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Pittsburgh, PA CMMI Acquisition Module - Page M7-1 CMMI ® Sponsored by the U.S. Department of Defense © 2005 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. M7-Conclusion v0.1 Introduction to the CMMI ® Acquisition Module (CMMI-AM) SM CMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. ®Capability Maturity Model, Capability Maturity Modeling, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. Module 7: Conclusion
© 2005 by Carnegie Mellon University CMMI Acquisition Module - Page M7-2 CMMI ® M7-Conclusion v0.1 “Ad Hoc” Acquisition Practices Operational Need
© 2005 by Carnegie Mellon University CMMI Acquisition Module - Page M7-3 CMMI ® M7-Conclusion v0.1 Explicit Acquisition Practices Acquisition Planning RFP Prep. Solicita- tion Source Selection System Acceptance Program Leadership Insight / Oversight Transition PlanDesign Integrate & Test DevelopDeliver CMMI-SE/SW/IPPD/SS CMMI Acquisition Module Operational Need Developer Acquirer
© 2005 by Carnegie Mellon University CMMI Acquisition Module - Page M7-4 CMMI ® M7-Conclusion v0.1 Questions to Ask About Your Program 1 If you are in the pre-award phase: 1.Do I have a sound risk management program with the PMO? 2.Do I have the proper staffing for the acquisition of a software intensive system? 3.Have I established good working relationships with ALL my stakeholders? 4.Have I considered and documented several alternative acquisition strategies? 5.Have I negotiated my acquisition strategy with all my stakeholders? 6.Do my RFP and/or contract address issues specific to software intensive systems? 7.Are my top-level requirements sound and do they include the “ilities?”
© 2005 by Carnegie Mellon University CMMI Acquisition Module - Page M7-5 CMMI ® M7-Conclusion v0.1 Questions to Ask About Your Program 2 If you are early in execution (concept definition, risk reduction, and/or design phase): 1.Do my PMO and contractor teams have sound processes in place, and can they be integrated appropriately? 2.Does my contractor have a robust risk management program that interfaces to the PMO risk program? 3.Are my system and software architectures responsive to functional and non-functional requirements and are they well documented? Has there been a technical evaluation? 4.Is my software design and code well documented and reviewed? 5.Are my test plans being written and reviewed early? 6.Is my schedule slipping such that the test time will be reduced unacceptably?
© 2005 by Carnegie Mellon University CMMI Acquisition Module - Page M7-6 CMMI ® M7-Conclusion v0.1 Questions to Ask About Your Program 3 If you are later in execution (integration & test phase): 1.Does the contractor have a robust defect handling/tracking system? 2.Are the transition to operations and support plans being developed in time, does it include user input, and does it include any required system certifications? 3.Is the contractor developing a software maintenance plan (to include COTS/GOTS/Open Source)? 4.Is the configuration management system in place? 5.Is the software being tested for robustness as part of the system testing? 6.Are all the interfaces being tested?
© 2005 by Carnegie Mellon University CMMI Acquisition Module - Page M7-7 CMMI ® M7-Conclusion v0.1 What Do I Do Now? 1 If you are in an early program phase: Evaluate the current state of process within the PMO Develop and execute a PMO process improvement plan If you haven’t released your RFP: Ensure the RFP includes contractor process requirements Ensure the evaluation criteria reflect areas of process maturity Ensure you are asking for appropriate measures and artifacts to provide on-going assessment of contractor process compliance
© 2005 by Carnegie Mellon University CMMI Acquisition Module - Page M7-8 CMMI ® M7-Conclusion v0.1 Government Contacts Office Of The Secretary Of Defense: Kristen Baldwin OUSD(AT&L) Defense Systems System Engineering Room 3D1075, 3090 Defense Pentagon, Washington, DC (703) – Fax: (703) Air Force: Mike Nicol, Government Co-Chair USAF ASC/EN – Technical Advisor, Embedded Computer Systems Software Bldg 560, 2530 Loop Road West, Wright-Patterson AFB, OH (937) – Fax: (937) Army: Anthony D’Agosto US Army RECOM-ARDEC – Director, Fire Control Systems & Technology AMSRD-AAR-AEF, Picatinny Arsenal, NJ (973) – Fax: (973) Navy: Brenda Zettervall US Navy, ASN/RDA CHENG – Software Systems Engineer 1333 Iasaac Hull Ave, SE, Stop 5012, Washington Navy Yard, DC (202) NASA: Dr. John C. Kelly NASA HQ – Suite 2J40, Office of Chief Engineer Washington, DC (202) – Cell: (202) – Fax: (202) Defense Contract Management Agency: Kathryn (Kathy) Lundeen Defense Contract Management Agency, DCMA CMMI Project Manager, DCMA-OCT 6350 Walker Lane, Metro Park 2, Alexandria, VA (703) – Fax: (703)
© 2005 by Carnegie Mellon University CMMI Acquisition Module - Page M7-9 CMMI ® M7-Conclusion v0.1
Pittsburgh, PA CMMI Acquisition Module - Page M5-1 CMMI ® Sponsored by the U.S. Department of Defense © 2005 by Carnegie Mellon University This.
Pittsburgh, PA CMMI Acquisition Module - Page M4-1 CMMI ® Sponsored by the U.S. Department of Defense © 2005 by Carnegie Mellon University This.
Pittsburgh, PA Sponsored by the U.S. Department of Defense © 2003 by Carnegie Mellon University This material is approved for public release.
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Software Engineering Institute Carnegie Mellon University Pittsburgh, PA Sponsored by the U.S. Department of Defense © 2001 by Carnegie Mellon.
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DoD Procurement Conference and Training Symposium May 13, 2010 Peer Reviews Dick Ginman Deputy Director, DPAP.
SEI CMM Robert Johnson Bobby Kolski Rafi Seddiqi Kumeel Alsmail.
Capability Maturity Model. Reflection Have you ever been a part of, or observed, a “difficult” software development effort? How did the difficulty surface?
EngMat/JWS.PPT 10/17/ CMMI ® Today – The Current State CMMI ® Technology Conference 2003 November 18, 2003 Ron Paulson Vice President, Engineering.
© 2001 by Carnegie Mellon University PSM-1 OCTAVE SM : Senior Management Briefing Software Engineering Institute Carnegie Mellon University Pittsburgh,
1 Implementing A PMO & Enterprise Project Management at NIH February 3, 2005 Bill Vesey, PMP Manager EPM Consulting Practice Forte Systems, Inc General.
Michael Dermody September 2010 Capability Maturity Model Integration ◦ Is a Trademark owned by the Software Engineering Institute (SEI) of Carnegie.
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