ISO/IEEE 15288:2015 to CMMI-DEV v1.3 Map (with IEEE 15288.1 additions) Task ID ISO 15288 Keywords Conf Gap Comment 6 System Life Cycle Processes 6.1 Agreement Processes 6.1.1 Acquisition Process 6.1.1.3 Activities and tasks 6.1.1.3a Prepare for the acquisition 6.1.1.3a 1 Define strategy Strong 6.1.1.3a 2 Prepare request Strong 6.1.1.3b Advertise the acquisition and select the supplier 6.1.1.3b 1 Communicate request SAM SP 1.2 Strong Strong 6.1.1.3b 2 Select supplier SAM SP 1.2 Strong Strong 6.1.1.3c Establish and maintain an agreement 6.1.1.3c 1 Develop agreement SAM SP 1.3 Strong Strong 6.1.1.3c 2 Identify changes SAM SP 1.3 Strong Strong 6.1.1.3c 3 Evaluate impact Strong 6.1.1.3c 4 Negotiate agreement SAM SP 1.3 Strong Strong 6.1.1.3c 5 Update agreement SAM SP 1.3 Strong Strong 6.1.1.3d Monitor the agreement 6.1.1.3d 1 Assess execution SAM SP 2.1 Strong Strong 6.1.1.3d 2 Provide data SAM SP 2.1 Strong Strong 6.1.1.3e Accept the product or service 6.1.1.3e 1 Confirm compliance SAM SP 2.2 Strong Strong 6.1.1.3e 2 Make payment None No map No map Accept product SAM SP 2.2 Strong Strong Close agreement None No map No map 6.1.2 Supply Process 6.1.2.3 Activities and tasks 6.1.2.3a Prepare for the supply CMMI Practices Aggregate Conf SAM SP 1.1 TS SP 2.4 SAM GP 2.2 Medium Medium Medium SAM SP 1.2 SAM SP 1.3 Strong Weak SAM SP 1.3 PP SP 3.2 Strong Weak Though CMMI addresses accepting and transitioning acquired products, it does not explicitly address payment or closure of the supplier agreement. 6.1.1.3e 3 6.1.1.3e 4 Though CMMI addresses accepting and transitioning acquired products, it does not explicitly address payment or closure of the supplier agreement.
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ISO/IEEE 15288:2015 to CMMI-DEV v1.3 Map (with IEEE 15288.1 additions)
Task ID ISO 15288 Keywords Conf Gap Comment
6 System Life Cycle Processes6.1 Agreement Processes6.1.1 Acquisition Process6.1.1.3 Activities and tasks6.1.1.3a Prepare for the acquisition6.1.1.3a 1 Define strategy Strong
6.1.1.3a 2 Prepare request Strong
6.1.1.3b Advertise the acquisition and select the supplier
6.1.1.3b 1 Communicate request SAM SP 1.2 Strong Strong6.1.1.3b 2 Select supplier SAM SP 1.2 Strong Strong6.1.1.3c Establish and maintain an agreement6.1.1.3c 1 Develop agreement SAM SP 1.3 Strong Strong6.1.1.3c 2 Identify changes SAM SP 1.3 Strong Strong6.1.1.3c 3 Evaluate impact Strong
6.1.1.3c 4 Negotiate agreement SAM SP 1.3 Strong Strong6.1.1.3c 5 Update agreement SAM SP 1.3 Strong Strong6.1.1.3d Monitor the agreement6.1.1.3d 1 Assess execution SAM SP 2.1 Strong Strong6.1.1.3d 2 Provide data SAM SP 2.1 Strong Strong6.1.1.3e Accept the product or service6.1.1.3e 1 Confirm compliance SAM SP 2.2 Strong Strong6.1.1.3e 2 Make payment None No map No map
Accept product SAM SP 2.2 Strong StrongClose agreement None No map No map
6.1.2 Supply Process6.1.2.3 Activities and tasks6.1.2.3a Prepare for the supply
CMMIPractices
Aggregate Conf
SAM SP 1.1TS SP 2.4SAM GP 2.2
MediumMediumMedium
SAM SP 1.2SAM SP 1.3
StrongWeak
SAM SP 1.3PP SP 3.2
StrongWeak
Though CMMI addresses accepting and transitioning acquired products, it does not explicitly address payment or closure of the supplier agreement.
6.1.1.3e 36.1.1.3e 4 Though CMMI addresses accepting and transitioning
acquired products, it does not explicitly address payment or closure of the supplier agreement.
6.1.2.3a 1 Identify an acquirer RD SP 1.1 Medium Medium
6.1.2.3a 2 Define strategy PP SP 2.7 Weak Weak
6.1.2.3b Respond to a tender6.1.2.3b 1 Evaluate request PP SP 3.2 Weak Weak
6.1.2.3b 2 Prepare response None No map No map
6.1.2.3c Establish and maintain an agreement6.1.2.3c 1 Negotiate agreement Weak
6.1.2.3c 2 Identify changes REQM SP 1.3 Weak
6.1.2.3c 3 Evaluate impact Weak
6.1.2.3c 4 Negotiate agreement Weak
6.1.2.3c 5 Update agreement Weak
6.1.2.3d Execute the agreement
Though CMMI-DEV addresses eliciting customer requirements, market needs and requirements, it does not explicitly address the acquisition supply interface.
CMMI-DEV focuses primarily on planning once a project is identified, not solicitations, proposals or acquisitions for new projects.
CMMI-DEV focuses primarily on planning once a project is identified, not solicitations, proposals or acquisitions for new projects.
CMMI-DEV focuses primarily on planning once a project is identified, not solicitations, proposals or acquisitions for new projects.
PP SP 3.3REQM SP 1.1REQM SP 1.2
WeakWeakWeak
CMMI-DEV focuses primarily on planning and monitoring once a project is identified. The contractual aspects of establishing and maintaining agreements with acquirers are not explicitly addressed.
Weak CMMI-DEV focuses primarily on planning and monitoring once a project is identified. The contractual aspects of establishing and maintaining agreements with acquirers are not explicitly addressed.
REQM SP 1.3REQM SP 1.5
WeakWeak
CMMI-DEV focuses primarily on planning and monitoring once a project is identified. The contractual aspects of establishing and maintaining agreements with acquirers are not explicitly addressed.
PP SP 3.3REQM SP 1.3REQM SP 1.5
WeakWeakWeak
CMMI-DEV focuses primarily on planning and monitoring once a project is identified. The contractual aspects of establishing and maintaining agreements with acquirers are not explicitly addressed.
PP SP 3.3REQM SP 1.3REQM SP 1.5IPM SP 1.5
WeakWeakWeakWeak
CMMI-DEV focuses primarily on planning and monitoring once a project is identified. The contractual aspects of establishing and maintaining agreements with acquirers are not explicitly addressed.
6.1.2.3d 1 Execute agreement Strong
6.1.2.3d 2 Assess execution Strong
6.1.2.3e Deliver and support the product or service6.1.2.3e 1 Deliver the product PI SP 3.4 Strong Strong6.1.2.3e 2 Provide assistance Weak
6.1.2.3e 3 Accept payment None No map No map
6.1.2.3e 4 Transfer product PI SP 3.4 Weak Weak
6.1.2.3e 5 Close agreement None No map No map
6.2 Organizational Project- Enabling Processes6.2.1 Life Cycle Model Management Process6.2.1.3 Activities and tasks6.2.1.3a Establish the process6.2.1.3a 1 Establish policies Strong
6.2.1.3a 2 Establish processes Strong
6.2.1.3a 3 Define roles Strong
6.2.1.3a 4 Define criteria Strong
6.2.1.3a 5 Life cycle models OPD SP 1.2 Strong Strong6.2.1.3b Assess the process6.2.1.3b 1 Monitor execution Strong
IPM SP 1.5PMC SP 1.2PMC SP 1.6
StrongMediumMedium
IPM SP 1.5PMC SP 1.2PMC SP 1.6IPM SP 2.2
StrongMediumMediumMedium
IPM SP 2.1TS SP 3.2
WeakWeak
CMMI-DEV focuses primarily on development of the product up to delivery. Other post-delivery aspects such as maintenance and support are implied in informative material but are not explicit.
CMMI-DEV does not address the contractual or payment aspects of acquirer agreements.
CMMI-DEV includes delivery of products but not transition from an acquirer agreement context.
CMMI-DEV does not address the contractual or payment aspects of acquirer agreements.
OPD SP 1.1OPD SP 1.3OPD GP 2.1OPF GP 2.1
StrongStrongStrongMedium
OPD SP 1.1OPF SP 1.1
StrongStrong
OPD GP 2.4OPF GP 2.4OPD SP 1.1
StrongStrongMedium
OPD SP 1.1OPD SP 1.2OPD SP 1.3
StrongMediumMedium
OPD SP 1.4OPF SP 3.3OPF SP 3.4
StrongStrongStrong
6.2.1.3b 2 Review life cycle Strong
6.2.1.3b 3 Identify improvements Strong
6.2.1.3c Improve the process6.2.1.3c 1 Prioritize improvements Strong
6.2.1.3c 2 Implement improvements Strong
6.2.2 Infrastructure Management Process6.2.2.3 Activities and tasks6.2.2.3a Establish the infrastructure6.2.2.3a 1 Define requirements Strong
6.2.2.3a 2 Identify resources Strong
6.2.2.3b Maintain the infrastructure6.2.2.3b 1 Evaluate infrastructure Strong
6.2.2.3b 2 Improve infrastructure Strong
6.2.3 Portfolio Management Process6.2.3.3 Activities and tasks6.2.3.3a Define and authorize projects6.2.3.3a 1 Identify capabilities None No map No map
6.2.3.3a 2 Prioritize opportunities None No map No map
6.2.3.3a 3 Define projects Medium
OPF SP 1.2OPF SP 3.3
StrongMedium
OPF SP 1.3OPF SP 1.2
StrongMedium
OPF SP 1.3OPF SP 2.1
StrongStrong
OPF SP 2.2OPF SP 3.4OPF GP 2.7
StrongMediumMedium
IPM SP 1.3OPD SP 1.6PP SP 2.4PI SP 1.2
StrongStrongMediumMedium
IPM SP 1.3OPD SP 1.6* GP 2.3
StrongMediumMedium
IPM SP 1.3PMC SP 1.1OPF SP 1.3OPF SP 3.3
StrongMediumMediumMedium
IPM SP 1.3OPF SP 3.4
StrongMedium
CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole.
CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole.
PP SP 2.7 Medium CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. CMMI practice covers each project individually.
Identify goals PP SP 2.7 Weak Weak
Allocate resources PP SP 2.4 Medium Medium
Identify dependencies Medium
Specify reporting Medium
Authorize project PP SP 3.3 Strong Strong6.2.3.3b Evaluate the portfolio of projects6.2.3.3b 1 Evaluate projects PMC SP 1.7 Weak Weak
6.2.3.3b 2 Continue projects Weak
6.2.3.3c Terminate projects6.2.3.3c 1 Cancel projects None No map No map
6.2.3.3a 4 CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. Also, no CMMI practice explicitly addresses the establishment of expected project goals, objectives, or outcomes.
6.2.3.3a 5 CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. CMMI practice covers each project individually.
6.2.3.3a 6 PP SP 3.3PP SP 2.1PP SP 3.1IPM SP 2.2
MediumWeakWeakWeak
CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. CMMI practice primarily looks at other plans and effects within the project. Looks at dependencies, but not explicitly multi-project interfaces.
6.2.3.3a 7 PP SP 2.1IPM SP 1.4IPM SP 1.5
MediumMediumWeak
CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole.
6.2.3.3a 8
CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole.
PP SP 3.3PMC SP 1.7
WeakWeak
Does not explicitly address the ongoing evaluation and commitment. Applies to the extent that PP SP 3.3 is applied continually. Does not address the potential redirection of the project funding if objectives or value not achieved.
CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. CMMI-DEV does not address that potential cancelation of a project based on value to the set of projects.
6.2.3.3c 2 Close projects None No map No map
6.2.4 Human Resource Management Process6.2.4.3 Activities and tasks6.2.4.3a Identify skills6.2.4.3a 1 Identify needs Strong
6.2.4.3b 3 Develop skills OT SP 2.1 Strong Strong6.2.4.3b 4 Maintain records OT SP 2.2 Strong Strong6.2.4.3c Acquire and provide skills6.2.4.3c 1 Obtain personnel Medium
6.2.4.3c 2 Manage personnel Medium
6.2.4.3c 3 Make assignments Strong
6.2.4.3c 4 Motivate personnel None No map No map
6.2.4.3c 5 Control project interfaces Weak
6.2.5 Quality Management Process6.2.5.3 Activities and tasks6.2.5.3a Plan quality management6.2.5.3a 1 Establish policies Strong
Does not explicitly cover the close-out of projects, especially in the context of evaluation across the set of projects in the organization. Indicates that Close-out may be a phase in the life cycle with associated milestone review.
OT SP 1.1OT SP 1.2
StrongMedium
OT SP 2.2OT SP 1.1
StrongMedium
OT SP 1.3OT SP 1.1
StrongMedium
OT SP 1.4OT SP 1.3
StrongMedium
PP SP 2.4PP SP 2.5PMC SP 1.1OT SP 1.1
MediumMediumWeakWeak
Project staffing is addressed by CMMI-DEV but not the strategic organizational aspects of staffing.
OT SP 2.1OT SP 2.2OT SP 1.3
MediumMediumWeak
Project staffing is addressed by CMMI-DEV but not the strategic organizational aspects of staffing.
PP SP 2.5PP SP 2.4OT SP 2.2
StrongMediumWeak
CMMI doesn't address motivation or career development
IPM SP 2.2IPM SP 2.3OPD SP 1.7
WeakWeakWeak
CMMI doesn't focus on multi-project management interfaces but rather single projects.
6.2.6 Knowledge Management Process6.2.6.3 Activities and tasks6.2.6.3a Plan knowledge management6.2.6.3a 1 Define strategy Weak
6.2.6.3a 2 Identify knowledge Weak
PPQA GP 2.4OPD GP 2.4OPF GP 2.4
MediumMediumMedium
OPD SP 1.1PPQA SP 1.1PPQA SP 1.2OPD SP 1.4
StrongMediumWeakWeak
PPQA GP 2.3OPD GP 2.3OPF GP 2.3
MediumMediumMedium
OPF SP 3.3PPQA GP 3.2
StrongStrong
PMC SP 1.6OPF SP 1.3OPF SP 1.1
MediumMediumWeak
Customer satisfaction is an underlying tenet of CMMI but assessment is not explicit.
OPF SP 3.3PPQA GP 2.9
StrongStrong
OPF SP 2.2OPF SP 3.3
StrongMedium
Perform quality management corrective and preventative action
OPF SP 2.1PPQA SP 2.1
StrongMedium
OPF SP 2.1CAR SP 1.1CAR SP 1.2
MediumMediumMedium
PPQA SP 2.1OPF SP 2.2CAR SP 2.2
StrongMediumMedium
OT SP 1.1OT SP 1.4
WeakWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
OT SP 1.1IPM SP 1.2IPM SP 1.7
WeakWeakWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
6.2.6.3d Manage knowledge, skills, and knowledge assets
6.2.6.3d 1 Maintain skills and assets Medium
OPF SP 3.1PP SP 2.5OT SP 1.2
MediumWeakWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
Share knowledge and skills throughout the organization
OPD SP 1.5OT SP 1.4
MediumWeak
CMMI-DEV provides a process asset library, but is not explicit on classification of assets.
OPF SP 3.4IPM SP 1.7OT SP 1.4
MediumMediumWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
OPD SP 1.5OPF SP 3.1OT SP 2.1
MediumMediumWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
Share knowledge assets throughout the organization
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
OPD SP 1.5OPF SP 3.4
MediumMedium
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
OPD SP 1.5OPF SP 3.1IPM SP 1.7
MediumMediumWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
OPD SP 1.5OPF SP 3.4OT SP 1.4
MediumMediumWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
6.2.6.3d 2 Monitor usage Medium
6.2.6.3d 3 Reassess technology Medium
6.3 Technical Management Processes6.3.1 Project Planning Process6.3.1.3 Activities and tasks6.3.1.3a Define the project6.3.1.3a 1 Identify objectives Strong
6.3.1.3b Plan project and technical management6.3.1.3b 1 Define schedule Strong
6.3.1.3b 2 Define criteria Strong
6.3.1.3b 3 Define budget Strong
6.3.1.3b 4 Establish responsibilities Strong
6.3.1.3b 5 Define infrastructure Strong
OPF SP 3.3OPF SP 3.4OT SP 2.3
MediumMediumWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
OPF SP 3.4OT SP 1.1
MediumWeak
CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.
6.3.1.3c 3 Implement project IPM SP 1.5 Strong Strong6.3.2 Project Assessment and Control Process6.3.2.3 Activities and tasks6.3.2.3a Plan for project assessment and control6.3.2.3a 1 Define strategy Strong
6.3.2.3b Assess the project6.3.2.3b 1 Assess objectives Strong
Intent of "authorization" is met through entry/exit criteria on tasks/reviews, even though in informative details.
DAR SP 1.1DAR GP 2.2
StrongStrong
6.3.3.3a 3 Involve stakeholders Strong
6.3.3.3b Analyze the decision information6.3.3.3b 1 Select strategy Strong
6.3.3.3b 2 Determine Criteria DAR SP 1.2 Strong Strong6.3.3.3b 3 Identify alternatives DAR SP 1.3 Strong Strong6.3.3.3b 4 Evaluate alternatives DAR SP 1.5 Strong Strong6.3.3.3c Make and manage decisions6.3.3.3c 1 Determine alternative DAR SP 1.6 Strong Strong6.3.3.3c 2 Record Resolutions DAR SP 1.6 Strong Strong6.3.3.3c 3 Record decisions Strong
6.3.4 Risk Management Process6.3.4.3 Activities and tasks6.3.4.3a Plan risk management6.3.4.3a 1 Define strategy Strong
6.3.4.3a 2 Define risk context Strong
6.3.4.3b Manage the risk profile6.3.4.3b 1 Define thresholds Strong
6.3.8.3e 4 Prioritize treatments PPQA SP 2.1 Medium Medium Prioritization not explicit in CMMI.
PPQA GP 2.4PPQA SP 1.1PPQA SP 1.2
StrongMediumWeak
Objectivity stressed but establishing independence not specific.
Confirm supplier quality(added per IEEE 15288.1)
SAM SP 1.3QPM SP 1.1
MediumWeak
PPQA SP 1.2* GP 2.9
StrongStrong
VER SP 3.1VAL SP 2.1PPQA SP 1.2VER SP 2.2
StrongStrongMediumWeak
Verify supplier quality(added per IEEE 15288.1)
SAM SP 2.1PPQA SP 1.2
MediumWeak
Supplier Quality Assurance program not explicit in CMMI.
PPQA SP 1.1* GP 2.9
StrongStrong
CMMI QA doesn't specifically address evaluation of tools or environments.
SAM SP 2.1SAM SP 1.2
StrongWeak
PPQA SP 2.2PPQA SP 2.1
StrongMedium
PPQA SP 2.2PPQA SP 2.1
StrongMedium
PPQA SP 1.1PPQA SP 1.2PPQA SP 2.1* GP 2.9
StrongStrongStrongMedium
PPQA SP 1.1PPQA SP 1.2PPQA SP 2.1PPQA SP 2.2
StrongStrongStrongWeak
PPQA SP 1.1PPQA SP 1.2PPQA SP 2.1PPQA SP 2.2
StrongStrongStrongStrong
6.3.8.3e 5 Analyze trends Strong
6.3.8.3e 6 Inform stakeholders Strong
6.3.8.3e 7 Track problems PPQA SP 2.1 Strong Strong6.4 Technical Processes6.4.1 Business or Mission Analysis Process6.4.1.3 Activities and tasks6.4.1.3a Prepare for Business or Mission Analysis6.4.1.3a 1 Review opportunities None No map No map
6.4.1.3a 2 Define strategy None No map No map
6.4.1.3a 3 Plan systems or services Strong
6.4.1.3a 4 Access to enablers Strong
6.4.1.3b Define the problem or opportunity space6.4.1.3b 1 Analyze opportunities None No map No map
6.4.1.3b 2 Define mission opportunity None No map No map
6.4.1.3c Characterize the solution space6.4.1.3c 1 Define preliminary concepts RD SP 3.1 Medium Medium
6.4.1.3c 2 Identify alternatives DAR SP 1.3 Strong Strong6.4.1.3d Evaluate alternative solution classes6.4.1.3d 1 Assess alternatives Strong
6.4.1.3d 2 Select alternatives DAR SP 1.6 Strong Strong6.4.1.3e Manage the Business or Mission Analysis
6.4.3 System Requirements definition Process6.4.3.3 Activities and tasks6.4.3.3a Prepare for System Requirements Definition6.4.3.3a 1 Define functional boundary Strong
6.4.3.3a 2 Define requirements definition Strong
6.4.3.3a 3 Plan systems or services Strong
6.4.3.3a 4 Access to enablers Strong
6.4.3.3b Define system requirements6.4.3.3b 1 Define system functions RD SP 3.2 Strong Strong6.4.3.3b 2 Define constraints Strong
6.4.4.3d Relate the architecture to design6.4.4.3d 1 Identify system elements Strong
6.4.4.3d 2 Define interfaces Strong
TS SP 2.2RD SP 1.2RD SP 1.1TS SP 2.1
StrongMediumWeakWeak
TS SP 2.1TS SP 2.2
WeakWeak
If stakeholder does not specify a framework (e.g., DoDAF, Zachman, FEA, TOGAF, etc.) then contractor may need to justify the choice made and document the decision on the Data Access List (DAL).
TS SP 1.2TS SP 2.2
StrongMedium
If stakeholder does not specify a framework (e.g., DoDAF, Zachman, FEA, TOGAF, etc.) then contractor may need to justify the choice made and document the decision on the Data Access List (DAL).
TS SP 1.2TS GP 2.3DAR SP 1.5
MediumMediumWeak
Develop models and views of candidate architectures
TS SP 1.2TS SP 2.2TS SP 2.3
StrongMediumMedium
If stakeholder does not specify a framework (e.g., DoDAF, Zachman, FEA, TOGAF, etc.) then contractor may need to justify the choice made and document the decision on the Data Access List (DAL).
TS SP 1.2TS SP 2.1
StrongMedium
RD SP 2.2TS SP 2.2
StrongWeak
TS SP 2.1TS SP 2.2
MediumMedium
REQM SP 1.4TS SP 2.1
StrongMedium
Develop functional architecture(added per IEEE 15288.1)
TS SP 2.1TS SP 2.2
StrongMedium
Develop physical architecture(added per IEEE 15288.1)
6.4.5 Design definition Process6.4.5.3 Activities and tasks6.4.5.3a Prepare for design definition6.4.5.3a 1 Determine technologies Medium CMMI does not explicitly address technologies.
6.4.5.3a 2 Determine design types Medium
RD SP 2.2REQM SP 1.4TS SP 2.2
StrongWeakWeak
REQM SP 1.4TS SP 2.1
StrongMedium
TS SP 1.1TS SP 2.1
WeakWeak
CMMI does not explicitly address architecture principles.
TS SP 2.1
TS SP 1.2
TS SP 1.2
Assess architecture(added per IEEE 15288.1)
TS SP 1.1TS SP 1.2
StrongMedium
No Specific Practices addressing this item Generic Practice is not sufficient to rate as Strong.
CM SP 3.2TS SP 2.1TS SP 2.2
MediumWeakWeak
Specific Practices do not provide sufficient consistency and/or correctness would need to be specified.
CM SP 2.2TS GP 2.6TS SP 2.2
MediumMediumWeak
TS SP 2.2TS SP 2.1
StrongMedium
REQM SP 1.4REQM SP 1.5
StrongWeak
CM SP 1.3TS GP 2.6
MediumMedium
TS SP 1.1TS SP 1.2
MediumMedium
RD SP 2.1TS SP 1.1 TS SP 2.1
MediumMediumMedium
Referenced SPs are not sufficient in determination of design types.
6.4.5.3b 6 Establish design artifacts TS SP 2.2 Strong Strong6.4.5.3c Assess alternatives for obtaining system elements
6.4.5.3c 1 Identify Non-Developmental Items (NDI) Medium
6.4.5.3c 2 Assess NDI Strong
6.4.5.3c 3 Determine preferred alternative Strong
6.4.5.3d Manage the design
RSKM SP 2.1TS SP 1.1TS SP 2.4
MediumWeakWeak
CMMI does not cover the breadth of the system lifecycle.
IPM SP 1.4TS GP 2.2
MediumMedium
Determination of strategy is not defined by the referenced CMMI practices.
PP SP 2.4IPM SP 1.3TS GP 2.2
MediumMediumMedium
TS GP 2.3IPM SP 1.3
StrongMedium
Establish design characteristics and design enablers related to each system element
TS SP 2.1TS SP 2.2
StrongStrong
TS SP 2.1TS SP 2.2
StrongMedium
DAR SP 1.5TS SP 1.1TS SP 2.4TS SP 1.2TS SP 2.1
StrongStrongMediumWeakWeak
RD SP 2.3TS SP 2.1TS SP 2.3RD SP 1.2
StrongStrongStrongMedium
TS SP 2.4SAM SP 1.1
MediumWeak
NDI may be specified by Customer which makes it a requirement or determined by evaluation against specification. CMMI practices are not explicit enough to identify all types of NDI, specifically Reuse and GOTS.
TS SP 1.1DAR SP 1.4DAR SP 1.5TS SP 2.1
StrongMediumMediumWeak
TS SP 1.2DAR SP 1.6
StrongMedium
6.4.5.3d 1 Map design characteristics Strong
6.4.5.3d 2 Capture rationale Strong
6.4.5.3d 3 Maintain traceability Strong
6.4.5.3d 4 Provide key items Strong
6.4.6 System analysis process6.4.6.3 Activities and tasks6.4.6.3a Prepare for system analysis6.4.6.3a 1 Identify problem Strong
6.4.6.3a 2 Identify stakeholders Strong
6.4.6.3a 3 Define scope Strong
6.4.6.3a 4 Select analysis methods Strong
6.4.6.3a 5 Define strategy Strong
6.4.6.3a 6 Plan systems or services Strong
6.4.6.3a 7 Access to enablers Strong
6.4.6.3a 8 Collect data Strong
6.4.6.3b Perform system analysis
REQM SP 1.4TS SP 1.2TS SP 2.2CM SP 1.1
StrongMediumMediumWeak
TS SP 2.1TS SP 2.2
StrongStrong
REQM SP 1.4REQM SP 1.5
StrongWeak
CM SP 1.3TS GP 2.6
MediumMedium
RD SP 3.3RD SP 3.4RD SP 1.1TS SP 1.1
StrongStrongMediumMedium
RD GP 2.7TS GP 2.7
StrongStrong
RD SP 3.3RD SP 3.4RD SP 1.1TS SP 1.1
StrongStrongMediumMedium
RD SP 3.3RD SP 3.4TS SP 1.1
StrongStrongMedium
RD SP 3.3RD SP 3.4TS SP 1.1RD GP 2.2TS GP 2.2
StrongStrongMediumMediumMedium
PP SP 2.4IPM SP 1.3RD GP 2.2TS GP 2.2
MediumMediumMediumMedium
RD GP 2.3TS GP 2.3IPM SP 1.3
StrongStrongMedium
RD SP 3.3RD SP 3.4TS SP 1.2
StrongStrongStrong
6.4.6.3b 1 Identify assumptions Strong
6.4.6.3b 2 Apply methods Strong
6.4.6.3b 3 Review analysis results Strong
6.4.6.3b 4 Establish recommendations Strong
6.4.6.3b 5 Record results Strong
6.4.6.3c Manage the system analysis6.4.6.3c 1 Maintain traceability Strong
6.4.6.3c 2 Provide key items Strong
6.4.7 Implementation Process6.4.7.3 Activities and tasks6.4.7.3a Prepare for implementation6.4.7.3a 1 Define strategy Strong
6.4.7.3a 2 Identify constraints Strong
6.4.7.3a 3 Plan systems or services Strong
6.4.7.3a 4 Access to enablers Strong
6.4.7.3b Perform implementation6.4.7.3b 1 Realize system elements Strong
6.4.7.3b 2 Package system elements Strong
RD SP 3.3RD SP 3.4RD SP 3.5TS SP 1.1TS SP 1.2
MediumMediumMediumMediumMedium
RD SP 3.3RD SP 3.4TS SP 1.2
StrongStrongStrong
RD SP 3.3RD SP 3.4TS SP 1.2
StrongStrongStrong
RD SP 3.3RD SP 3.4TS SP 1.2
StrongStrongStrong
RD SP 3.3RD SP 3.4TS SP 1.2
StrongStrongStrong
REQM SP 1.4TS SP 2.2
StrongMedium
CM SP 1.3RD GP 2.6TS GP 2.6
MediumMediumMedium
TS GP 2.2TS SP 1.1TS SP 2.4
StrongMediumMedium
TS SP 1.1TS SP 1.2TS SP 3.1
StrongMediumWeak
PP SP 2.4IPM SP 1.3TS GP 2.2
MediumMediumMedium
TS GP 2.3IPM SP 1.3
StrongMedium
TS SP 3.1TS SP 2.4
StrongMedium
PI SP 3.4TS GP 2.6
StrongMedium
6.4.7.3b 3 Record evidence Strong
6.4.7.3c Manage results of implementation6.4.7.3c 1 Record implementation results Strong
6.4.7.3c 2 Maintain traceability Strong
6.4.7.3c 3 Provide key items Strong
6.4.8 Integration Process6.4.8.3 Activities and tasks6.4.8.3a Prepare for integration6.4.8.3a 1 Define check points Strong
6.4.8.3a 2 Define strategy PI SP 1.1 Strong Strong6.4.8.3a 3 Plan systems or services Strong
6.4.8.3a 4 Access to enablers Strong
6.4.8.3a 5 Identify constraints Strong
6.4.8.3b Perform integration6.4.8.3b 1 Obtain system elements PI SP 3.1 Strong Strong6.4.8.3b 2 Assemble system elements PI SP 3.2 Strong
6.4.8.3b 3 Perform interface checks PI SP 3.3 Strong Strong6.4.8.3c Manage results of integration6.4.8.3c 1 Record integration results Strong
6.4.8.3c 2 Maintain traceability Strong
TS SP 3.1CM SP 3.2VER SP 3.2VAL SP 2.2TS GP 2.9
StrongMediumMediumMediumMedium
TS SP 3.1TS SP 2.2VER SP 3.2TS GP 2.9
MediumMediumMediumMedium
REQM SP 1.4REQM SP 1.5
StrongWeak
CM SP 1.3TS GP 2.6
MediumMedium
PI SP 1.3PI SP 2.1PI SP 2.2
MediumMediumMedium
PI SP 1.2PP SP 2.4IPM SP 1.3PI GP 2.2
StrongMediumMediumMedium
PI SP 1.2PI GP 2.3IPM SP 1.3
StrongStrongMedium
RD SP 1.1TS SP 2.3RD SP 2.3PI SP 1.3
MediumMediumWeakWeak
Strong
PI SP 3.3CM SP 2.1
StrongWeak
REQM SP 1.4REQM SP 1.5
StrongWeak
6.4.8.3c 3 Provide key items Strong
6.4.9 Verification Process6.4.9.3 Activities and tasks6.4.9.3a Prepare for verification6.4.9.3a 1 Identify verification scope Strong
6.4.9.3a 2 Identify constraints TS SP 2.1 Medium Medium
6.4.9.3c Manage results of verification6.4.9.3c 1 Record verification results Strong
6.4.9.3c 2 Record incidents Strong
6.4.9.3c 3 Obtain stakeholder agreement Strong
6.4.9.3c 4 Maintain traceability Strong
6.4.9.3c 5 Provide key items Strong
CM SP 1.3PI GP 2.6
MediumMedium
VER SP 1.1VER GP 2.2
StrongStrong
15288.1 is at low level of detail; CMMI does not completely cover at detail of 15288.1
VER SP 1.1VER SP 1.3
StrongStrong
VER SP 1.3VER SP 1.1VER GP 2.2
StrongMediumMedium
RD SP 1.2VER SP 1.3
MediumMedium
15288.1 is at low level of detail; CMMI does not completely cover at detail of 15288.1
VER SP 1.2PP SP 2.4IPM SP 1.3PI GP 2.2
StrongMediumMediumMedium
VER SP 1.2VER GP 2.3IPM SP 1.3
StrongStrongMedium
VER SP 2.2VER SP 3.1
StrongStrong
VER SP 3.1VER SP 2.3VER SP 3.2
StrongMediumMedium
VER SP 2.3VER SP 3.2PMC SP 1.4VER SP 3.1
StrongStrongMediumMedium
IPM SP 2.1VER GP 2.7PP SP 3.3
StrongStrongMedium
REQM SP 1.4VER SP 1.1REQM SP 1.5
StrongMediumWeak
VER GP 2.6CM SP 1.3
StrongMedium
6.4.10 Transition Process6.4.10.3 Activities and tasks6.4.10.3a Prepare for the transition6.4.10.3a 1 Define strategy Medium
6.4.10.3a 2 Identify facility needs Weak
6.4.10.3a 3 Identify training TS SP 3.2 Medium Medium
6.4.10.3a 4 Identify system constraints Medium
6.4.10.3a 5 Plan systems or services Weak
6.4.10.3a 6 Access to enablers Medium
6.4.10.3a 7 Identify shipping and receiving PI SP 3.4 Strong Strong6.4.10.3b Perform the transition6.4.10.3b 1 Prepare site PI SP 3.4 Strong Strong6.4.10.3b 2 Deliver system PI SP 3.4 Strong Strong6.4.10.3b 3 Install system PI SP 3.4 Strong Strong6.4.10.3b 4 Demonstrate installation Strong
6.4.10.3b 5 Provide training TS SP 3.2 Weak Weak
6.4.10.3b 6 Activate system Medium
6.4.10.3b 7 Demonstrate system Medium
SAM SP 2.3PP SP 2.7IPM SP 1.4TS SP 3.2VAL SP 1.1PI GP 2.2
MediumWeakWeakWeakWeakWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
PP SP 2.7IPM SP 1.4TS SP 3.2VAL SP 1.2
WeakWeakWeakWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
RD SP 1.2TS SP 1.1
MediumWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
PP SP 2.4IPM SP 1.3VAL SP 1.2PI GP 2.2
WeakWeakWeakWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
PI SP 3.4IPM SP 1.3PI GP 2.3VAL GP 2.3
MediumWeakWeakWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
PI SP 3.4VAL SP 2.1
StrongWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
PI. SP 3.4VAL 2.1
MediumWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
VAL SP 2.2PI SP 3.4
MediumWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
6.4.10.3b 8 Demonstrate sustainable service Weak Weak
6.4.10.3b 9 Review for readiness Medium
6.4.10.3b 10 Commission the system None No map No map
6.4.10.3c Manage results of transition6.4.10.3c 1 Record transition results PI SP 3.4 Weak Weak
6.4.10.3c 2 Record incidents Weak
6.4.10.3c 3 Maintain traceability Strong
6.4.10.3c 4 Provide key items None No map No map
6.4.11 Validation Process6.4.11.3 Activities and tasks6.4.11.3a Prepare for validation6.4.11.3a 1 Identify validation scope Strong
6.4.11.3a 2 Identify constraints Strong
6.4.11.3a 3 Select validation methods Strong
6.4.11.3a 4 Define strategy Strong
6.4.11.3a 5 Identify system constraints Strong
6.4.11.3a 6 Plan systems or services Strong
VAL SP 2.2 CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
PI SP 3.4VAL SP 2.2
MediumMedium
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
PI SP 3.4VAL SP 2.2
WeakWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
REQM SP 1.4REQM SP 1.5
StrongWeak
CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.
VAL SP 1.1VAL GP 2.2
StrongStrong
VAL SP 1.1RD SP 1.2TS SP 2.1VAL SP 1.2
StrongMediumMediumMedium
VAL SP 1.1VAL SP 1.3
StrongStrong
VAL SP 1.3VAL SP 1.1VAL GP 2.2
StrongMediumMedium
VAL SP 1.1 RD SP 1.2VAL SP 1.2
StrongMediumWeak
VAL SP 1.2PP SP 2.4IPM SP 1.3VAL GP 2.2
StrongMediumMediumMedium
6.4.11.3a 7 Access to enablers Strong
6.4.11.3b Perform validation6.4.11.3b 1 Define validation procedures VAL SP 1.3 Strong Strong6.4.11.3b 2 Perform validation VAL SP 2.1 Strong Strong6.4.11.3b 3 Review validation results VAL SP 2.2 Strong Strong6.4.11.3c Manage results of validation6.4.11.3c 1 Record validation results Strong
6.4.11.3c 2 Record incidents and problems Strong
6.4.11.3c 3 Obtain stakeholder agreement Strong
6.4.11.3c 4 Maintain traceability Strong
6.4.11.3c 5 Provide key items Strong
6.4.12 Operation Process6.4.12.3 Activities and tasks6.4.12.3a Prepare for operation6.4.12.3a 1 Define strategy Strong
6.4.12.3a 2 Identify constraints Strong
6.4.12.3a 3 Plan systems or services Medium
6.4.12.3a 4 Access to enablers Weak
6.4.12.3a 5 Identify training TS SP 3.2 Medium Medium
CMMI-DEV addresses operational requirements, scenarios, and interfaces but little on actual plan for operational usage.
IPM SP 2.2VAL SP 1.2
WeakWeak
CMMI-DEV does not address ops environment and resources much beyond interfaces and usage validation.
User training and support documentation are delivered. Qualifications of operational personnel not fully addressed.
6.4.12.3a 6 Assign operators None No map No map
6.4.12.3b Perform operation6.4.12.3b 1 Use system PI SP 3.4 Weak Weak
6.4.12.3b 2 Apply resources None No map No map
6.4.12.3b 3 Monitor operation None No map No map
6.4.12.3b 4 Identify system performance None No map No map
6.4.12.3b 5 Perform contingency operations None No map No map
6.4.12.3c Manage results of operation6.4.12.3c 1 Record results of operation None No map No map
6.4.12.3c 2 Record incidents None No map No map
6.4.12.3c 3 Maintain traceability None No map No map
6.4.12.3c 4 Provide key items None No map No map
6.4.12.3d Support the customer6.4.12.3d 1 Provide assistance None No map No map
6.4.12.3d 2 Record requests for support None No map No map
6.4.12.3d 3 Determine satisfaction None No map No map
6.4.13 Maintenance Process6.4.13.3 Activities and tasks6.4.13.3a Prepare for maintenance6.4.13.3a 1 Define strategy Medium
6.4.13.3a 2 Identify constraints Medium
CMMI does not address assignment of operator personnel.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
System operational usage is outside scope of CMMI-DEV.
RD SP 3.1SAM SP 1.3IPM SP 1.4TS SP 1.1
MediumWeakWeakWeak
Maintenance is mentioned in informative material throughout CMMI-DEV, but not an explicit focus to the extent specified in IEEE 15288. CMMI practices can be interpreted to be generally applicable.
RD SP 3.1TS SP 2.4RD SP 1.2TS SP 1.1
MediumMediumWeakWeak
Constraints for all phases of the life cycle are addressed, including maintenance and support.
6.4.13.3a 3 Identify trades Strong Trades include maintenance alternatives
6.4.13.3c 2 Perform operational logistics None No map No map
6.4.13.3c 3 Implement packaging PI SP 3.4 Strong Strong
TS SP 1.1TS SP 2.1TS SP 2.4
StrongMediumMedium
PP SP 2.4IPM SP 1.3TS GP 2.2
MediumMediumWeak
Enabling systems addressed generally in CMMI, implied for maintenance.
IPM SP 1.3VAL SP 1.2TS GP 2.3
MediumMediumMedium
Enabling systems addressed generally in CMMI, implied for maintenance in informative material.
Perform product support(added per IEEE 15288.1)
RD SP 2.1IPM SP 1.4
WeakWeak
Logistics supportability analysis is implied but not explicit in CMMI practices.
VER SP 3.2VAL SP 3.2PMC SP 2.1
StrongMediumWeak
CMMI generally addresses incidents and problems, maintenance is implied but not explicit.
VER SP 3.2VAL SP 3.2PMC SP 2.3
MediumMediumWeak
CMMI generally addresses incidents and problems, maintenance is implied but not explicit.
TS SP 3.3VER SP 3.1
WeakWeak
Maintenance is mentioned in CMMI informative material as generally applicable for practices applied across the life cycle, but is not specific to the extent required by 15288.
Maintenance actions are not significantly addressed by CMMI-DEV.
Maintenance actions are not significantly addressed by CMMI-DEV.
Maintenance actions are not significantly addressed by CMMI-DEV.
RD SP 3.1TS SP 2.1VER SP 3.2
WeakWeakWeak
Requirements/design for sustainment activities are implied by interpretations in informative material but not explicitly in CMMI practices.
RD SP 1.1IPM SP 1.4TS SP 2.2VAL SP 1.1
WeakWeakWeakWeak
Logistics and supportability planning are addressed by CMMI but implementation is not explicit.
Operational logistics actions are not significantly addressed by CMMI-DEV.
Packaging and delivery of products is addressed by CMMI but not explicitly for sustainment elements.
6.4.13.3c 4 Logistics satisfy system None No map No map
6.4.13.3c 5 Logistics support system None No map No map
6.4.13.3d Manage results of maintenance and logistics6.4.13.3d 1 Record maintenance None No map No map
6.4.13.3d 2 Record incidents None No map No map
6.4.13.3d 3 Identify trends None No map No map
6.4.13.3d 4 Maintain traceability None No map No map
6.4.14 Disposal Process6.4.14.3 Activities and tasks6.4.14.3a Prepare for disposal6.4.14.3a 1 Define strategy Weak Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3a 2 Identify constraints RD SP 2.1 Weak Weak Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3a 3 Plan systems or services None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3a 4 Access to enablers None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3a 5 Specify containment facilities PI SP 3.4 Weak Weak Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3a 6 Define preventive methods None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3b Perform disposal6.4.14.3b 1 Deactivate system None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3b 2 Remove system None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3b 3 Withdraw staff None No map No map Disposal is not significantly addressed in CMMI-DEV.
Logistics actions are not significantly addressed by CMMI-DEV.
Logistics actions are not significantly addressed by CMMI-DEV.
Logistics actions are not significantly addressed by CMMI-DEV.
Logistics actions are not significantly addressed by CMMI-DEV.
Logistics actions are not significantly addressed by CMMI-DEV.
Logistics actions are not significantly addressed by CMMI-DEV.
CM SP 1.3TS GP 2.6
WeakWeak
Data management and the Technical Data Package addresses some of the baseline configuration data but are not explicit on maintenance content.
Customer satisfaction is generally addressed in CMMI but not explicitly for maintenance support.
PP SP 1.3RD SP 3.1TS SP 2.2
WeakWeakWeak
6.4.14.3b 4 Disassemble system None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3b 5 Handle system elements None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3b 6 Conduct destruction of system None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3c Finalize the disposal6.4.14.3c 1 Address health and safety None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3c 2 Return environment None No map No map Disposal is not significantly addressed in CMMI-DEV.
6.4.14.3c 3 Archive information None No map No map Disposal is not significantly addressed in CMMI-DEV.