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CMMI(SM) Distilled: A Practical Introduction to Integrated Process Improvement
- By Dennis M. Ahern, Richard N. Turner, Aaron Clouse
- Published Jun 27, 2001 by Addison-Wesley Professional. Part of the SEI Series in Software Engineering series.
Book
- Sorry, this book is no longer in print.
Description
- Copyright 2001
- Edition: 1st
- Book
- ISBN-10: 0-201-73500-8
- ISBN-13: 978-0-201-73500-0
The original Capability Maturity Model® (CMM®) framework has been widely adopted to support software process improvement. Its success has led to the development of similar models for process improvement in other areas: systems engineering, acquisition, and human resources, among others. However, the existence of multiple process improvement models within the same organization can lead to conflict and confusion. The Capability Maturity Model Integration (CMMI) project, spearheaded by industry, government, and the Software Engineering Institute (SEI) at Carnegie Mellon, aims to alleviate these difficulties. It supplies a single, integrated framework for improving various processes throughout an organization, thereby enhancing the quality and efficiency of the organization as a whole.
CMMI® Distilled offers executives, project managers, systems and software engineers, and process improvement practitioners a concise, authoritative, and experience-rich introduction to the CMMI framework. The book first explains key aspects of integrated process improvement. Brief case studies highlight the experiences of organizations that have pioneered integrated process improvement and reveal potential pitfalls as well as best practices. It then describes the structure and content of CMMI tools and offers concrete, practical implementation guidelines.
Specific topics covered include:
- The benefits of integrated process improvement
- Migration from legacy process improvement activities to the CMMI framework
- The initial CMMI disciplines: systems engineering, software engineering, and integrated product and process development
- The proposed CMMI extension for acquisition
- Staged and continuous CMMI model representations
- Choosing the most appropriate models for your organization
- Customizing CMMI products for a specific organization
- The rationale behind certain CMMI design decisions
- The initial approach to assessments in CMMI
- Likely future developments within the CMMI project
The CMMI models are large and complex products. CMMI® Distilled provides a concise introduction to help you understand the CMMI framework, evaluate it, and take the first steps toward integrated process improvement.
0201735008B05022001
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Table of Contents
Figure List.
Preface.
I. INTEGRATED PROCESS IMPROVEMENT.
1. Why Integrated Process Improvement?The Engineering Environment of the Twenty-First Century.
Concurrent Engineering and the Cross-Discipline Team.
A Proliferation of Models and Standards.
The Benefits of Integrated Process Improvement.
Conclusions.
2. Implementing Integrated Process Improvement.Starting Integrated Process Improvement.
Building an Integrated Improvement Infrastructure.
Integrating Legacy Processes and Initiatives.
Using Assessments.
Integrated Process Improvement Examples.
II. The CMMI Models.
3. The CMMI Concept.CMMI Project Organization.
CMMI Objectives.
The Three Source Models.
Process Areas.
An Extensible Framework.
4. CMMI Content.Content Classification.
Required Materials.
Expected Materials.
Informative Materials.
Document Map.
5. CMMI Representations.Staged Models.
Continuous Models.
CMMI Model Representations.
6. CMMI Dimensions for Measuring Improvement.Capability Dimension.
Maturity Dimension.
Generic Practices in the Capability Dimension.
Generic Practices in the Maturity Dimension.
Organizational Capability Evolution.
7. CMMI Process Areas.Process Management Process Areas.
Project Management Process Areas.
Engineering Process Areas.
Support Process Areas.
Integrated Product and Process Development Process Areas.
Acquisition Process Areas.
Relationships with CMMI Components.
III. Using CMMI.
8. Selecting the Appropriate Disciplines.The Discipline Dilemma.
Your Situation.
The IPPD Extension.
The Acquisition Extension.
Selecting the Appropriate Model.
9. Picking a Representation.Reasons for Liking Staged Models.
Reasons for Liking Continuous Models.
Reasons for Choosing a CMMI Representation.
10. Assessments with CMMI.Assessment Requirements for CMMI.
Standard CMMI Assessment Method for Process Improvement.
Using Assessments in Process Improvement.
Making a CMMI Model Your Own (Tailoring).
IV. The Future of CMMI.
11. Evolving CMMI.Single Versus Dual Representations.
Collection of Issues for Version 1.1 and Beyond.
Afterword.The Charge of the CMMI Product Team.
Appendix A. Summary of CMMI-SE/SW/IPPD Models: Summary of Continuous Representation.
Appendix B. Summary of CMMISE/SW/IPPD Models: Summary of Staged Representation .
Appendix C. References.
Appendix D. Resources.
Index. 0201735008T04062001
Preface
This book is about a new way of approaching process improvement for engineering development. Process improvement is a generally well-understood and accepted means of achieving quality and productivity gains for software development, and the recognition of its importance for other engineering disciplines is growing. The success and wide adoption of the Capability Maturity Model (CMM) for Software have inspired increased development of similar models in disciplines other than software. The resulting proliferation of models in engineering organizations has led to conflicts in process improvement goals and techniques, considerable increases in required training, and confusion on the part of practitioners as to which of the various models applies to their specific needs.
The Capability Maturity Model Integration (CMMI) project, an ongoing effort by industry, the U.S. government, and the Software Engineering Institute (SEI) of Carnegie Mellon University, is attempting to address this situation. Started in 1998, CMMI is an effort to codify the tenets of model-based process improvement and provide a single, integrated framework for improving engineering processes in organizations that span several disciplines. By integrating the tools and techniques used to improve individual engineering disciplines, both the quality and the efficiency of organizational process improvement are enhanced.
In the last quarter of 2000, after extensive stakeholder review and piloting, the first official CMMI products were released. These models provide users with a choice of single or integrated disciplines and a choice of a staged or continuous representation. They include a wealth of engineering and process improvement information, such as clear goals and extensive guidance on the best practices to achieve them. Most importantly, a well-defined framework outlines how additional disciplines may be brought into the product suite so as to minimize the development of incompatible models in the future.
Purpose of the Book
This book has a threefold purpose. First, we intend to help organizations understand how an integrated approach to process improvement can help mature their technical and management processes. Second, to support this integrated approach, we present a new set of tools developed by the CMMI project specifically designed for multidiscipline process improvement. Finally, we provide practical guidance in the selection and use of those tools. This guidance is based on lessons learned from organizations that have adopted integrated process improvement, as well as the knowledge and experience gained from the hundreds of professionals who were involved in the development of the CMMI product suite.Audience for the Book
The intended audience for this book comprises executives, middle managers, team leaders, acquisition specialists, process improvement champions, and the often overlooked and overworked process improvement practitioners. Executives, who may have deferred process improvement in the past because the scope of their business exceeded the boundaries of a single model, will find an approach and tools to mitigate their concerns. Middle managers and team leaders will find information on the effects of process improvement on their responsibilities and the cross-discipline nature of their environments. Process improvement champions will find a means to enlarge their base of support and focus their efforts in a way that heightens the chances of adoption and success. Finally, individuals who are charged with implementing the process improvement will find help in applying models in the real world. It is our hope that when unsuspecting project and program managers are instructed to "implement that CMMI stuff," this book will provide sufficient information to save both their careers and their sanity.While applicable to any organization involved with rigorous, time-critical development of complex systems, this book will hold special interest for system developers and systems integrators who supply the U.S. government. The federal government participated in the CMMI development work, thereby supporting the efforts of its suppliers (both external and internal) to improve process performance. In October 1999, the U.S. Department of Defense established the requirement that its large program development contractors demonstrate full compliance with a maturity level 3 as measured by the Software CMM (or equivalent).2 More recently, it has indicated its intention to have CMMI-SE/SW identified as an equivalent evaluation tool.3 Given the considerable interest at all levels in adding the acquisition discipline to CMMI, the authors believe that CMMI will likely see application in improving government system acquisition organizations as well.
Organization of the Book
The book is divided into four major parts.Part I introduces integrated process improvement and provides a rationale for undertaking such an approach. This material is both a primer for the novice and ammunition to gain management support for the process improvement champion. It offers general guidance as well as specific hints on implementation, including pointers to support the migration from legacy process improvement activities and accomplishments. Part I also provides case studies and lessons learned from the pioneering organizations that blazed the trail toward integrated process improvement. If you wish to start your reading with the details of CMMI, you could save this first part for review at a later time.
Part II describes the work of the CMMI project. The philosophy, architecture, and models of CMMI products are presented, and examples of the models are annotated in detail to provide a better understanding of their contents. This part also includes much of the rationale for specific CMMI decisions and help in navigating the rather daunting CMMI models.
Part III builds on the first two parts and offers the authors practical guidance in the use of the CMMI products. It suggests heuristics for choosing models and representations appropriate for a specific organization. It also describes CMMI assessments and explains how to tailor the CMMI products to fit an organization and enhance the probability of success in applying CMMI.
Part IV presents some musings on the future of CMMI. These informed speculations reflect some of the discussions held formally and informally during CMMI development. The ideas included are intended to invite discussion and spark innovation, but not, as the sportswriters say, "as the basis for any actual cash wager."
Like their predecessors, the CMMI models are by necessity large and complex products. This book, while not duplicating all their information, will help you understand the CMMI models and auxiliary materials. It provides a rationale for integrating process improvement, a guide to the structure and contents of the CMMI models, and some practical ideas for using the models effectively in your organization. We strongly encourage you to obtain copies of the models from the CMMI Web site (www.sei.cmu.edu/cmmi) and browse through them as you are reading this book, especially Parts II and III. For readers who would like a flavor of the models, Appendixes A and B presents a concise summary of CMMI/SW/SE/IPPD content in both the continuous and staged representations.
The CMMI project is an ongoing effort, so any project as time-restricted as a book will necessarily be overcome by events. The authors have strived to provide information that is both timely and of lasting value, but understand the reality of the CMMI environment. To that end, the publisher has agreed to suppor
Index
A
Ability to perform
Causal Analysis and Resolution process area and, 273
Configuration Management process area and, 241@nd242
Decision Analysis and Resolution process area and, 263@nd264
generic practices and, 111
Integrated Teaming process area and, 252
IPPD process area and, 258
maturity levels and, relationship of, 102
Measurement and Analysis process area and, 238
Organizational Environment for Integration process area and, 265
Organizational Innovation and Deployment process area and, 271
Organizational Process Focus process area and, 253
Organizational Process Performance process area and, 267
Process and Product Quality Assurance process area and, 240
Product Integration process area and, 247@nd248
Project Monitoring and Control process area and, 235
Project Planning process area and, 233@nd234
Quantitative Project Management process area and, 269
Requirements Development process area and, 243
Requirements Management process area and, 232
Risk Management process area and, 260
Supplier Agreement Management process area and, 237
Technical Solution process area and, 245
Validation process area and, 251
Verification process area and, 249
Acquisition extension, 167@nd169
Acquisition process areas
Integrated Supplier Management process area, 154@nd155
Monitoring process area, 153@nd154
Quantitative Supplier Management process area, 155
Supplier Selection process area, 153@nd154
Action proposals, 227
Adoption schedules, 26
After the Appraisal: A Systematic Survey of Process Improvement, Its Benefits, and Factors That Influence Success (Goldenson and Herbsleb), 277
Angelou, Maya, 179
ARC (Assessments Requirements for CMMI), 180@nd183
ASG (Advanced Systems Group), 39@nd42
Assessment(s)
basic description of, 179@nd189
checklist mentality and, 27@nd28
Class A, 185@nd186
Class B, 185@nd186
Class C, 185@nd186
continuous, 32@nd34, 84
data collection, 181
documentation, 180@nd181
method, standard, 183@nd184
planning and preparing for, 181
requirements, 180@nd183
SCAMPI, 183@nd186, 187@nd188
staged models and, 81@nd82
timeline, 186
using, 27@nd28, 185@nd186
Assessments Requirements for CMMI, version 1.0 (ARC), 180@nd183
Assign Responsibility generic practice (GP 2.4), 104, 105, 111
AT&T Labs, 50
B
BAE, 50
Bartlett, John, 65
Baselines, configuration, 224@nd225
Bate, Roger, 58
Berlin Wall, 8
Berra, Yogi, 114
Best practices, leveraging, 23@nd24
"Big bang" events, 28
Boehm, Barry, 199
Boeing, 50
Books in My Life, The (Miller), 49
Bothwell, C., 277
Britcher, Robert, 6, 275
British Standards Institution, 13
"Build-a-little, test-a-little" approach, 33
Buonarotti, Michaelangelo, 190
C
CAM (Continuous Appraisal Method)
basic description of, 33@nd34
phase III schedule, 34
Capability dimension. See also Capability levels
basic description of, 96@nd101
level 0 generic practices, 103
level 1 generic practices, 103@nd104
level 2 generic practices, 104@nd107
level 3 generic practices, 107@nd108
level 4 generic practices, 108@nd109
Capability evolution, organizational, 112@nd113
Capability level(s). See also Capability levels (listed by name)
basic description of, 96@nd97
maturity levels and, relationship of, 101@nd103
profiles, 84@nd85, 92@nd93, 175
use of the term, 80
Capability levels (listed by name). See also Capability levels
CL 0 (Not Performed capability level), 97@nd98, 102, 103
CL 1 (Performed capability level), 97@nd98, 103@nd104, 112, 118
CL 2 (Managed capability level), 98@nd99, 100, 101, 104@nd107, 109
CL 3 (Defined capability level), 98, 99@nd100, 102, 107@nd108
CL 4 (Quantitatively Managed capability level), 100, 102, 108@nd109
CL 5 (Optimizing capability level), 100@nd101, 102, 113
Carnegie Mellon University. See SEI (Software Engineering Institute)
Causal Analysis and Resolution process area, 147@nd148, 227
ability to perform and, 273
commitment to perform and, 273
context diagram, 148
directing implementation and, 273@nd274
generic practices and, 110
goals for, 67
Maturity level 5 and, 272@nd274
verifying implementation and, 274
CBA IPI (CMM-Based Appraisal for Internal Process Improvement), 33, 57, 180, 276
Cheasapeake Bay, 46, 47
Checklist mentality, preventing the emergence of, 27@nd28
Clarity, increasing, 53
Clark, William, 161
CMM Appraisal Framework, 57, 277
CMM Appraisal Framework (Bothwell and Masters), 277
CMM-Based Appraisal for Internal Process Improvement (CBA IPI), 33, 57, 180, 276
CMM-Based Appraisal for Internal Process Improvement (Dunaway and Masters), 276
CMM for Software, 29, 55@nd57
basic description of, 9
Litton PRC and, 32
organizational capability evolution and, 112@nd113
THALES and, 43@nd45
CMMI (Capability Maturity Model Integration) project. See also specific models
basic description of, ix@ndx
components, 155@nd159
concept, diagram of, 53
content, 65@nd77
development of, 49@nd50
dimensions, for measuring improvement, 95@nd113
future of, 191@nd206
Glossary, 68, 73
milestones, 54
objectives, 52@nd55
Product Development Team, 50@nd54, 62, 80, 85@nd86, 164, 177, 202
project organization, 50@nd52
representations, 79@nd94, 171@nd178
Unified (U-CMMI), 199@nd200
version 1.1, issues for, 202@nd205
CMMI-SE/SW/IPPD model
Acquisition extension, 167@nd169
expected materials and, 69, 71
goals for, 67
objectives of, 52
process areas, 88@nd90, 115@nd160
release of, 54
summary of, 211@nd274
three source models for, 55@nd60
CMMI-SE/SW model, 40, 42
expected materials and, 69, 71
goals for, 67
Litton PRC and, 28
objectives of, 52
process areas, 60@nd63
Collect Improvement Information generic practice (GP 3.2), 108, 111, 158
Commitment to perform
Causal Analysis and Resolution process area and, 273
Configuration Management process area and, 241
Decision Analysis and Resolution process area and, 263
generic practices and, 111
Integrated Teaming process area and, 252
IPPD process area and, 258@nd259
maturity levels and, relationship of, 102
Measurement and Analysis process area and, 238
Organizational Environment for Integration process area and, 265
Organizational Innovation and Deployment process area and, 271
Organizational Training process area and, 256
Organizational Process Focus process area and, 252
Organizational Process Performance process area and, 267
Process and Product Quality Assurance process area and, 240
Product Integration process area and, 247
Project Monitoring and Control process area and, 235
Project Planning process area and, 233
Quantitative Project Management process area and, 269
Requirements Development process area and, 243
Requirements Management process area and, 232
Risk Management process area and, 260
Supplier Agreement Management process area and, 237
Technical Solution process area and, 245
Validation process area and, 251
Verification process area and, 249
Common Feature category, for generic practices, 103
Common sense, 158@nd159
Communications of the ACM, 276
Complexity
Britcher on, 6
CMMI components and, 158@nd159
of the engineering environment, 3@nd4
of relationships among elements of the CMMI models, 158@nd159
Component(s)
complexity of, 158@nd159
interfaces, 223
relationships with, 155@nd159
Computer Sciences Corporation (CSC), 50
Concurrent engineering, 4
Configuration Management process area process area, 144@nd145, 224@nd225
ability to perform and, 241@nd242
commitment to perform and, 241
context diagram, 145
directing implementation and, 242
specific goals and practices for, 71@nd72
verifying implementation and, 242
Consistent style, providing, 53
Construction rules, establishing uniform, 53
Content
classification, 66
CMMI, 65@nd77
Context diagram(s)
Organizational Environment for Integration, 152
Organizational Innovation and Deployment, 122
Organizational Process Focus, 120
Organizational Process Performance, 121
Organizational Training, 123
Process and Quality Assurance, 146
Product Integration, 140
Project Planning, 126
Quantitative Project Management, 129@nd130
Requirements Development, 136
Requirements Management, 135
Risk Management, 132
Supplier Agreement Management, 131
Technical Solution, 139
Validation, 143
Verification, 141
Continuous assessment method, 32@nd34
Continuous models
attractiveness of, 174@nd176
basic description of, 83@nd85
capability dimension and, 96@nd101
process areas and, 89@nd90, 115@nd117, 211@nd230
staged models and, comparison of, 175@nd176
tailoring, 186@nd189
summary of, 211@nd242
Cooper, Jack, 276
Correct Common Cause of Problems generic practice (GP 5.2), 110, 158
COTS (commercial-off-the-shelf) products, 23, 217
Creativity, 23
Croesus of Lydia (king), 191
Crosby, Phillip, 4, 174, 275
Cross-discipline teams, 4, 7@nd8
CSC (Computer Sciences Corporation), 50
Curtis, Bill, 276
D
Database architecture, 63@nd64
Decision Analysis and Resolution process area, 148@nd149, 226@nd227
ability to perform and, 263@nd264
commitment to perform and, 263
context diagram, 149
directing implementation and, 264
Maturity level 3 and, 263@nd264
verifying implementation and, 264
Defects, causes of, identifying, 227
Defense Systems Software Development Standard, 13
Defined capability level (CL 3), 98, 99@nd100, 102, 107@nd108
Defined processes, institutionalization as, 228
Delphic Sybil (Buonarotti), 190
Deming, W. Edwards, 3, 4, 208, 276
Department of Defense, xi, 166, 276
development of the CMMI by, 49
Software Acquisition CMM developed by, 9
statistics, on the need for software code, 6
support for IPPD, 59
Deputy Under Secretary of Defense, 49
Diagrams, context
Organizational Environment for Integration, 152
Organizational Innovation and Deployment, 122
Organizational Process Focus, 120
Organizational Process Performance, 121
Organizational Training, 123
Process and Quality Assurance, 146
Product Integration, 140
Project Planning, 126
Quantitative Project Management, 129@nd130
Requirements Development, 136
Requirements Management, 135
Risk Management, 132
Supplier Agreement Management, 131
Technical Solution, 139
Validation, 143
Verification, 141
Diaries of Anaïs Nin, The (Nin), 199
Directing implementation
Causal Analysis and Resolution process area and, 273
Configuration Management process area and, 242
Decision Analysis and Resolution process area and, 264
generic practices and, 111
maturity levels and, relationship of, 102
Integrated Teaming process area and, 252@nd253
IPPD process area and, 259
Measurement and Analysis process area and, 239
Organizational Environment for Integration process area and, 266
Organizational Innovation and Deployment process area and, 272
Organizational Process Focus process area and, 253
Organizational Process Performance process area and, 268
Organizational Training process area and, 256@nd257
Process and Product Quality Assurance process area and, 240
Product Integration process area and, 248
Project Planning process area and, 234
Project Monitoring and Control process area and, 235@nd236
Quantitative Project Management process area and, 270
Requirements Development process area and, 244
Requirements Management process area and, 232
Risk Management process area and, 260@nd261
Supplier Agreement Management process area and, 237
Technical Solution process area and, 246
Validation process area and, 251
Verification process area and, 249@nd250
Discipline(s)
Acquisition extension and, 167@nd169
as closely intertwined, 4
"dilemma," 164
extension into new, 16
IPPD extension and, 166@nd167
lean organizations and, 16
your business environment and, 165@nd166
your core business and, 164@nd165
your objectives and, 166
your organization and, 165
your process improvement scope and, 166
your situation and, 164@nd166
Documentation
assessment, 180@nd181
end-use, 222
FAA, 276
Document maps, 75@nd77
Defense Department, xi, 166, 276
development of the CMMI by, 49
Software Acquisition CMM developed by, 9
statistics, on the need for software code, 6
support for IPPD, 59
Doré, Gustave, xiv
Dunaway, D., 276
E
EER Systems, 50
EIA (Electronic Industries Alliance), 276, 279@nd280. See also EIA/IS 731 model; EIA/IS 732 model
EIA Interim Standard, Systems Engineering Capability, 276
EIA/IS 731 model, 10, 31, 57, 59, 83@nd84, 179, 201
generic attributes and, 203
goals for, 67
process areas and, 61, 62, 117
Eisner, Howard, 58, 276
"Elevator speeches," 21
Eliot, George, 163
Engineering. See also Engineering process areas
concurrent, cross-discipline teams and, 7@nd8
definition of, 56@nd57
environment of the twenty-first century, 5@nd7
terminology, IEEE Glossary of, 277
Engineering Management Council, 42
Engineering process areas, 132@nd143, 220@nd224
Product Integration process area, 74@nd75, 140@nd141, 222@nd223, 247@nd248
Requirements Development process area, 86, 136@nd138, 221, 243@nd244
Requirements Management process area, 61, 67, 86@nd87, 134@nd136, 220, 231@nd232
Technical Solution process area, 138@nd140, 221@nd222,
245@nd246
Validation process area, 142@nd143, 224, 250@nd252
Verification process area, 141@nd142, 223@nd224, 248@nd250
Engineering Process Group (EPG), 24@nd25, 31
Engineering Performance Improvement Group (EPIG), 40@nd42
Engineering Process Organization, 35@nd36
Ensure Continuous Process Improvement generic practice (GP 5.1), 110
Enterprise
processes, integrated, 35@nd37
viewpoints, 203
EPG (Engineering Process Group), 24@nd25,31
EPIC (Enterprise Process Improvement Collaboration), 10, 40@nd42, 58
development of IPD CMM by, 60
and the GEIA, 59
and IPPD concepts, 60
EPIG (Engineering Performance Improvement Group), 40@nd42
Equivalent staging, 91@nd94
Ericsson Canada, 50
Ernst and Young, 50
ESI International, 11
ESPI (European Software Process Improvement Foundation), 280
Essentials of Project and Systems Engineering Management (Eisner), 58, 276
ESSS (Northrop Grumman Electronic Sensors and Systems Sector), 35@nd37
Establish a Defined Process generic practice (GP 3.1), 108, 158
Establish an Organizational Policy generic practice (GP 2.1), 104, 111
Establish Quality Objectives generic practice (GP 4.1), 109, 158
European monarchies, 11@nd12
European Software Process Improvement Foundation (ESPI), 280
European Quality Award, 13
Evolution, organizational capability, 112@nd113
Executive(s)
"overview" level, 66
getting commitment from, 21@nd22
support, maintaining, 21@nd22
Extensible frameworks, 63@nd64
F
FAA (Federal Aviation Administration)
CMMI Product Development team and, 50
documentation, 276
iCMM, 10, 29@nd30
overview of, 280
problem faced by, 29
solution proposed for, 29@nd30
Falat, Michael, 276
Fellowship of the Ring (Tolkien), 65
Ferguson, Jack, 276
Fisher, Matthew, 276
Focus, clarity of, 14, 15@nd16
Functionality, definition of, 221
G
Garcia, Suzanne, 23
GEIA (Government Electronic and Information Technology Association), 59
General Dynamics, 50
Generic. See also Generic practices
attributes, 203
goals, 66@nd68, 227@nd229
Generic practices, 69@nd71, 74@nd75, 227@nd229. See also Generic practices
(listed by name)
capability dimension and, 96@nd101
Capability level 1, 103@nd104
Capability level 2, 104@nd107
Capability level 3, 107@nd108
Capability level 4, 108@nd109
Capability level 5, 109@nd110
common features and, 111@nd112
maturity dimension and, 110@nd112
selecting representations and, 177
Generic practices (listed by name). See also Generic practices
GP 2.7 (Identify and Involve Relevant Stakeholders), 104, 105@nd106, 111, 158
GP 1.1 (Identify Work Scope), 103
GP 1.2 (Perform Base Practices), 103, 104
GP 2.1 (Establish an Organizational Policy), 104, 111
GP 2.2 (Plan the Process), 104
GP 2.3 (Provide Resources), 104, 105, 111
GP 2.4 (Assign Responsibility), 104, 105, 111
GP 2.5 (Train People), 104, 105, 111
GP 2.6 (Manage Configurations), 104, 105, 111, 158
GP 2.8 (Monitor and Control the Process), 104, 107, 111, 158
GP 2.9 (Objectively Evaluate Adherence), 104, 107, 158
GP 2.10 (Review Status with Higher-Level Management), 104, 107
GP 3.1 (Establish a Defined Process), 108, 111, 158
GP 3.2 (Collect Improvement Information), 108, 111, 158
GP 4.1 (Establish Quality Objectives), 109, 158
GP 4.2 (Stabilize Subprocess Performance), 109
GP 5.1 (Ensure Continuous Process Improvement), 110
GP 5.2 (Correct Common Cause of Problems), 110, 158
Gibran, Kahlil, 171
Glossary (CMMI), 68, 73
Goal(s)
aligning process areas with, 24
capability levels and, 96@nd101
CMMI representation and, 92
efficiency, 24
generic, 66@nd68, 227@nd229
informative materials and, 72@nd73
maturity levels and, 93, 101@nd103
required materials and, 66@nd67
selecting, 22@nd23, 177
specific, 66@nd70
staged models and, 81
statements, 68
Goddard Space Flight Center, 46
Goldenson, Dennis, 276, 277
GP 1.1 (Identify Work Scope), 103
GP 1.2 (Perform Base Practices), 103, 104
GP 2.1 (Establish an Organizational Policy), 104, 111
GP 2.2 (Plan the Process), 104
GP 2.3 (Provide Resources), 104, 105, 111
GP 2.4 (Assign Responsibility), 104, 105, 111
GP 2.5 (Train People), 104, 105, 111
GP 2.6 (Manage Configurations), 104, 105, 111, 158
GP 2.7 (Identify and Involve Relevant Stakeholders), 104, 105@nd106, 111, 158
GP 2.8 (Monitor and Control the Process), 104, 107, 111, 158
GP 2.9 (Objectively Evaluate Adherence), 104, 107, 158
GP 2.10 (Review Status with Higher-Level Management), 104, 107
GP 3.1 (Establish a Defined Process), 108, 111, 158
GP 3.2 (Collect Improvement Information), 108, 111, 158
GP 4.1 (Establish Quality Objectives), 109, 158
GP 4.2 (Stabilize Subprocess Performance), 109
GP 5.1 (Ensure Continuous Process Improvement), 110
GP 5.2 (Correct Common Cause of Problems), 110, 158
Grail Knight, 171
Grumman, 50
Guideo, Anthony, 276
H
Harding, J. T., 278
Harris Corporation, 50
Hayes, W., 276, 277
Hefley, William E., 276
Henry, Patrick, 19
Herbsleb, James, 276, 277
Herodotus, 191
Hirmanpour, I., 277
Home organization, use of the term, 151
Honeywell, 50
Humphrey, Watts, 56, 277
Huxley, Thomas Henry, 199
Hybrid solutions, 79, 80, 86, 88
I
IBM (International Business Machines), 56
IBM Systems Journal, 278
Ibrahim, Linda, 277
Ibrahim, Rosalind, 277
I-CM (Integrated Capability Model), 36
Identify and Involve Relevant Stakeholders generic practice (GP 2.7), 104, 105@nd106, 111, 158
Identify Work Scope generic practice (GP 1.1), 103
IEC (International Electrotechnical Commission), 10
IEEE (Institute of Electrical and Electronics Engineers)
definition of software engineering, 56@nd57
EIA 12207 standard, 10
overview of, 280@nd281
Standard Glossary of Software Engineering Terminology, 277
IEP (Integrated Enterprise Process), 35@nd36
Implementation, directing
Causal Analysis and Resolution process area and, 273
Configuration Management process area and, 242
Decision Analysis and Resolution process area and, 264
generic practices and, 111
maturity levels and, relationship of, 102
Integrated Teaming process area and, 252@nd253
IPPD process area and, 259
Measurement and Analysis process area and, 239
Organizational Environment for Integration, 266
Organizational Innovation and Deployment process area and, 272
Organizational Process Focus process area and, 253
Organizational Process Performance process area and, 268
Organizational Training process area and, 256@nd257
Process and Product Quality Assurance process area and, 240
Product Integration process area and, 248
Project Planning process area and, 234
Project Monitoring and Control process area and, 235@nd236
Quantitative Project Management process area and, 270
Requirements Development process area and, 244
Requirements Management process area and, 232
Risk Management process area and, 260@nd261
Supplier Agreement Management process area and, 237
Technical Solution process area and, 246
Validation process area and, 251
Verification process area and, 249@nd250
Implementation, verifying
Causal Analysis and Resolution process area and, 274
Configuration Management process area and, 242
Decision Analysis and Resolution process area and, 264
Integrated Teaming process area and, 253
IPPD process area and, 259
Measurement and Analysis process area and, 239
Organizational Environment for Integration, 266
Organizational Innovation and Deployment process area and, 272
Organizational Process Focus process area and, 253
Organizational Process Performance process area and, 268
Organizational Training process area and, 257
Process and Product Quality Assurance process area and, 240
Product Integration process area and, 248
Project Monitoring and Control process area and, 236
Project Planning process area and, 234
Quantitative Project Management process area and, 270
Requirements Development process area and, 244
Risk Management process area and, 261
Supplier Agreement Management process area and, 237
Technical Solution process area and, 246
Validation process area and, 251@nd252
Verification process area and, 250
Inconsistencies, eliminating, 53
INCOSE (International Council on Systems Engineering), 9, 281
CMMI Product Development team and, 50
definition of systems engineering, 57@nd58
and the GEIA, 59
Litton PRC and, 31
Independent Appraisal Team Lead, 33
Indiana Jones and the Last Crusade (film), 171
Institute of Electrical and Electronics Engineers (IEEE)
definition of software engineering, 56@nd57
EIA 12207 standard, 10
overview of, 280@nd281
Standard Glossary of Software Engineering Terminology, 277
Institutionalization, 68
Integrated Engineering Handbook, 40
Integrated Product Development Process Case Study, An (Aaron and Shaw), 275
Integrated Project Management process area, 87, 127@nd129
Integrated Supplier Management process area, 154@nd155
Integrated Teaming process area, 150, 219
ability to perform and, 252
commitment to perform and, 252
directing implementation and, 252@nd253
Maturity level 3, 261@nd263
verifying implementation and, 263
International Council on Systems Engineering (INCOSE), 9, 281
CMMI Product Development team and, 50
definition of systems engineering, 57@nd58
and the GEIA, 59
Litton PRC and, 31
International Standards Organization (ISO), 53, 59, 277
IEC 12207 life-cycle framework, 42
IEC 15288 standard, 10
IEC 15504 standard, 11, 58
IPD-CMM (Integrated Product Development CMM), 59@nd60, 79
basic description of, 10
expected materials and, 71
process areas and, 61, 62
IPDP (Integrated Product Development Process)
flowchart, 38
Raytheon and, 37@nd39
IPPD (Integrated Product and Process Development), 149@nd152, 217@nd218
ability to perform and, 258
CMMI Steering Group and, 59
commitment to perform and, 258@nd259
concurrent engineering and, 7@nd8
Department of Defense support for, 59
directing implementation, and 259
extensions, 163@nd169
integrated teams and, 150@nd151
Maturity level 3 and, 257@nd259
organizational environments and, 151@nd152
selecting appropriate disciplines and, 163@nd169
verifying implementation and, 259
IPT (Integrated Product Team), 7@nd8, 35@nd36
ISO (International Standards Organization), 53, 59, 277
IEC 12207 life-cycle framework, 42
IEC 15288 standard, 10
IEC 15504 standard, 11, 58
J
Johnson, Samuel, 95
Jones, Daniel, 278
Juran, J. M., 4, 277
Juran on Planning for Quality (Juran), 277
K
Kennedy, John Fitzgerald, 79
King Croesus of Lydia, 191
KPA (key process areas), 112
L
Lamperti, Giovanni Battista, 19
Leadership
maintaining, importance of, 21@nd22
organization environments and, 227
Lean organizations, 16
Lean Thinking (Jones and Womack), 278
Legacy systems
implications for, sensitivity to, 53
process improvement and, integrating, 25@nd27
Lewis, Meriweather, 161
Lewis and Clark Party at Three Forks (painting), 160
Life cycle(s), 7, 8
EPIC, 40@nd42
ISO IEC 12207 framework for, 42
requirements development and, 221
risk management and, 218
standards and, 11
Limits of Software, The (Britcher), 3, 6, 275
Litton PRC, 31@nd32, 50
Lockheed Martin, 32@nd34, 50
M
Machiavelli, 49
Malcolm Baldrige National Quality Award, 13
Manage Configurations generic practice (GP 2.6), 104, 105, 111, 158
Managed capability level (CL 2), 98@nd99, 100, 101, 104@nd107
Managed processes
definition of, 68
institutionalization as, 228, 231, 233, 236, 239
Management
content classification and, 66
getting commitment from, 21@nd22
steering groups and, 25
"Manager overview" level, 66
Managing the Software Process (Humphrey), 277
Marciniak, Jack, 276
Masters, S., 276, 277
Matejceck, Jack, 276
Materials
expected, 66, 69@nd71
informative, 66, 72@nd75
required, 66@nd69
Maturity dimension, 101@nd103, 110@nd112
Maturity level(s), 101@nd103. See also specific levels
concept of, 81
definition of plateau stages by, 174
process areas by category with, 115@nd117
staged models and, 80
structure of, 102
Maturity level 1, 102. See also Maturity levels
Maturity level 2. See also Maturity levels
CMMI representation and, 87, 88
equivalent staging for, 91@nd94
grouping of process areas and, 116@nd117
selecting disciplines and, 168
selecting representations and, 177
staged models and, 81
Maturity level 3, 242@nd266. See also Maturity levels
CMMI representation and, 86@nd89
Decision Analysis and Resolution and, 263@nd264
equivalent staging for, 91@nd94
grouping of process areas and, 116@nd117
Integrated Teaming and, 261@nd263
IPPD and, 257@nd259
Organizational Process Definition and, 254@nd255
Organizational Process Focus and, 252@nd253
Organizational Environment for Integration and, 265@nd266
Organizational Training and, 255@nd257
Product Integration and, 246@nd248
Risk Management and, 259@nd261
selecting disciplines and, 166
selecting representations and, 177
staged models and, 81
Validation and, 250@nd252
Verification and, 248@nd250
Maturity level 4. See also Maturity levels
CMMI representation and, 86, 89
equivalent staging for, 91@nd94
grouping of process areas and, 116
Organization Process Performance and, 266@nd268
Quantitative Project Management and, 268@nd270
staged models and, 81
Maturity level 5. See also Maturity levels
Causal Analysis and Resolution and, 272@nd274
CMMI representation and, 86, 89
equivalent staging for, 91@nd94
grouping of process areas and, 116
Organizational Innovation and Deployment and, 270@nd272
staged models and, 81
Measurement and Analysis process area, 146@nd147, 225@nd226, 237@nd239
ability to perform and, 238
commitment to perform and, 238
context diagram, 147
informative materials and, 72@nd73
directing implementation and, 239
verifying implementation and, 239
Micro-code, 6
Miller, Henry, 49
Miller, Sally, 276
Mitre Corporation, 56
Model representations, 85@nd94. See also Models; specific models
equivalent staging and, 91@nd94
picking, 171@nd178
organizing process areas and, 88@nd90
selecting process areas and, 85@nd88
single versus dual, 194@nd202
Models. See also Model representations; specific models
additional options for, 200@nd202
basic description of, 4@nd5
proliferation of, 8@nd14
selecting appropriate, 169
source, 67@nd75
tailoring, 99@nd100, 186@nd189
unified, 199@nd200
Monarchies, 11@nd12
Monitor and Control the Process generic practice (GP 2.8), 104, 107, 111, 158
Monitoring process area, 153@nd154
Motorola, 50
Moving On Up: Data and Experience Doing CMM-Based Process Improvement (Hayes and Zubrow), 277
Munnis, P. E., 278
Murrow, Edward R., 95
N
NASA (National Aeronautics and Space Administration), 46
NDIA (National Defense Industrial Association), 59, 282
Nez Perce Tribe, 161
NIH ("not invented here") culture, 45
Nin, Anaïs, 199
NIST (National Institute of Standards and Technology), 13
Noncompliance issues, 225, 239
Northrop Grumman Electronic Sensors and Systems Sector, 35@nd37
Not Performed capability level (CL 0), 97@nd98, 102
NSA (National Security Agency), 10, 50
O
Objective(s). See also Goals
basic description of, 52@nd55
disciplines and, 166
legacy processes and, 26
measurement, 225@nd226
quality, establishing, 109, 158
Objectively Evaluate Adherence generic practice (GP 2.9), 104, 107, 158
Optimizing capability level (CL 5), 100@nd101, 102
Oracle at Delphi, 190, 191
Organizational Environment for Integration process area, 226@nd227
ability to perform and, 265
commitment to perform and, 265
directing implementation and, 266
Maturity level 3, 265@nd266
verifying implementation and, 266
Organizational Innovation and Deployment process area, 122@nd123, 214
ability to perform and, 271
commitment to perform and, 271
context diagram, 122
directing implementation and, 272
Maturity level 5 and, 270@nd272
verifying implementation and, 272
Organizational Process Definition process area, 118@nd119, 212
ability to perform and, 254@nd255
commitment to perform and, 254
directing implementation and, 255
generic practices and, 108
Maturity level 3, 254@nd255
verifying implementation and, 255
Organizational Process Focus process area, 119@nd121, 211@nd212
ability to perform and, 253
commitment to perform and, 252
context diagram, 120
directing implementation and, 253
Maturity level 3 and, 252@nd253
verifying implementation and, 253
Organizational Process Performance process area, 121@nd122, 213@nd214
ability to perform and, 267
commitment to perform and, 267
context diagram, 121
goals for, 67
directing implementation and, 268
Maturity level 4 and, 266@nd268
verifying implementation and, 268
Organizational Training process area, 123@nd124
Maturity level 3, 255@nd257
ability to perform and, 256
commitment to perform and, 256
context diagram, 123
directing implementation and, 256@nd257
verifying implementation and, 257
Out of the Crisis (Deming), 276
P
Pacific Bell, 50
Partial staging, 194@nd198
Patton, George S., 115
Paulk, Mark, 276, 277, 278
Paxson, E. S., 160
PCCB (process change control board), 35@nd36
People Capability Maturity Model (Curtis, Hefley, and Miller), 276
People CMM (Capability Maturity Model), 10, 276
Perform, ability to
Causal Analysis and Resolution process area and, 273
Configuration Management process area and, 241@nd242
Decision Analysis and Resolution process area and, 263@nd264
generic practices and, 111
Integrated Teaming process area and, 252
IPPD process area and, 258
maturity levels and, relationship of, 102
Measurement and Analysis process area and, 238
Organizational Environment for Integration process area and, 265
Organizational Innovation and Deployment process area and, 271
Organizational Process Focus process area and, 253
Organizational Process Performance process area and, 267
Process and Product Quality Assurance process area and, 240
Product Integration process area and, 247@nd248
Project Monitoring and Control process area and, 235
Project Planning process area and, 233@nd234
Quantitative Project Management process area and, 269
Requirements Development process area and, 243
Requirements Management process area and, 232
Risk Management process area and, 260
Supplier Agreement Management process area and, 237
Technical Solution process area and, 245
Validation process area and, 251
Verification process area and, 249
Perform, commitment to
Causal Analysis and Resolution process area and, 273
Configuration Management process area and, 241
Decision Analysis and Resolution process area and, 263
generic practices and, 111
Integrated Teaming process area and, 252
IPPD process area and, 258@nd259
maturity levels and, relationship of, 102
Measurement and Analysis process area and, 238
Organizational Environment for Integration process area and, 265
Organizational Innovation and Deployment process area and, 271
Organizational Training process area and, 256
Organizational Process Focus process area and, 252
Organizational Process Performance process area and, 267
Process and Product Quality Assurance process area and, 240
Product Integration process area and, 247
Project Monitoring and Control process area and, 235
Project Planning process area and, 233
Quantitative Project Management process area and, 269
Requirements Development process area and, 243
Requirements Management process area and, 232
Risk Management process area and, 260
Supplier Agreement Management process area and, 237
Technical Solution process area and, 245
Validation process area and, 251
Verification process area and, 249
Perform Base Practices generic practice (GP 1.2), 103, 104
Performed capability level (CL 1), 97@nd98
Phillips, Richard, 56, 278
Piloting, 167@nd168
Plan the Process generic practice (GP 2.2), 104
Plateau stages, definition of, 174
PMBOK (Project Management Body of Knowledge), 11
Practices, generic, 69@nd71, 74@nd75, 227@nd229. See also Practices, generic (listed by name)
capability dimension and, 96@nd101
Capability level 1, 103@nd104
Capability level 2, 104@nd107
Capability level 3, 107@nd108
Capability level 4, 108@nd109
Capability level 5, 109@nd110
common feaures and, 111@nd112
maturity dimension and, 110@nd112
selecting representations and, 177
Practices, generic (listed by name). Practices, generic
GP 2.7 (Identify and Involve Relevant Stakeholders), 104, 105@nd106, 111, 158
GP 1.1 (Identify Work Scope), 103
GP 1.2 (Perform Base Practices), 103, 104
GP 2.1 (Establish an Organizational Policy), 104, 111
GP 2.2 (Plan the Process), 104
GP 2.3 (Provide Resources), 104, 105, 111
GP 2.4 (Assign Responsibility), 104, 105, 111
GP 2.5 (Train People), 104, 105, 111
GP 2.6 (Manage Configurations), 104, 105, 111, 158
GP 2.8 (Monitor and Control the Process), 104, 107, 111, 158
GP 2.9 (Objectively Evaluate Adherence), 104, 107, 158
GP 2.10 (Review Status with Higher-Level Management), 104, 107
GP 3.1 (Establish a Defined Process), 108, 111, 158
GP 3.2 (Collect Improvement Information), 108, 111, 158
GP 4.1 (Establish Quality Objectives), 109, 158
GP 4.2 (Stabilize Subprocess Performance), 109
GP 5.1 (Ensure Continuous Process Improvement), 110
GP 5.2 (Correct Common Cause of Problems), 110, 158
Practices, specific, 69@nd71
Practice-to-goal relationship table, 73
"Pride, stealing with," notion of, 23
Problems, description of, 29
Process and Product Quality Assurance process area, 145@nd146, 225@nd226, 239@nd240
ability to perform and, 240
commitment to perform and, 240
context diagram, 146
directing implementation and, 240
verifying implementation and, 240
Process area(s). See also Process areas (listed by name)
basic description of, 60@nd63, 115@nd160
goals for, 66@nd67
maturity levels and, relationship of, 102, 115@nd117
organization of, 88@nd90
principles, summary of, 21@nd24
relationships between, 155@nd157, 204@nd205
selection of, 85@nd88
specific goals for, 67@nd68
Process areas (listed by name). See also Process areas
Product Integration process area, 74@nd75, 140@nd141, 222@nd223, 247@nd248
Causal Analysis and Resolution process area, 67, 110, 147@nd148, 227, 272@nd274
Configuration Management process area, 71@nd72, 144@nd145, 224@nd225, 241@nd242
Decision Analysis and Resolution process area, 148@nd149, 226@nd227, 263@nd264
Integrated Project Management process area, 87, 127@nd129
Integrated Teaming process area, 150, 219, 261@nd263
Measurement and Analysis process area, 72@nd73, 146@nd147, 225@nd226, 237@nd239
Organizational Environment for Integration process area, 226@nd227, 265@nd266
Organizational Innovation and Deployment process area, 122@nd123, 214, 270@nd272
Organizational Process Definition process area, 108, 118@nd119, 212, 254@nd255
Organizational Process Focus process area, 119@nd121, 211@nd212, 252@nd253
Organizational Training process area, 123@nd124, 255@nd257
Process and Product Quality Assurance process area, 145@nd146, 225@nd226, 239@nd240
Project Monitoring and Control process area, 67, 87, 126@nd127, 216@nd217, 234@nd236
Project Planning, 87, 125@nd126, 215@nd220, 232@nd234
Requirements Development process area, 86, 136@nd138, 221, 243@nd244
Requirements Management process area, 61, 67, 86@nd87, 134@nd136, 220, 231@nd232
Risk Management process area, 72, 131@nd132, 218, 259@nd261
Supplier Agreement Management process area, 130@nd131, 195@nd196, 216@nd217, 236@nd237
Technical Solution process area, 138@nd140, 221@nd222, 245@nd246
Validation process area, 142@nd143, 224, 250@nd252
Verification process area, 141@nd142, 223@nd224, 248@nd250
Process improvement
business objectives and, alignment of, 24
CMMI dimensions for measuring, 95@nd113
cost benefits of, 15
examples, 28@nd45
implementing, 19@nd45
infrastructure, building, 24@nd25
integrated, benefits of, 3@nd18
legacy processes and, integrating, 25@nd27
leveraging best practices and, 23
maintaining executive support and, 21@nd22
model-based, 4@nd5
principles of, 21@nd22
selecting targets and, 22@nd23
standards and, proliferation of, 8@nd14
starting, 20@nd24
Process management process areas, 117@nd124. See also Process management process areas (listed by name)
innovation and, 122@nd123
process definition and, 118@nd119
process focus and, 119@nd121
process performance and, 121@nd122
Process management process areas (listed by name), 117@nd124
Integrated Project Management process area, 87, 127@nd129
Organizational Innovation and Deployment process area, 122@nd123, 214, 270@nd272
Organizational Process Definition process area, 108, 118@nd119, 212, 254@nd255
Organizational Process Focus process area, 119@nd121, 211@nd212, 252@nd253
Organizational Training process area, 123@nd124, 255@nd257
Project Monitoring and Control process area, 67, 87, 126@nd127, 216@nd217, 234@nd236
Project Planning, 87, 125@nd126, 215@nd220, 232@nd234
Risk Management process area, 72, 131@nd132, 218, 259@nd261
Supplier Agreement Management process area, 130@nd131, 195@nd196, 216@nd217, 236@nd237
Project Attribute Form, 42
Product Development Team (CMMI), 50@nd54, 80, 202
CMMI representation and, 85@nd86
discipline dilemma and, 164
process areas and, 62
selecting representations and, 177
Product Integration process area, 140@nd141, 222@nd223
ability to perform and, 247@nd248
commitment to perform and, 247
context diagram, 140
directing implementation and, 248
generic practice elaboration and, 74@nd75
Maturity level 3 and, 246@nd248
verifying implementation and, 248
Project Management Institute, 11
Project Management process areas, 124@nd132, 215@nd220
Project Monitoring and Control process area, 87, 126@nd127, 216@nd217, 234@nd236
ability to perform and, 235
commitment to perform and, 235
directing implementation and, 235@nd236
goals for, 67
verifying implementation and, 236
Project planning. See also Project Planning process area
ability to perform and, 233@nd234
commitments to, 215, 233
directing implementation and, 234
monitoring projects according to, 216
parameters, estimates of, 215
requirements management and, 220
verifying implementation and, 234
Project Planning process area, 125@nd126, 215@nd220, 232@nd234
CMMI representation and, 87
context diagram, 126
Provide Resources generic practice (GP 2.3), 104, 105, 111
PSM (Practical Software and Systems Measurement), 282
Purpose statements, 72
Q
Q-Labs, 50
Quality Is Free (Crosby), 275
Quantitative Project Management process area, 129@nd130, 219@nd220
ability to perform and, 269
commitment to perform and, 269
context diagram, 129@nd130
directing implementation and, 270
equivalent staging and, 93
Maturity level 4 and, 268@nd270
organizational capability evolution and, 112@nd113
verifying implementation and, 270
Quantitatively Managed capability level (CL 4), 100, 102
Quantitative Supplier Management process area, 155
R
Radice, R. A., 56, 278
Raytheon, 37@nd39, 50
Representations, 85@nd94. See also Models; specific models
equivalent staging and, 91@nd94
picking, 171@nd178
organizing process areas and, 88@nd90
selecting process areas and, 85@nd88
single versus dual, 194@nd202
Requirements Development process area, 136@nd138, 221
ability to perform and, 243
commitment to perform and, 243
context diagram, 136
continuous representations and, 86
directing implementation and, 244
Maturity level 3, 242@nd244
staged models and, 86
verifying implementation and, 244
Requirements Management process area, 61, 134@nd136, 220, 231@nd232
ability to perform and, 232
commitment to perform and, 232
context diagram, 135
continuous models and, 86@nd87
directing implementation and, 232
goals for, 67
verifying implementation and, 232
Responsibilities, establishing, 24@nd25
Review Status with Higher-Level Management generic practice (GP 2.10), 104, 107
Risk Management process area, 131@nd132, 218
ability to perform and, 260
commitment to perform and, 260
context diagram, 132
directing implementation and, 260@nd261
Maturity level 3, 259@nd261
purpose statement for, 72
verifying implementation and, 261
Risk mitigation plans, 218
Rockwell Collins, 50
Roger, Bate, 275
Roles, establishing, 24@nd25
Roosevelt, Theodore, 19
Root cause, concept of, 110
Rules, defining, 53
S
Sacagawea, 161
Sand and Foam (Gibran), 171
SCAMPI (Standard CMMI Assessment Method for Process Improvement), 183@nd186, 187@nd188
Scientific Visualization Studio, 46
Scope, 59, 166
SEA (Software Engineering Australia), 282@nd283
SEA Japan (Software Engineers Association of Japan), 284
SECAM (Systems Engineering Capability Assessment Model)
basic description of, 9
SPICE concepts and, 58
SECM (Systems Engineering Capability Model)
Appraisal method, 179
basic description of, 10
focus areas in, 112
process areas and, 62
SE-CMM (Systems Engineering Capability Maturity Model)
basic description of, 9
EPIC and, 58
Litton PRC and, 31
release of, 58
THALES and, 43
SEI (Software Engineering Institute), ix, 4
basic description of, 283@nd284
classes, 23
CMMI Product Development team and, 50
development of the CMMI by, 49
Web site, 63
SEIR (Software Engineering Information Repository), 173
SEPG (software engineering process group), 24@nd25, 31
SEPI (System Engineering Process Improvement) initiative, 43
Shaw, R., 275
Sheard, Sarah, 11
Software Acquisition CMM
basic description of, 9
FFA-iCMM and, 29
Software CMM
advantages of, 172@nd174
assessments and, 179@nd180
Northrup Grumman and, 28
process areas and, 62
stages, 81, 82@nd83
Software engineering. See also Engineering process areas
concurrent, cross-discipline teams and, 7@nd8
definition of, 56@nd57
environment of the twenty-first century, 5@nd7
terminology, IEEE Glossary of, 277
Software Process Assessment, 11
Software Productivity Consortium, 11, 58
Software Product Engineering, 62
Solutions, description of, 29
Source models. See also Models
expected materials and, 69@nd71
goals and themes for, 67@nd68
informative models and, 72@nd75
required materials and, 66@nd69
SPC (Software Productivity Consortium), 284
SPICE concepts, 58
Stabilize Subprocess Performance generic practice (GP 4.2), 109
Staged models
advantages of, 172@nd174
basic description of, 80@nd83
Configuration Management and, 241@nd242
continuous models and, comparison of, 83, 175@nd176
dimensions for measuring improvement and, 96
grouping of process areas in, 115@nd117
maturity dimension and, 101@nd103
Measurement and Analysis and, 237@nd239
organizational capability evolution and, 112@nd113
organization of process areas in, 88@nd90
partial, 194@nd198
Process and Product Quality Assurance and, 239@nd240
Project Monitoring and Control and, 234@nd236
Project Planning and, 232@nd234
Requirements Management and, 231@nd232
summary of, 231@nd242
Supplier Agreement Management and, 236@nd237
tailoring, 186@nd189
Staging, equivalent, 91@nd94
Stakeholders
IPPD and, 217
managing the involvement of, 217
measurement data and, 226
relevant, identifying and involving (GP 2.7), 104, 105@nd106, 111, 158
requirements development and, 221
resolving issues with, 217
Standard Integrated Engineering Process, 40@nd42
Standards, proliferation of, 8@nd14
Steering Group (CMMI), 50, 59
Stovepipe models, 8
Subject Matter of Process Improvement, The (Ibrahim and Hirmanpour), 277
Supplier Agreement Management process area, 130@nd131, 216@nd217, 236@nd237
ability to perform and, 237
commitment to perform and, 237
context diagram, 131
directing implementation and, 237
partially staged models and, 195@nd196
verifying implementation and, 237
Supplier Selection process area, 153@nd154
Support process areas, 143@nd149, 224@nd227
Causal Analysis and Resolution process area, 67, 110, 147@nd148, 227, 272@nd274
Configuration Management process area, 71@nd72, 144@nd145, 224@nd225, 241@nd242
Decision Analysis and Resolution process area, 148@nd149, 226@nd227, 263@nd264
Integrated Teaming process area, 150, 219, 261@nd263
Measurement and Analysis process area, 72@nd73, 146@nd147, 225@nd226, 237@nd239
Organizational Environment for Integration process area, 226@nd227, 265@nd266
Process and Product Quality Assurance process area, 145@nd146, 225@nd226, 239@nd240
Sverdrup Technology, 39@nd43, 50
SW-CMM model
expected materials and, 69, 71
goals for, 67
process areas and, 61, 62
Systems engineering
basic description of, 57@nd58
capability model, 57@nd59, 275
Systems Engineering Capability Maturity Model, Version 1.1 (Bate), 275
T
Tailoring models, 99@nd100, 186@nd189
Technical Solution process area process area, 138@nd140, 221@nd222
ability to perform and, 245
commitment to perform and, 245
context diagram, 139
directing implementation and, 246
Maturity level 3, 244@nd246
verifying implementation and, 246
Tennyson, Alfred Lord, 209
THALES, 43@nd45
Thompson CSF, 43@nd45, 50
Tolkien, J. R. R., 65
Tower of Babel, The (painting), xiv
Traceability, bi-directional, 220, 231
Training. See Organizational Training process area; Train People generic practice (GP 2.5)
Train People generic practice (GP 2.5), 104, 105, 111
TRW, 50
Turner, Richard, 209
U
Unified CMMI (U-CMMI), 199@nd200
Unix in a Nutshell (Gilly)
U.S. Air Force, 50
U.S. Army, 50
Using an Integrated Capability Maturity Model (Ibrahim), 277
U.S. Institute for Defense Analyses, 50
U.S. Navy, 50
V
Validation process area, 142@nd143, 224
ability to perform and, 251
commitment to perform and, 251
context diagram, 143
directing implementation and, 251
Maturity level 3 and, 250@nd252
verifying implementation and, 251@nd252
Verification process area, 141@nd142, 223@nd224
ability to perform and, 249
commitment to perform and, 249
context diagram, 141
directing implementation and, 249@nd250
Maturity level 3, 248@nd250
verifying implementation and, 250
Verifying implementation
Causal Analysis and Resolution process area and, 274
Configuration Management process area and, 242
Decision Analysis and Resolution process area and, 264
generic practices and, 112
Integrated Teaming process area and, 253
IPPD process area and, 259
maturity levels and, relationship of, 102
Measurement and Analysis process area and, 239
Organizational Environment for Integration, 266
Organizational Innovation and Deployment process area and, 272
Organizational Process Focus process area and, 253
Organizational Process Performance process area and, 268
Organizational Training process area and, 257
Process and Product Quality Assurance process area and, 240
Product Integration process area and, 248
Project Monitoring and Control process area and, 236
Project Planning process area and, 234
Quantitative Project Management process area and, 270
Requirements Development process area and, 244
Risk Management process area and, 261
Supplier Agreement Management process area and, 237
Technical Solution process area and, 246
Validation process area and, 251@nd252
Verification process area and, 250
Vision, shared
IPPD and, 218
integrated teams and, 219
organization environments and, 226@nd227
Vocal Wisdom (Lamperti), 19
W
WBS (work breakdown structure), 233
Webster, R., 276
Womack, James P., 278
Work Scope, identifying, 103
Z
Zubrow, David, 276, 277