Capability Maturity Model Integration CMMISM

Capability Maturity Model
Integration (CMMISM)
Bojana Milainovi Miodrag Ivanovi

bojana@rti7020.etf.bg.ac.yu imiodrag@gmail.com
Veljko Milutinovi
vm@etf.etf.bg.ac.yu
Capability Maturity Model I 1/97

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Part 1
Introduction

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History of CMMI
1987 1991 1993 1995 1997 2000 2002
CMMI-SE/SW
First CMM SW-CMM v1.1
Version 1.0
Published Published
Published
Model Refined CMMI-SE/SW/IPPD/A

CMMI Initiative
and Published as Version 1.1
Launched
SW-CMM v1.0 Published
Software Acquisition (SA-CMM),

Systems Engineering (SE-CMM),
Integrated Product Development (IPD-CMM),
Organizational Workforce Capability Development (People CMM)
Developed
Buchholtz & Cordes Capability Maturity Model I 3/97

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Part 1
About CMMI Models

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Part 1
Why should we care?

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Part 1
About CMMI Models
Purpose:
The purpose of CMM Integration is
to provide guidance for
improving organizations processes and
your ability to manage the development, acquisition, and
maintenance of products or services.

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Part 1
Selecting a CMMI Model
Multiple models available
Choosing the model that best fits
your organization's needs
Representations:
Continuous
Staged

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Part 1
CMMI Model Representations

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Part 1
Continuous Representations
Select the order of improvement that best meets the
organizations business objectives
Comparison across and among organization on a
process area
Easy migration from electronic industries alliance
interim standard (EIA/IS) 731 to CMMI
Easy comparison of process improvement to
international organization for standardization and
international Electrotechnical commission (ISO/IEC)
15504

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Part 1
Staged Representation
Providing sequence of improvements
Permit comparisons across and
among organizations
Easy migration from the SW-CMM to
CMMI
Single rating that summarizes
appraisal results

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Part 1
Which Integrated Model To Choose?
Four bodies of knowledge for

selecting a CMMI model:
Systems engineering
Software engineering
Integrated product and process
development
Supplier sourcing

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Part 1
Systems Engineering
Development of total systems
Focus on transforming customers needs
into product solutions
Supporting these product solutions
throughout the life of the product
Models of systems engineering:
Process management
Project management
Support
Engineering process areas

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Part 1
Software Engineering
Covers the development of software
systems
Focus on:
Applying systematic, disciplined, and
quantifiable approaches to development
Operation
Maintenance of software
Models of software engineering:
Process management
Project management
Support

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Part 1
Integrated Product and
Process Development
Systematic approach to better satisfy

customer needs
Processes to support the IPPD approach are
integrated with the other processes in the
organization
Models of IPPD:
Process management
Project management
Support

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Part 1
Supplier Sourcing
Use suppliers needed by the project
when work efforts become more
complex
Models of supplier sourcing:
Process management
Project management
Support

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Part 1
A Recommendation
Select both systems and software
engineering
Based on the fact that only distinction
between the models is the type of
discipline amplifications included
Otherwise models are exactly the
same

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Part 1
Maturity Levels

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Part 1
Capability Levels

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Part 1
Comparison of Representations
Staged Continuous
Process improvement is Process improvement is

measured using maturity measured using capability
levels. levels.
Maturity level is the
degree of process Capability level is the
improvement across a achievement of process
predefined set of process improvement within an
areas. individual process area.
Organizational maturity
pertains to the maturity Process area capability
of a set of processes pertains to the maturity of
across an organization a particular process across
an organization.

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Part 1
Advantages of Each Representation
Staged
Provides a roadmap for implementing
groups of process areas
sequencing of implementation
Familiar structure for those transitioning from the
Software CMM
Continuous
Provides maximum flexibility for focusing on specific
process areas according to business goals and objectives
Familiar structure for those transitioning from EIA 731

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Part 1
Summary
There is one CMMI Model with two
representations, Staged and Continuous
The material in both representations is the
same just organized differently
Each representation provides different ways
of implementing processes
Equivalent Staging provides a mechanism for
relating Maturity Levels to Capability Levels
The CMMI model should be applied using
intelligence, common sense, and professional
judgment

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Part 2
Model Components

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Part 2
CMMI Levels

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Part 2
Level Requirements

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Part 2
Level Requirements

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Part 2
Continuous Representation

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Part 2
CMMI Process Areas Categories

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Part 2
CMMI Model Components
Staged Representation
Maturity Levels
Process Area 1 Process Area 2 Process Area n
Specific Goals Generic Goals
Commitment Ability Directing Verifying

Specific Practices to Perform to Perform Implementation Implementation
Generic Practices

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Part 2
Maturity Levels
Provides a way to predict the future
performance of an organization within
a given discipline or set of disciplines
In CMMI models, there are five
maturity levels:
1.Initial
2.Managed
3.Defined
4.Quantitatively managed
5.Optimizing

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Part 2
Maturity Level Details
Consist of a predefined set of process
areas
Measured by the achievement of the
specific and generic goals

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Part 2
Maturity Level Details

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Part 2
Equivalent Staging

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Part 2
Maturity Level 1: Initial
Processes are usually ad hoc and chaotic
Organization usually does not provide a
stable environment
Maturity level organizations often produce
products and services that work
Maturity level organizations are
characterized by:
Tendency to over commit
Abandon processes in the time of the crisis
Not be able to repeat their past successes

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Part 2
Maturity Level 2: Managed
Organization has achieved all the
specific and generic goals
Projects of the organization have
ensured that:
Requirements are managed
Processes are planned
Performed, measured, and controlled

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Part 2
Process Areas
REQUIREMENTS MANAGEMENT
The purpose of Requirements Management (REQM) is to manage the
requirements of the projects products and product components and to
identify inconsistencies between those requirements and the projects
plans and work products.
PROJECT PLANNING
The purpose of Project Planning (PP) is to establish and maintain plans
that define project activities.
PROJECT MONITORING AND CONTROL The purpose
of Project Monitoring and Control (PMC) is to provide an understanding
of the projects progress so that appropriate corrective actions can be
taken when the projects performance deviates significantly from the
plan.
SUPPLIER AGREEMENT MANAGEMENT
The purpose of Supplier Agreement Management (SAM) is to manage
the acquisition of products from suppliers.

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Part 2
Process Areas
MEASUREMENT AND ANALYSIS

The purpose of Measurement and Analysis (MA) is to develop and
sustain a measurement capability that is used to support management
information needs.
PROCESS AND PRODUCT QUALITY ASSURANCE
The purpose of Process and Product Quality Assurance (PPQA) is to
provide staff and management with objective insight into processes and
associated work products.
CONFIGURATION MANAGEMENT
The purpose of Configuration Management (CM) is to establish and
maintain the integrity of work products using configuration
identification, configuration control, configuration status accounting,
and configuration audits.

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Part 2
Maturity Level 3: Defined
Processes are well characterized, and
understood, are described in
standards, procedures, tools and
methods
The organizations set of standard
processes, is established and
improved over time
Establishing consistency across the
organization

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Part 2
Process Areas
REQUIREMENTS DEVELOPMENT
The purpose of Requirements Development (RD) is to produce and
analyze customer, product, and product component requirements.
TECHNICAL SOLUTION
The purpose of Technical Solution (TS) is to design, develop, and
implement solutions to requirements. Solutions, designs, and
implementations encompass products, product components, and
product-related lifecycle processes either singly or in combination as
appropriate.
PRODUCT INTEGRATION
The purpose of Product Integration (PI) is to assemble the product
from the product components, ensure that the product, as integrated,
functions properly, and deliver the product.

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Process Areas
VERIFICATION
The purpose of Verification (VER) is to ensure that selected work
products meet their specified requirements.
VALIDATION
The purpose of Validation (VAL) is to demonstrate that a product or
product component fulfills its intended use when placed in its intended
environment.
ORGANIZATIONAL PROCESS FOCUS
The purpose of Organizational Process Focus (OPF) is to plan,
implement, and deploy organizational process improvements based on
a thorough understanding of the current strengths and weaknesses of
the organizations processes and process assets.
ORGANIZATIONAL TRAINING
The purpose of Organizational Training (OT) is to develop the skills and
knowledge of people so they can perform their roles effectively and
efficiently.

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Part 2
Process Areas
ORGANIZATIONAL PROCESS DEFINITION +IPPD

The purpose of Organizational Process Definition (OPD) is to establish and
maintain a usable set of organizational process assets and work environment
standards.
IPPD Addition
For IPPD, Organizational Process Definition +IPPD also covers the establishment
of organizational rules and guidelines that enable conducting work using
integrated teams.
INTEGRATED PROJECT MANAGEMENT +IPPD
The purpose of Integrated Project Management (IPM) is to establish and manage
the project and the involvement of the relevant stakeholders according to an
integrated and defined process that is tailored from the organizations set of
standard processes.
IPPD Addition
For IPPD, Integrated Project Management +IPPD also covers the establishment of
a shared vision for the project and the establishment of integrated teams that
will carry out objectives of the project.

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Part 2
Process Areas
RISK MANAGEMENT
The purpose of Risk Management (RSKM) is to identify potential problems before they occur so
that risk-handling activities can be planned and invoked as needed across the life of the
product or project to mitigate adverse impacts on achieving objectives.
DECISION ANALYSIS AND RESOLUTION
The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a
formal evaluation process that evaluates identified alternatives against established criteria.
INTEGRATED TEAMING
The purpose of Integrated Teaming is to form and sustain an integrated team for the
development of work products.
INTEGRATED SUPPLIER MANAGEMENT
The purpose of Integrated Supplier Management is to proactively identify sources of products
that may be used to satisfy the projects requirements and to manage selected suppliers while
maintaining a cooperative project-supplier relationship.
ORGANIZATIONAL ENVIRONMENT FOR INTEGRATION
The purpose of Organizational Environment for Integration is to provide an Integrated Product
and Process Development (IPPD) infrastructure and manage people for integration.

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Part 2
Maturity Level 4: Quantitatively Managed
Subprocesses are selected that significantly contribute

to overall process performance
As criteria in managing process the quantitative
objects for quality are established
Quantitative objectives are based on:
Needs of a customer
End users
Organization
Process implements
For these processes, detailed measures of process
performance are collected and statistically analyzed

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Part 2
Maturity Level 4: Quantitatively Managed
Process Areas
ORGANIZATIONAL PROCESS PERFORMANCE

The purpose of Organizational Process Performance (OPP) is to
establish and maintain a quantitative understanding of the performance
of the organizations set of standard processes in support of quality and
process-performance objectives, and to provide the process-
performance data, baselines, and models to quantitatively manage the
organizations projects.
QUANTITATIVE PROJECT MANAGEMENT
The purpose of Quantitative Project Management (QPM) is to
quantitatively manage the projects defined process to achieve the
projects established quality and process-performance objectives.

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Part 2
Maturity Level 5: Optimizing
Focuses on continually improving
process performance through:
Incremental technological improvements
Innovative technological improvements
Both processes are the organizations
set of measurable improvement
activities

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Part 2
Maturity Level 5: Optimizing
Process Areas
ORGANIZATIONAL INNOVATION AND

DEPLOYMENT
The purpose of Organizational Innovation and Deployment (OID) is to
select and deploy incremental and innovative improvements that
measurably improve the organizations processes and technologies. The
improvements support the organizations quality and process-
performance objectives as derived from the organizations business
objectives.
CAUSAL ANALYSIS AND RESOLUTION

The purpose of Causal Analysis and Resolution (CAR) is to identify
causes of defects and other problems and take action to prevent them
from occurring in the future.

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Part 2
Skipping Maturity Levels
Through staged representations an
organization should evolve to
establish a culture of excellence
Each maturity level forms a necessary
foundation on which to build the next
level
Trying to skip maturity level is usually
counterproductive

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Part 2
Required, Expected, and
Informative Components
The components of CMMI model are grouped into

these three categories :
1. Required:
Specific and generic goals
Must be achieved by an organizations planned and
implemented process
Essential to rating the achievement of a process area
Only the statement of the specific or generic goal is a
required model component
The title of a specific or generic goal and any other
notes are considered informative model components

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Part 2
2. Expected:
Specific and generic practices
Describe what an organization will typically
implement to achieve a required components
Only the statement of the practice is a expected
model component
The title of a practice and any notes associated
with the practice are considered informative
model components

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Part 2
3. Informative:
Subpractices
Typical work products
Discipline amplifications
Generic practice elaborations
Goal and practice titles
Goal and practice notes
Referrers
Provide details that help model users get started
in thinking about how to approach goals and
practices

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Part 2
Model Components
Process areas
Cluster of related practices in an area
When performed collectively, satisfy a set of goals
considered important for improvement in that area
Specific goals
Apply to a process area and address the unique
characteristics
Describe what must be implemented to satisfy the
process area
Specific practices
Activity that is considered important in achieving the
associated specific goal
Describe the activities expected to result in
achievement of the specific goals of a process area

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Model Components
Common features
Organize the generic practices of each process
area
Commitment to perform (CO)
Ability to perform (AB)
Directing implementation (DI)
Verifying implementation (VE)
Typical work products
Provides example outputs from a specific or
generic practice
Subpractices
Detailed description that provide guidance for
interpreting specific or generic practices

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Part 2
Model Components
Discipline amplifications
Contain information relevant to a particular
discipline
Associated with specific practices
Generic goals
Used in appraisals to determine whether a
process area is satisfied
Generic practices
Provide institutionalization to ensure that the
processes associated with the process area will
be effective, repeatable and lasting

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Part 2
Model Components
Generic practice elaborations
Appear in each process area to provide
guidance on how the generic practices
should uniquely be applied to the
process area

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Part 2
Specific Practices vs. Generic Practices
Apply to all process areas
Apply to a single process area
Describe activities that implement the process area
Example Requirements Mgmt.
Describe activities that

institutionalize the process areas
SG 1 Manage Requirements
SP 1.1 Obtain an Understanding of Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability of Requirements
SP 1.5 Identify Inconsistencies between Project Work and Requirements
GG 2 Institutionalize a Managed Process

GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant
Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level
Management
GG 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information
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Part 3
Model Terminology

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Part 3
Terminology Evolution
In any CMMI model, the terminology
used and how it is defined are
important for understanding the
content
When developing the CMMI model,
the Product Team started with the
terminology used in the source model
Terminology is not consistent
Some terms were abandoned

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Part 3
Common Terminology with
Special Meaning
Adequate, Appropriate, As Needed
Words used to interpret goals and practices in light of
organizations business objectives
Establish and Maintain
This phrase connotes a meaning beyond the component
terms; it includes documentation and usage
Customer
Party (individual, project, or organization) responsible for
accepting the product or for authorizing payment
Stakeholder
Group or individual that is affected by or in some way
accountable for the outcome of an undertaking

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Part 3
Special Meaning
Relevant Stakeholder
The term used to designate a stakeholder that is
identified for involvement in specific activities and
is included in an appropriate plan
Manager
Refers to a person who provides technical and
administrative directions
Control to those performing tasks or activities
Project Manager
Person responsible for planning, directing,
controlling, structuring, and motivating the
project
Responsible for satisfying the customer

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Part 3
Special Meaning
Senior Manager
Refers to a management role at a high enough
level in an organization
Primary focus of the person filling
The role is the long-term vitality of the
organization, rather than short-term project and
concerns and pressures
Shared Vision
Common understanding of guiding principles
Includes mission, objectives, expected behavior,
values, and final outcomes developed and used
by the group, such as organization, project or
team

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Part 3
Special Meaning
Organization
Typically an administrative 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
Enterprise
Enterprise illustrates the larger entity not always
reached by the word organization
Development
Implies not only development activities, but also
maintenance activities

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Part 3
Special Meaning
Discipline
Refers to the bodies of knowledge available when
selecting a CMMI model
Project
Managed set of interrelated resources that delivers
one or more products to a customer or end user
Product
Mean any tangible output that is a result of a process
It is intended for delivery to an customer or end user

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Part 3
Special Meaning
Work Product
Mean any artifact produced by a process
These artifacts include files, documents, parts of the
product, services, processes, specifications, and
invoices
Product Component
Any work product that must be engineered
(requirements defined and designs developed and
implemented) to achieve the intended use of the
product throughout its life
Appraisal
Examination of one or more processes by a trained
team of professionals
Usage of appraisal reference model as the basis for
determining strengths and weakness

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Part 3
Special Meaning
Tailoring Guidelines
Tailoring a process makes, alters, or adapts the
process description for a particular end
Used to enable organizations to implement standard
processes appropriately in their projects
Tailoring guidelines cover
Selecting a standard process
Selecting an approved life-cycle model
Tailoring the selected standard process and life-cycle
model to fit project needs
Verification
Confirms that work products properly reflect the
requirements specified to them

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Part 3
Special Meaning
Validation
Confirms that the product, as provided, will fulfill
its intended use
Quality and Process-Performance Objectives
Covers objectives and requirements for product
quality, service quality, and process performance
Standard
Refers to the formal mandatory requirements
developed and used to prescribe consistent
approaches to development

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Part 3
CMMI-Specific Terminology
CMMI Product Suite
Complete set of products developed
around the CMMI concept
CMMI Framework
Basic structure that organizes CMMI
components
Enables new discipline to be added to
CMMI so that the new discipline will
integrate with the existing one

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Part 3
CMMI Model
Refers to one, some, or entire collection of
possible models that can be generated from the
CMMI Framework
Peer Review
Review of work products performed by peers
during development of the work products to
identify defects for removal
Organizations Set of Standard Processes
Contains the definitions of the processes that
guide all activities in an organization

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Process
Consists of activities that can be recognized as
implementations of practices in a CMMI model
Managed Process
Performed process that is planned and executed
in accordance with policy
Defined Process
Managed process tailored from the
organizations set of standards processes
according to the organizations tailoring
guidelines

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Part 3
Organizational Process Assets
Artifacts that relate to describing, implementing,
and improving processes
Include the following:
Organizations set of standard processes,
including the process architectures and process
elements
Descriptions of life-cycle models approved for
use
Guidelines and criteria for tailoring the
organizations set of standard processes
Organizations measurement repository
Organizations process asset library

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Part 3
Process Architectures
Describes the ordering, interfaces,
interdependencies, and other
relationships among the process
elements in a standard process
Product Life Cycle
Period of time, consisting of phases, that
begins when a product is conceived and
ends when the product is no longer
available for use

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Part 3
Organizations Measurement Repository
Repository used to collect and make available
measurement data on processes and work products
Organizations Process Asset Library
Library of information used to store and make
available process assets that are potentially useful to
those who are defining, implementing, and managing
processes in the organization
Document
Collection of data, regardless of the medium on which
it is recorded, that generally has permanence of the
medium on which it is recorded, that generally has
permanence and can be read by humans or machines

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Part 4
Common Features, Generic Goals, and
Generic Practices

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Part 4
Characteristics of Institutionalization
Critical aspect of process improvement; important concept
within each maturity level
Managed process is institutionalized by doing the following:
Adhering to organizational policies
Following established plans and process descriptions
Providing adequate resources (including funding, people, and
tools)
Assigning responsibility and authority for performing the
process
Training the people performing and supporting the process
Placing designated work products under appropriate levels of
configuration management
Identifying and involving relevant stakeholders
Monitoring and controlling the performance pf the process
against the plans for performing the process and taking
corrective actions

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Part 4
Objectively evaluating the process, its work products, and its services
for adherence to the process descriptions, objectives, and standards,
and addressing noncompliance
Reviewing the activities, status, and results of the process with higher
level management, and taking corrective action
Defined process is institutionalized by doing the following:

Addressing the items that institutionalize a managed process
Establishing the description of the defined process for the project or
organizational unit
Collecting work products, measures, and improvement information
derived from planning and performing the defined process
Quantitatively managed process is institutionalized by doing the

following:
Addressing the items that institutionalize a defined process
Controlling the process using statistical and other quantitative
techniques such as product quality, service quality, and process
performance

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Part 4
Optimizing process is institutionalized

by doing the following:
Addressing the items that institutionalize
a quantitatively managed process
Improving the process based on an
understanding of the common causes;
process focuses on continually improving
the range of process performance

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Part 4
Generic Goals
In staged representation, every process area has only
one generic goal
Generic goal describes what institutionalization must
be achieved to satisfy a process area
Each process area at maturity level 2 contains the
following generic goal
GG 2 Institutionalize a managed process ( the
process is institutionalized as a managed
process)
GG 3 Institutionalize a defined process ( the
process is institutionalized as a defined process)

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Part 4
Common Features
Predefined attributes that group generic practices into
categories
Model components not rated in any way
There are four common features in CMMI model:
Commitment to perform groups the generic practices related
to creating policies and securing sponsorship
Ability to perform groups the generic practices related to
ensuring that the project and/or organization has the
resources it needs
Directing implementation - groups the generic practices
related to managing the performance of the process,
managing the integrity of its work products, and involving
relevant stakeholders
Verifying implementation - groups the generic practices related
to review by higher level management and objective
evaluation of conformance to process descriptions, procedures,
and standards

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Part 4
Generic Practices Listed by
Common Feature
Common features categories:
Commitment to perform:
GP 2.1 Establish and organizational policy
Ability to perform:
GP 2.2 Plan the process
GP 2.3 Provide resources
GP 2.4 Assign responsibility
GP 2.5 Train people
GP 3.1 Establish a defined process

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Part 4
Generic Practices Listed by
Common Feature
Directing implementation
GP 2.6 Manage configurations
GP 2.7 Identify and involve relevant stakeholders
GP 2.8 Monitor and control the process
GP 3.2 Collect improvement information
Verifying implementation
GP 2.9 Objectively evaluate adherence
GP 2.10 Review status with higher level
management

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Part 5
Framework Interactions

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Part 5
Four Categories of CMMI Process Areas
1.Process Management process areas

contain the cross-project activities related
to defining, planning, resourcing,
deploying, implementing, monitoring,
controlling, appraising, measuring, and
improving processes.
2.Project Management process areas cover
the project management activities related
to planning, and controlling the project.

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Part 5
Four Categories of CMMI Process Areas
3. Engineering process areas cover the

development and maintenance
activities that are shared across
engineering disciplines.
4. Support process areas cover the
activities that support product
development and maintenance.

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Part 6
Using CMMI Models

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Part 6
Using CMMI Models
Interpreting CMMI Models

Every CMMI model provides a set of
publicly available criteria describing the
characteristics of organizations that have
successfully implemented process
improvement
These criteria can be used by
organizations to improve their processes
for developing, acquiring, and
maintaining products and services

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Part 6
Appraisal and Benchmarking
Process appraisals focus on identifying
improvement opportunities
The appraisal principles for CMMI model:
Senior-management sponsorship
A focus on the organizations business objectives
Confidentiality for interviewees
Use of a documented appraisal method
Use of a process reference model as a base
A collaborative team approach
A focus on actions for process improvement

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Part 6
Appraisal Requirements for CMMI
(ARC)
Contains a set of criteria for

developing, defining, and using
appraisal methods based on CMMI
products
Provides requirements for multiple
types of appraisal methods
ARC document uses the CMMI models
as its associated reference models

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Part 6
ISO/IEC 15504 Compatibility and
Conformance
The CMMI Product Suite was designed

to achieve ISO/IEC 15504
compatibility and conformance
There are two aspects of
conformance:
Model compatibility
Appraisal conformance

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Part 6
Making the Transition to CMMI
Describing three transition scenarios:
First two assume the organization has
already begun its improvement efforts
using either the Software CMM or the
EIA/IS 731
Third scenario assumes that the
organization has not used a particular
reference model for current improvement
efforts

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Part 6
Organizations with Software CMM
Experience
Organizations initially making the transition

to CMMI:
Seeking to update their process-improvement
efforts to incorporate the improvements
Gain the additional breadth of coverage afforded
in CMMI models
Organizations that have achieved a high
level of maturity:
Wish to make the transition more quickly
Taking advantage of the additional coverage
described in CMMI model

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Part 6
Organizations with EIA/IS 7 31 Experience
Involves some reorganization of

specific practices under specific goals
and process areas
The addition of informative materials

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Part 6
Organizations New to CMM-Type Models
Assumed to be in one of two categories:

May have undertaken process-improvement
efforts under other quality initiatives (ISO 9000,
Malcolm Baldrige)
May be considering such efforts because of the
mounting evidence of business value resulting
from such a commitment
May approach improvement by using either
a continuous or staged representation

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Part 6
Training
Key element in the ability of
organizations to adopt CMMI
Key part of the product suite

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Part 6
Tailoring Perspectives
Tailoring - process whereby only a
subset of a model is used to suit the
needs of a specific domain of
application
Involves the selection of options for
use in an appraisal

ntegration
Part 6
Model Tailoring Perspectives
Viewed from two perspectives:
Related to use of a model for process
improvement
Focus on identifying the process areas and
practices that support an organizations
business needs and objectives
Related to use of a model for benchmarking
Process areas, in some circumstances, may be
determined to be not applicable if the process
area is outside of the organizations scope of
work

ntegration
Part 6
Model Tailoring for Smaller Projects
High-level plan is typically available
that has been developed for a group
of projects
Defines the organization, resources,
training, management participations,
and quality assurance reporting
descriptions for all projects

ntegration
Conclusion
CMMI Benefits
CMMI product users can expect to:

Efficiently and effectively improve
and assess multiple disciplines
across their organization
Reduce costs (including training)
associated with improving and
assessing processes
Deploy a common, integrated
vision of process improvement that
Improved
can be used Processes
as a basis for enterprise-wide
process improvement efforts.

ntegration
Conclusion
The promise...
CMMI team is working to
assure the CMMI Product
Suite addresses needs of
software and systems
engineering communities
of practice
Use of an integrated model
to guide enterprise
process improvement
promises to be one of the
more sustainable &
profitable initiatives that
any organization might
pursue

ntegration
Literature
CMMISM for Systems Engineering,
Software Engineering, Integrated
Process Development, and Supplier
Sourcing
Generic Practices
CMMI Overview
Measurement within the CMMI
Why should you Care about CMMI?

ntegration

Capability Maturity Model Integration CMMISM

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Capability Maturity Model

Bojana Milainovi Miodrag Ivanovi

Capability Maturity Model I 1/97

Capability Maturity Model I 2/97

Model Refined CMMI-SE/SW/IPPD/A

Software Acquisition (SA-CMM),

Buchholtz & Cordes Capability Maturity Model I 3/97

Capability Maturity Model I 4/97

Capability Maturity Model I 5/97

Capability Maturity Model I 6/97

Capability Maturity Model I 7/97

Capability Maturity Model I 8/97

Capability Maturity Model I 9/97

Capability Maturity Model I 10/97

Four bodies of knowledge for

Capability Maturity Model I 11/97

Capability Maturity Model I 12/97

Capability Maturity Model I 13/97

Systematic approach to better satisfy

Capability Maturity Model I 14/97

Capability Maturity Model I 15/97

Capability Maturity Model I 16/97

Capability Maturity Model I 17/97

Capability Maturity Model I 18/97

Process improvement is Process improvement is

Capability Maturity Model I 19/97

Capability Maturity Model I 20/97

Capability Maturity Model I 21/97

Capability Maturity Model I 22/97

Capability Maturity Model I 23/97

Capability Maturity Model I 24/97

Capability Maturity Model I 25/97

Capability Maturity Model I 26/97

Capability Maturity Model I 27/97

Process Area 1 Process Area 2 Process Area n

Specific Goals Generic Goals

Commitment Ability Directing Verifying

Capability Maturity Model I 28/97

Capability Maturity Model I 29/97

Capability Maturity Model I 30/97

Capability Maturity Model I 31/97

Capability Maturity Model I 32/97

Capability Maturity Model I 33/97

Capability Maturity Model I 34/97

Capability Maturity Model I 35/97

MEASUREMENT AND ANALYSIS

Capability Maturity Model I 36/97

Capability Maturity Model I 37/97

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Capability Maturity Model I 39/97

ORGANIZATIONAL PROCESS DEFINITION +IPPD

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Capability Maturity Model I 41/97

Subprocesses are selected that significantly contribute

Capability Maturity Model I 42/97

ORGANIZATIONAL PROCESS PERFORMANCE

Capability Maturity Model I 43/97

Capability Maturity Model I 44/97

ORGANIZATIONAL INNOVATION AND