PREFACE Purpose of This Book Audience Organization of This Book How to Use This Book Readers New to Process Improvement Readers Experienced with Process Improvement Readers Familiar with CMMI Additional Information and Reader Feedback ACKNOWLEDGMENTS PART ONE--ABOUT CMMI 1 INTRODUCTION About Capability Maturity Models Evolution of CMMI Coverage of the Bodies of Knowledge Systems Engineering Software Engineering Integrated Product and Process Development Supplier Sourcing Selecting Disciplines Process Areas for Systems Engineering Process Areas for Software Engineering Process Areas for Intesgrated Product and Process Development Process Areas for Supplier Sourcing Multiple Disciplines A Conclusion Resolving Different Approaches of CMMs Choosing a Representation Continuous Representation Staged Representation Comparison of the Continuous and Staged Representations Factors in Your Decision Why Not Both Representations? Choosing Your Approach to Process Improvement Scenario 1 Scenario 2 The Advantages of CMMI 2 PROCESS AREA COMPONENTS Required, Expected, and Informative Components Required Components Expected Components Informative Components Components Associated with Part Two Process Areas Purpose Statements Introductory Notes Belated Process Areas Specific Goals Generic Goals Practice-lo-Goal Relationship Tables Specific Practices Typical Work Products Subpractices Generic Practices Generic Practice Elaborations Supporting Informative Components Notes Examples Discipline Amplifications References Numbering Scheme Typographical Conventions Representation-Specific Content Discipline-Specific Content PROCESS INSTITUTIONALIZATION Overview 3 Process Institutionalization Performed Process Managed Process Defined Process Quantitatively Managed Process Optimizing Process Relationships among Processes Generic Goals and Generic Practices GG 1 Achieve Specific Goals GG 2 Institutionalize a Managed Process GG 3 Institutionalize a Defined Process GG 4 Institut!onalize a Quantitatively Managed Process GG 5 Institutionalize an Optimizing Process Applying Generic Practices Process Areas That Support Generic Practices 4 RELATIONSHIPS AMONG PROCESS AREAS Four Categories of CMMI Process Areas Process Management Fundamental Process Management Process Areas Progressive Process Management Process Areas Project Management Fundamental Project Management Process Areas Progressive Project Management Process Areas Engineering Engineering Process Areas and Recursion Support Fundamental Support Process Areas Progressive Support Process Areas 5 TYING IT ALL TOGETHER Understanding Levels Structures of the Continuous and Staged Representations Understanding Capability Levels Capability Level 0: Incomplete Capability Level 1: Performed Capability Level 2: Managed Capability Level 3: Defined Capability Level 4: Quantitatively Managed Capability Level 5: Optimizing Advancing through Capability Levels Understanding Maturity Levels Maturity Level 1: Initial Maturity Level 2: Managed Maturity Level 3: Defined Maturity Level 4: Quantitatively Managed Maturity Level S: Optimizing Advancing through Maturity Levels, Process Areas Specific Practices Base and Advanced Practices Generic Goals and Practices Common Features Representation Comparison Equivalent Staging 6 USING CMMI MODELS Interpreting CMMI Models Appraisals and Benchmarking Appraisal Requirements for CMMI ISO/IEC 15504 Compatibility and Conformance Adopting CMMI Organizations with Experience Organizations New to Process improvement CMMI Model Training Model Tailoring Tailoring Constraints for Process Improvement Tailoring Constraints for Benchmarking Planning Tailoring for Benchmarking Appraisal Considerations 7 CMMI CASE STUDY: UNITED SPACE ALLIANCE, LLC Background USA Mission and Vision Deploying Company Goals Process Ownership CMMI Case Study Activity The Initiating Phase Project Selection Primary Avionics Software System Project Background Cockpit Avionics Upgrade Project Background CMMI Model Selection and Scope CMMI Training CMM! Supplemental Resources The Diagnosing Phase Collecting Information Recording Observations CMMI Model Results Engineering Process Areas Requirements Management and Requirements Development Technical Solution Product Integration Verification and Validation Project Management Process Areas Project Planning Project Monitoring and Control Integrated Project Management Supplier Agreement Management Risk Management Quantitative Project Management Process Management Process Areas Organizational Process Focus and Organizational Process Definition Organizational Training[ Organizational Process Performance Organizational Innovation and Deployment Support Process Areas Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution Lessons Learned Interpretation Issues Next Steps PART TWO--THE PROCESS AREAS CAUSAL ANALYSIS AND RESOLUTION CONFIGURATION MANAGEMENT DECISION ANALYSIS AND RESOLUTION INTEGRATED PROJECT MANAGEMENT INTEGRATED SUPPLIER MANAGEMENT INTEGRATED TEAMING MEASUREMENT AND ANALYSIS ORGANIZATIONAL ENVIRONMENT FOR INTEGRATION ORGANIZATIONAL INNOVATION AND DEPLOYMENT ORGANIZATIONAL PROCESS DEFINITION ORGANIZATIONAL PROCESS FOCUS ORGANIZATIONAL PROCESS PERFORMANCE ORGANIZATIONAL TRAINING PRODUCT INTEGRATION PROJECT MONITORING AND CONTROL PROJECT PLANNING PROCESS AND PRODUCT QUALITY ASSURANCE QUANTITATIVE PROJECT MANAGEMENT REQUIREMENTS DEVELOPMENT REQUIREMENTS MANAGEMENT RISK MANAGEMENT SUPPLIER AGREEMENT MANAGEMENT TECHNICAL SOLUTION VALIDATION VERIFICATION PART THREE--THE APPENDICES AND GLOSSARY A REFERENCES Publicly Available Sources Regularly Updated Sources B ACRONYMS CMMI PROJECT PARTICIPANTS Product Team Sponsors Steering Group Configuration Control Board Stakeholders/Reviewers GLOSSARY INDEX
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