page 1 Pittsburgh, PA 15213-3890 CMMI ® Version 1.2 and Beyond June 28, 2006 Mike Phillips Software Engineering Institute Carnegie Mellon University ® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. Thanks to Gary Wolf and D’Ann Hunt from Raytheon, Denise Cattan of SPIRULA
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Pittsburgh, PA 15213-3890
CMMI® Version 1.2 and Beyond
June 28, 2006
Mike PhillipsSoftware Engineering InstituteCarnegie Mellon University
® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.Thanks to Gary Wolf and D’Ann Hunt from Raytheon, Denise Cattan of SPIRULA
Countries where Appraisals have been Performed and Reported to the SEI
Red country name: New additions since October 2005
Argentina Australia Austria Belarus Belgium Brazil CanadaChile China Colombia Czech Republic Denmark Egypt FinlandFrance Germany Hong Kong India Ireland Israel ItalyJapan Korea, Republic of Latvia Malaysia Mauritius Mexico NetherlandsNew Zealand Philippines Portugal Russia Singapore Slovakia South AfricaSpain Sweden Switzerland Taiwan Thailand Turkey UkraineUnited Kingdom United States Vietnam
Argentina 12 No Yes Yes Yes No Latvia 10 or fewerAustralia 21 Yes Yes Yes Yes Yes Malaysia 10 or fewerAustria 10 or fewer Mauritius 10 or fewerBelarus 10 or fewer Mexico 10 or fewerBelgium 10 or fewer Netherlands 10 or fewerBrazil 22 No Yes Yes No Yes New Zealand 10 or fewerCanada 15 No Yes Yes No Yes Philippines 10Chile 10 or fewer Portugal 10 or fewerChina 117 Yes Yes Yes Yes Yes Russia 10 or fewerColombia 10 or fewer Singapore 10 or fewerCzech Republic 10 or fewer Slovakia 10 or fewerDenmark 10 or fewer South Africa 10 or fewerEgypt 10 or fewer Spain 18 No Yes Yes No YesFinland 10 or fewer Sweden 10 or fewerFrance 42 Yes Yes Yes Yes Yes Switzerland 10 or fewerGermany 22 Yes Yes Yes No Yes Taiwan 26 No Yes Yes No NoHong Kong 10 or fewer Thailand 10 or fewerIndia 140 No Yes Yes Yes Yes Turkey 10 or fewerIreland 10 or fewer Ukraine 10 or fewerIsrael 10 or fewer United Kingdom 35 Yes Yes Yes Yes NoItaly 10 or fewer United States 500 Yes Yes Yes Yes YesJapan 131 Yes Yes Yes Yes Yes Vietnam 10 or fewerKorea, Republic of 50 Yes Yes Yes Yes Yes
Adoption: What Else Is Happening?The Addison-Wesley SEI Series Book and:• A Guide to the CMMI• CMMI: A Framework…• CMMI Assessments• CMMI Distilled: Second Edition• CMMI SCAMPI Distilled• CMMI: Un Itinéraire Fléché• De kleine CMMI• Interpreting the CMMI• Making Process Improvement Work• Practical Insight into CMMI• Real Process Improvement Using the CMMI• Systematic Process Improvement Using ISO
9001:2000 and CMMI• Balancing Agility and Discipline
Technical notes and special reports:• Interpretive Guidance Project (Two Reports)• CMMI and Product Line Practices• CMMI and Earned Value Management• Interpreting CMMI for Operational Organizations• Interpreting CMMI for COTS Based Systems• Interpreting CMMI for Service Organizations • CMMI Acquisition Module (CMMI-AM) (V1.1)• CMMI and Six Sigma • Interpreting CMMI for Marketing (in progress)• Demonstrating the Impact and Benefits of CMMI (and
2.1 – Execute the Supplier Agreement2.2 – Monitor Selected Supplier
Processes2.3 – Evaluate Selected Supplier Work
Products2.4 – Accept the Acquired Product2.5 – Transition Products
v1.1 SP2.1 “Review COTS Products,” was eliminated. “Identify candidate COTS products that satisfy requirements” is a new subpractice under the Technical Solutions Process Area SP1.1, “Develop Alternative Solutions and Selection Criteria.”
SG1 – Determine Process Improvement Opportunities1.1 – Establish Organizational Process Needs1.2 – Appraise the Organization’s Processes1.3 – Identify the Organization’s Process ImprovementsSG2 – Plan and Implement Process Improvement Activities2.1 – Establish Process Action Plans2.2 – Implement Process Action Plans2.3 – Deploy Organizational Process Assets2.4 – Incorporate Process-Related Experiences into the Organizational Process Assets
SG1 – Determine Process Improvement Opportunities
1.1 – Establish Organizational Process Needs1.2 – Appraise the Organization’s Processes1.3 – Identify the Organization’s Process
ImprovementsSG2 – Plan and Implement Process
Improvement2.1 – Establish Process Action Plans2.2 – Implement Process Action PlansSG3 – Deploy Organizational Process Assets
and Incorporate Lessons Learned3.1 – Deploy Organizational Process Assets3.2 -- Deploy Standard Processes3.3 -- Monitor Implementation3.4 -- Incorporate Process Related Experiences
Method implementation clarifications• interviews in “virtual” organizations • practice characterization rules • organizational unit sampling options
Appraisal Disclosure Statement (ADS) improvements• reduce redundancy with other appraisal documents• improve usability for sponsor and government• require sponsor’s signature on the ADS• require all team members to show agreement on findings
Appraisal team will have responsibility for determination of “applicability” for SAM
Maturity level and capability level shelf life – 3 years, given 1 year of V1.2 availability
First two new “constellations,” CMMI for Services and CMMI for Acquisition, have been “commissioned” by CMMI Steering Group. Development will be in parallel with V1.2 effort; publication sequenced after V1.2 rollout.
Northrop-Grumman is leading industry group for CMMI Services.
• Initial focus will be for organizations providing “DoD services” as well as internal IT:
Technical Solution SP 2.1 Design the Product or Product ComponentDevelop a design for the product or product component.
For Hardware EngineeringDetailed design is focused on product development of electronic, mechanical, electro-optical, and other hardware products and their components. Electrical schematics and interconnection diagrams are developed, mechanical and optical assembly models are generated, and fabrication and assembly processes are developed.
1.2 – Obtain Commitment to Requirements 1.3 – Manage Requirements Changes1.4 – Maintain Bidirectional Traceability of
Requirements1.5 – Identify Inconsistencies Between
Project Work and Requirements
V1.2 SP 1.4 practice statement now reads, “Maintain bidirectional traceability among the requirements and work products.” Project plans are no longer mentioned in this SP statement.
Bidirectional Traceability description is improved in the notes and Glossary.
2.1 – Design the Product or Product Component2.2 – Establish a Technical Data Package2.3 – Design Interfaces Using Criteria2.4 – Perform Make, Buy, or Reuse Analyses
Implement the Product Design
3.1 – Implement the Design3.2 – Develop Product Support Documentation
Base practice “Establish Interface Descriptions” is eliminated.
Integrated Product and Process Development (IPPD) ChangesIPPD material is being revised significantly• Organization Environment for Integration PA removed
and material moved to Organizational Process Definition (OPD) PA
• Integrated Teaming PA removed and material moved to Integrated Project Management (IPM) PA
• IPPD goals in the IPM PA have been consolidated- Goal 3: Apply IPPD Principles
• Overall material condensed and revised to be more consistent with other PAs
-SP 1.1 Establish the Organization’s Shared Vision
-SP 1.2 Establish an Integrated Work Environment
-SP 13. Identify IPPD-unique Skill Requirements
CMMI V1.2– OPD SG1 and IPM SG1
•IPM SP 3.1 Establish the Project’s Shared visionNone of the OEI material was used in this existing SP. CMMI V1.2 deleted the Org shared vision and the IT shared vision.
OPD SP 1.6 Establish work environment standards IPM SP 1.3 Establish the project’s work environment
•OT SP 1.1 Establish the strategic training needs•OT SP 1.3 Establish an Organizational training tactical planThere may be a relationship between these two SPs but none of the OEI material was moved to OT.
-SP 2.3 Establish Mechanism to Balance Team and Home Organization Responsibilities
CMMI V1.2– OPD SG2 Organizational rules
and guidelines that govern the operation of integrated teams are provided
SP 2.1 Establish Empowerment Mechanisms
•SP 2.2 Establish Rules and Guidelines for Integrated TeamsEstablish and maintain organizational rules and guidelines for structuring and forming integrated teams
SP 2.3 Balance Team and Home Organization Responsibilities
What is OEI?• The purpose of Organizational Environment for Integration (OEI) is to
provide an Integrated Product and Process Development (IPPD) infrastructure and manage people for integration
What is IPPD?• Integrated Product and Process Development (IPPD) is a systematic
approach to product development that achieves a timely collaboration of relevant stakeholders throughout the product life cycle to better satisfy customer needs
OEI lives for IPPD, and IPPD elements live in various PAs:REQM489 RD470 PP416 TS543 IT231 IPM187, 194 OEI267, 274 OPD308, 313
SG1 – Use the Project’s Defined Process1.1 – Establish the Project’s Defined Process1.2 – Use Organizational Process Assets for Planning Project Activities1.3 – Integrate Plans1.4 – Manage the Project Using the Integrated Plans1.5 - Contribute to the Organizational Process AssetsSG2 – Coordinate and Collaborate with Relevant Stakeholders2.1 – Manage Stakeholder Involvement2.2 – Manage Dependencies2.3 – Resolve Coordination Issues
SG1 – Use the Project’s Defined Process1.1 – Establish the Project’s Defined Process1.2 – Use Organizational Process Assets for
Planning Project Activities1.3 – Establish the Project’s Work Environment1.4 – Integrate Plans1.5 – Manage the Project Using the Integrated
Plans1.6 - Contribute to the Organizational
Process AssetsSG2 – Coordinate and Collaborate with Relevant
SG3 – Apply IPPD Principles3.1 – Establish the Project’s Shared Vision3.2 – Establish the Integrated Team Structure3.3 – Allocate Requirements to Integrated Teams3.4 – Establish Integrated Teams3.5 – Establish Collaboration among Interfacing
Teams
V1.1
SG 3 – Use the Project’s Shared Vision for IPPD3.1 – Define the Project’s Shared Vision Context
3.2 – Establish the Project’s Shared Vision
SG 4 – Organize Integrated Teams for IPPD4.1 – Determine Integrated Team Structure for the Project4.2 – Develop a Preliminary Distribution of Requirements to Integrated Teams4.3 – Establish Integrated Teams
1.1 – Establish the Project’s Defined Process1.2 – Use Organizational Process Assets for Planning
Project Activities1.3 – Establish the Project’s Work Environment1.4 – Integrate Plans1.5 – Manage the Project Using the Integrated Plans1.6 - Contribute to the Organizational
Apply IPPD Principles 3.1 – Establish the Project’s Shared Vision
3.2 – Establish the Integrated Team Structure
3.3 – Allocate Requirements to Integrated Teams
3.4 – Establish Integrated Teams3.5 Establish Collaboration among
Interfacing TeamsThe Specific Goal, “Apply IPPD Principles,” and its associated specific practices are part of IPPD Addition.To emphasize the addition of IPPD, the full name for IPM is “Integrated Project Management +IPPD.”
2.1 – Execute the Supplier Agreement2.2 – Monitor Selected Supplier
Processes2.3 – Evaluate Selected Supplier Work
Products2.4 – Accept the Acquired Product2.5 – Transition Products
v1.1 SP2.1 “Review COTS Products,” was eliminated. “Identify candidate COTS products that satisfy requirements” is a new subpractice under the Technical Solutions Process Area SP1.1, “Develop Alternative Solutions and Selection Criteria.”
SG1 – Determine Process Improvement Opportunities1.1 – Establish Organizational Process Needs1.2 – Appraise the Organization’s Processes1.3 – Identify the Organization’s Process ImprovementsSG2 – Plan and Implement Process Improvement Activities2.1 – Establish Process Action Plans2.2 – Implement Process Action Plans2.3 – Deploy Organizational Process Assets2.4 – Incorporate Process-Related Experiences into the Organizational Process Assets
SG1 – Determine Process Improvement Opportunities
1.1 – Establish Organizational Process Needs1.2 – Appraise the Organization’s Processes1.3 – Identify the Organization’s Process
ImprovementsSG2 – Plan and Implement Process
Improvement2.1 – Establish Process Action Plans2.2 – Implement Process Action PlansSG3 – Deploy Organizational Process Assets
and Incorporate Lessons Learned3.1 – Deploy Organizational Process Assets3.2 -- Deploy Standard Processes3.3 -- Monitor Implementation3.4 -- Incorporate Process Related Experiences
Revised Practices• OID, SP 1.4: Select process and technology
improvements [not “improvement proposals”] for deployment across the organization
• OPP, SP 1.1: Select the processes or subprocesses [not “process elements”] in the organization’s set of standard processes that are to be included in the organization’s process performance analysis
• PP, SP 1.3: Define the project life-cycle phases on [not “upon”] which to scope the planning effort.
- “upon” only appears in the on-line models
• OPF, SP 1.2: Appraise the organization’s processes [not “processes of the organization”] periodically and as needed to maintain an understanding of their strengths and weaknesses.
GP 1.1: The practice title and statement changed from Perform Base Practices to Perform Specific Practices.
GP 2.2: The informative material was condensed to be more similar in size to other generic practices.
GP 2.4, Subpractice 1: “Authority” was added to stress assigning both responsibility and authority.
GP 2.6: “Levels of configuration management” was changed to “levels of control” in the GP statement.
GP 5.2: Added informative material explaining the focus is on a quantitatively managed process, though root causes may be found outside of that process.