for conducting regular audits and reviews to ensure the
effectiveness of configuration management practices.
4.1.1.6 Integration (INT):

 Integration Planning: Defines processes for planning and scheduling integration activities.
 Build and Deployment: Establishes processes for building, assembling, and deploying software
components into a functioning system.
 Integration Verification: Defines processes for verifying that integrated components function
together as expected.
 Defect Management: Establishes processes for identifying, tracking, and resolving integration
defects.
4.1.1.7 Verification (VER):

 Verification Planning: Defines processes for planning and designing verification activities, such as
inspections, reviews, and testing.
 Verification Conduct: Establishes processes for conducting planned verification activities to ensure
software meets specified requirements.
 Verification Reporting: Defines processes for documenting verification results and communicating
any identified issues.
 Non-Conformance Resolution: Establishes processes for resolving any non-conformances
identified during verification activities.
4.1.1.8 Validation (VAL):

 Validation Planning: Defines processes for planning and designing validation activities to ensure
software meets stakeholder needs and expectations.
 Validation Conduct: Establishes processes for conducting validation activities, such as user
acceptance testing and pilot deployments.
 Validation Reporting: Defines processes for documenting validation results and communicating
any identified issues.
 Defect Resolution: Establishes processes for resolving any defects identified during validation
activities.
4.1.1.9 Risk Management (RSK):

 Risk Identification: Defines processes for identifying potential risks that could impact the project.
 Risk Assessment: Establishes processes for analyzing identified risks to assess their likelihood and
impact.
 Risk Planning: Defines processes for developing plans to mitigate, avoid, or transfer identified risks.
 Risk Monitoring: Establishes processes for monitoring

4.2 CMMI for Acquisition (CMMI-ACQ):

 Supplier Agreement Management (SAM): Establishes processes for selecting, negotiating, and
managing contracts with suppliers.
 Source Selection (SSS): Defines processes for identifying, evaluating, and selecting qualified
suppliers for products and services.
 Requirements Management (RDM): Similar to CMMI-DEV, focuses on managing requirements for
acquired products and services.
 Verification (VER): Establishes processes for verifying that acquired products and services meet
specified requirements.
 Integrated Product Development (IPD): Defines processes for collaborative development of
products and services with suppliers.
 Supplier Management (SUP): Establishes processes for managing supplier relationships,
performance, and risks.

4.2.1 CMMI for Acquisition (CMMI-ACQ) Sub-Processes:

Here's a breakdown of the sub-processes within each core process area of CMMI-ACQ:

4.2.1.1 Supplier Agreement Management (SAM):

 Supplier Selection Planning: Defines processes for planning and preparing for supplier selection
activities.
  Solicitation Development and Issuance: Establishes processes for developing and issuing requests
for proposals (RFPs) or other solicitation documents.
 Evaluation and Selection: Defines processes for evaluating and selecting qualified suppliers based
on defined criteria.
 Contract Negotiation and Award: Establishes processes for negotiating contract terms and
awarding contracts to selected suppliers.
 Contract Administration: Defines processes for managing and monitoring supplier performance
throughout the contract lifecycle.
4.2.1.2 Source Selection (SSS):

 Supplier Identification: Establishes processes for identifying potential suppliers based on market
research and qualifications.
 Qualification Evaluation: Defines processes for evaluating the capabilities and qualifications of
identified suppliers.
 Shortlisting: Establishes processes for selecting a shortlist of qualified suppliers for further
evaluation.
 Request for Proposal (RFP) Development: Defines processes for developing RFPs that clearly
communicate requirements and evaluation criteria.
 Proposal Evaluation and Selection: Establishes processes for evaluating proposals received from
shortlisted suppliers and selecting the most qualified one.
4.2.1.3 Requirements Management (RDM):

 Requirements Development: Similar to CMMI-DEV, focuses on eliciting, documenting, and

managing requirements for acquired products and services.
 Requirements Review and Approval: Establishes processes for reviewing and approving
requirements with stakeholders and suppliers.
 Requirements Communication: Defines processes for clearly communicating requirements to
suppliers throughout the acquisition process.
 Requirements Traceability: Establishes processes for tracing requirements throughout the
development and verification lifecycle.
4.2.1.4 Verification (VER):
 Verification Planning: Defines processes for planning and designing verification activities for
acquired products and services.
 Verification Conduct: Establishes processes for conducting verification activities, such as
inspections, testing, and demonstrations.
 Verification Reporting: Defines processes for reporting verification results and communicating any
identified issues.
 Non-Conformance Resolution: Establishes processes for resolving any non-conformances
identified during verification activities.

4.2.1.5 Integrated Product Development (IPD):

 Joint Planning and Requirements Management: Defines processes for collaborative planning and
managing requirements with suppliers in a joint development environment.
 Interface Management: Establishes processes for managing interfaces between the acquiring
organization and its suppliers during development.
 Risk Management: Similar to CMMI-DEV, focuses on identifying, assessing, and mitigating risks
associated with collaborative development efforts.
 Joint Problem Resolution: Defines processes for collaboratively identifying and resolving issues that
arise during development.

4.2.1.6 Supplier Management (SUP):

 Supplier Performance Monitoring: Establishes processes for monitoring supplier performance
against agreed-upon metrics and contract terms.
 Supplier Relationship Management: Defines processes for building and maintaining positive
relationships with key suppliers.
 Supplier Risk Management: Establishes processes for identifying, assessing, and mitigating risks
associated with supplier relationships.
 Supplier Improvement: Defines processes for collaborating with suppliers to improve their
capabilities and performance.
4.3 CMMI for Services (CMMI-SVC):

 Service Delivery Planning (SDP): Defines processes for planning and designing the delivery of
services.
 Service Design (SD): Establishes processes for designing and developing service solutions.
 Service Transition (ST): Defines processes for transitioning designed services into production
environments.
 Service Operation and Support (SOS): Establishes processes for delivering, operating, and
supporting services effectively.
 Continual Service Improvement (CSI): Defines processes for ongoing monitoring, measurement,
and improvement of service delivery processes.

4.3.1 CMMI for Services (CMMI-SVC) Sub-Processes:

4.3.1.1 Service Delivery Planning (SDP):
 Service Request Management: Defines processes for handling service requests, including
logging, prioritizing, and assigning ownership.
 Capacity Management: Establishes processes for planning and ensuring adequate resources to
meet service demands.
 Availability Management: Defines processes for maintaining service availability and minimizing
downtime.
 Continuity and Contingency Planning: Establishes processes for preparing for and recovering from
service disruptions.
 Financial Management: Defines processes for budgeting, costing, and tracking service delivery
expenses.

4.3.1.2 Service Design (SD):

 Service Catalogue Management: Establishes processes for creating and maintaining a catalogue of
available services.
 Service Level Management (SLM): Defines processes for agreeing upon, documenting, and
monitoring service levels expected by customers.
  Information Security Management: Establishes processes for protecting service information and
assets from unauthorized access or misuse.
 Capacity Planning: Similar to SDP, focuses on capacity planning for designed services.
 Service Continuity and Availability Design: Defines design considerations for ensuring service
continuity and availability.

4.3.1.3 Service Transition (ST):

 Change Management: Establishes processes for planning, implementing, and reviewing changes to
services and infrastructure.
 Release and Deployment Management: Defines processes for planning, testing, and deploying
new or modified services into production environments.
 Configuration Management: Similar to CMMI-DEV, focuses on managing and controlling service
configurations.
 Service Knowledge Management: Establishes processes for capturing, sharing, and maintaining
knowledge about services.

4.3.1.4 Service Operation and Support (SOS):

 Incident Management: Defines processes for identifying, prioritizing, and resolving service
incidents.
 Problem Management: Establishes processes for identifying, diagnosing, and resolving the root
causes of service problems.
 Service Request Fulfillment: Defines processes for fulfilling service requests submitted by
customers.
 Event Management: Establishes processes for monitoring services for potential issues and taking
corrective actions.

4.3.1.5 Continual Service Improvement (CSI):

 Monitoring and Measurement: Defines processes for collecting and analyzing data to measure
service performance.
 Service Reporting: Establishes processes for creating and reporting on service performance metrics.
 Service Review: Defines processes for conducting regular reviews of service delivery processes to
identify areas for improvement.
 Process Improvement: Establishes processes for implementing and managing improvements to
service delivery processes.