1. 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

2. page 2 Pittsburgh, PA 15213-3890 CMMI Today

3. © 2006 by Carnegie Mellon University page 3 CMMI Adoption Trends: Website Visits 1 CMMI web pages hits 12K/day 443 organizations visited the CMMI Website more than 200 times during September 2005: 29 Defense contractor organizations 12 DoD organizations 49 Universities 328 Commercial companies 25 Non-DoD government agencies

4. © 2006 by Carnegie Mellon University page 4 CMMI Adoption Trends: Website Visits 2 The following were the top viewed pages on the CMMI Website in September 2005: CMMI Main Page What is CMMI? CMMI Models and Modules Getting Started with CMMI Adoption CMMI Training, Events, & Forums

5. © 2006 by Carnegie Mellon University page 5 Training Introduction to CMMI – 50,936 trained Intermediate CMMI – 2,098 trained Introduction to CMMI Instructors – 431 SCAMPI Lead Appraisers – 630 trained SCAMPI B&C-Only Team Lead -- 27 Authorized Introduction to CMMI V1.1 Instructors – 374 SCAMPI V1.1 Lead Appraisers – 422 SCAMPI B&C Team Leads -- 413 CMMI Transition Status – 5/31/06

6. © 2006 by Carnegie Mellon University page 6 4-30-06

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10. © 2006 by Carnegie Mellon University page 10 Based on 878 organizations Reporting Organizational Types 9/30/05 64.0% 31.3% 4.7%

11. © 2006 by Carnegie Mellon University page 11 Based on organizations reporting size data Organization Size Based on the total number of employees within the area of the organization that was appraised

12. © 2006 by Carnegie Mellon University page 12 Based on USA organizations and Non-USA organizations % of Organizations Maturity Profile by All Reporting USA and Non-USA Organizations

13. © 2006 by Carnegie Mellon University page 13 Countries where Appraisals have been Performed and Reported to the SEI Red country name: New additions since October 2005

14. © 2006 by Carnegie Mellon University page 14 Appraisals and Maturity Levels by Country

15. © 2006 by Carnegie Mellon University page 15 Disciplines Selected for Appraisals Based on 977 appraisals reporting coverage Number of Appraisals 9/30/05

16. © 2006 by Carnegie Mellon University page 16 Based on most recent appraisal of 878 organizations Maturity Profile by All Reporting Organizations Number Of Appraisals 9/30/05

17. © 2006 by Carnegie Mellon University page 17 Combined Appraisal Opportunities Current ISO 9001 ISO 9001 IA Current CMMI SCAMPI‘A’ SCAMPI ‘A’ & ISO 9001 SCAMPI ‘A’ Visit Report Rating letter indicating level achieved … continues to demonstrate compliance with ISO 9001:2000 …no behaviours inconsistent with operating at level X (Combined ISO Surveillance using Cat ‘C’ appraisal) (Cat ‘C’ appraisal) Rating letter & or certificate with scope indicating “… in accordance with Level X” The possible options for assessment and surveillance

18. © 2006 by Carnegie Mellon University page 18 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

19. © 2006 by Carnegie Mellon University page 19 How about SEI Publications? 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 web pages – www.sei.cmu.edu/cmmi/results)

20. © 2006 by Carnegie Mellon University page 20 Performance Results Summary Improvements Media n # of data pointsLowHigh Cost20%213%87% Schedule37%192%90% Productivity67%1611%255% Quality50%1829%132% Customer Satisfaction 14%6-4%55% Return on Investment 4.8 : 1142 : 1 27.7 : 1 N = 24, as of 9 November 2005 Organizations with results expressed as change over time

21. © 2006 by Carnegie Mellon University page 21 CMMI Today Version 1.1 CMMI Product Suite was released January 2002. CMMI Web site visits average 12,000/day Over 50,000 people have been trained Over 1500 “class A” appraisals have been reported to the SEI Now we want to continuously improve…

22. page 22 Pittsburgh, PA 15213-3890 CMMI V1.2…and Beyond

23. © 2006 by Carnegie Mellon University page 23 Major Themes Reduce complexity & size Increase coverage Increase confidence in appraisal results

24. © 2006 by Carnegie Mellon University page 24 Reduced Model Complexity & Size Eliminated the concepts of advanced practices and common features Incorporated ISM into SAM; eliminated Supplier Sourcing (SS) addition Consolidated and simplified the IPPD material All definitions consolidated in the glossary Adopted a single book approach (i.e., will no longer provide separate development models) Report size reduced 15% from either predecessor; PAs reduced 12%

25. © 2006 by Carnegie Mellon University page 25 Increased Model Coverage Added hardware amplifications Added two work environment practices (i.e., one in OPD and one in IPM) Added goal and two practices in OPF to emphasize importance of project startup Updated notes (including examples) where appropriate so that they also address service development and acquisition of critical elements Updated name to CMMI for Development (CMMI-DEV) to reflect the expanded coverage

26. © 2006 by Carnegie Mellon University page 26 Model Changes - Other Improved the Overview section (Part One) Improved clarity of how GPs are used Moved generic goals and practices to Part Two Added explanation of how process areas support the implementation of GPs Added GP elaborations for GP 3.2 Improved the glossary (e.g., higher level management, bidirectional traceability, subprocess) Limited the process areas that can be considered “not applicable” to SAM. Clarified material throughout the model based on over 1000 change requests

27. © 2006 by Carnegie Mellon University page 27 Version 1.2 Changes 1 Eliminate concept of advanced practices and common features from text Combine ISM with SAM; eliminate supplier sourcing (SS) designation Add hardware amplifications Recognize, given hardware additions, that providing separate development models no longer useful -“single book” approach (CMMI-DEV+IPPD) “Not applicable” process areas (PAs) for maturity levels will be significantly constrained (SAM, IPPD)

28. © 2006 by Carnegie Mellon University page 28 Version 1.2 Changes 2 Clarify material based on 1000+ Change Requests (e.g., improve high maturity verbiage, appraisal terminology) Two work environment specific practices added: -one to OPD for organizational look -One to IPM for project specifics Glossary improved (e.g., higher level management, bidirectional traceability, subprocess) Overview text improved IPPD coverage consolidated and simplified

29. © 2006 by Carnegie Mellon University page 29 Integrated Product and Process Development (IPPD) Changes IPPD 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 have been consolidated. -“Enable IPPD Management” in OPD -“Apply IPPD Principles” in IPM Overall material condensed and revised to be more consistent with other PAs.

30. © 2006 by Carnegie Mellon University page 30 CMMI Model Combinations CMMI Core SE Related Examples Integrated Product and Process Development Supplier Sourcing SW Related Examples V 1.1 CMMI Core (now includes SS) SE Related Examples IPPD SW Related Examples HW Related Examples V 1.2 Organizational Goal (OPD) Project Goal (IPM)

31. © 2006 by Carnegie Mellon University page 31 Support PAs Process Mgt PAs Project Management PAs IPM IPPD Changes SG1 SG2 SG3 SG4 IPM SG1 SG2 SG3 IT SG1 SG2 SG3 = Apply IPPD principles OEI SG1 SG2 OPD SG1 SG2 SG2 = Enable IPPD principles V1.1V1.2

32. © 2006 by Carnegie Mellon University page 32 Supplier Agreement Management Specific Goal Establish Supplier Agreements Specific Practice 1.1 – Determine Acquisition Type 1.2 – Select Suppliers 1.3 – Establish Supplier Agreements Satisfy Supplier Agreements 2.1 – Execute the Supplier Agreement 2.2 – Monitor Selected Supplier Processes 2.3 – Evaluate Selected Supplier Work Products 2.4 – Accept the Acquired Product 2.5 – 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.”

33. © 2006 by Carnegie Mellon University page 33 Organizational Process Focus V1.1 SG1 – Determine Process Improvement Opportunities 1.1 – Establish Organizational Process Needs 1.2 – Appraise the Organization’s Processes 1.3 – Identify the Organization’s Process Improvements SG2 – Plan and Implement Process Improvement Activities 2.1 – Establish Process Action Plans 2.2 – Implement Process Action Plans 2.3 – Deploy Organizational Process Assets 2.4 – Incorporate Process-Related Experiences into the Organizational Process Assets SG1 – Determine Process Improvement Opportunities 1.1 – Establish Organizational Process Needs 1.2 – Appraise the Organization’s Processes 1.3 – Identify the Organization’s Process Improvements SG2 – Plan and Implement Process Improvement 2.1 – Establish Process Action Plans 2.2 – Implement Process Action Plans SG3 – Deploy Organizational Process Assets and Incorporate Lessons Learned 3.1 – Deploy Organizational Process Assets 3.2 -- Deploy Standard Processes 3.3 -- Monitor Implementation 3.4 -- Incorporate Process Related Experiences into the Organizational Process Assets V1.2 New

34. © 2006 by Carnegie Mellon University page 34 SCAMPI A Changes Being Considered for V1.2 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

35. © 2006 by Carnegie Mellon University page 35 Published Appraisal Results

36. © 2006 by Carnegie Mellon University page 36 CMMI Training v1.2 Introduction to CMMI (Staged and Continuous) editorial update released 9/05 will be updated for v1.2 Intermediate Concepts of CMMI will be updated for v1.2 will better prepare students for SCAMPI training CMMI Instructor Training updated earlier this year to reflect “combined” Introduction to CMMI course will be updated to reflect v1.2 changes “Delta” training from V1.1 to V1.2 under development

37. © 2006 by Carnegie Mellon University page 37 Beyond V1.2 1 Improved architecture will allow post-V1.2 expansion. Extensions of the life cycle (Services, Outsourcing/Acquisition) could expand use of a common organizational framework: -allows coverage of more of the enterprise or potential partnering organizations -adapts model features to fit non-developmental efforts (e.g., CMMI Services, CMMI Acquisition)

38. © 2006 by Carnegie Mellon University page 38 CMMI Framework Shared CMMI Material Specific Practices, Additions, Amplifications Development Specific Materials Acquisition Specific Materials Services Specific Materials Development Amplifications Development Additions PA XX PA ZZ PA DEV Services Amplifications Services Additions PA ZZ PA YY PA SRV Acquisition Amplifications Acquisition Addition PA YY PA XX PA ACQ Architecture & Constellations Core Foundation Model Common PAs, Specific Practices, Generic Practices

39. © 2006 by Carnegie Mellon University page 39 Beyond V1.2 2 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: -System maintenance -Network Management, IT Services -IV&V

40. © 2006 by Carnegie Mellon University page 40 Beyond V1.2 3 SEI is coordinating development of CMMI-ACQ. Will build upon General Motors IT Sourcing expansion Will add government perspectives from both DoD and civil agencies

41. © 2006 by Carnegie Mellon University page 41 Planned Sequence of Models SA-CMM GM IT Sourcing CMMI-DEV V1.2 CMMI-ACQ CMMI-SVC CMMI V1.1 CMMI-AM

42. page 42 Pittsburgh, PA 15213-3890 CMMI V1.2…and Beyond …the details

43. © 2006 by Carnegie Mellon University page 43 CMMI Model Combinations CMMI Core SE Related Examples Integrated Product and Process Development Supplier Sourcing SW Related Examples V 1.1 CMMI Core (now includes SS) SE Related Examples IPPD SW Related Examples Hardware Related Examples V 1.2 Organizational Goal (OPD) Project Goal (IPM)

44. © 2006 by Carnegie Mellon University page 44 Example Hardware Amplification Technical Solution SP 2.1 Design the Product or Product Component Develop a design for the product or product component. For Hardware Engineering Detailed 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.

45. © 2006 by Carnegie Mellon University page 45 Version 1.2 Changes Amplifications improved

46. © 2006 by Carnegie Mellon University page 46 Amplifications Improved From Technical Solution V1.1 For Systems Engineering Examples of criteria include the following: -Maintainability -Reliability -Safety Amplification removed from Technical Solution V1.2 since it is not unique to Systems Engineering Information becomes a note rather than amplification

47. © 2006 by Carnegie Mellon University page 47 Version 1.2 Changes Common features and advanced practices eliminated

48. © 2006 by Carnegie Mellon University page 48 CMMI Model Structure (V1.1) Process Area 1 Commitment to Perform Ability to Perform Directing Implementation Verifying Implementation Generic Practices Common Features Staged Maturity Levels Specific Practices Generic Goals Specific Goals Process Area 2Process Area n Continuous Specific Goals Capability Levels Generic Practices Specific Practices Generic Goals Process Area 1Process Area 2Process Area n

49. © 2006 by Carnegie Mellon University page 49 CMMI Model Structure (V1.2) Process Area 1 Generic Practices Staged Maturity Levels Specific Practices Generic Goals Specific Goals Process Area 2Process Area n Continuous Specific Goals Capability Levels Generic Practices Specific Practices Generic Goals Process Area 1Process Area 2Process Area n

50. © 2006 by Carnegie Mellon University page 50 Requirements Management Specific Goal Manage Requirements Specific Practice 1.1 – Obtain an Understanding of Requirements 1.2 – Obtain Commitment to Requirements 1.3 – Manage Requirements Changes 1.4 – Maintain Bidirectional Traceability of Requirements 1.5 – 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.

51. © 2006 by Carnegie Mellon University page 51 Requirements Development 1 Specific Goal Develop Customer Requirements Specific Practice 1.1 – Elicit Needs 1.2 – Develop the Customer Requirements 2.1 – Establish Product and Product- Component Requirements 2.2 – Allocate Product-Component Requirements 2.3 – Identify Interface Requirements Develop Product Requirements Base practice “Collect Stakeholder Needs” is eliminated. Informative text is added to SP1.1 to address standards and policies.

52. © 2006 by Carnegie Mellon University page 52 Requirements Development 2 Specific Goal Analyze and Validate Requirements Specific Practice 3.1 – Establish Operational Concepts and Scenarios 3.2 – Establish a Definition of Required Functionality 3.3 – Analyze Requirements 3.4 – Analyze Requirements to Achieve Balance 3.5 – Validate Requirements “Evolve Operational Concepts and Scenarios” (from TS SP1.2 in v1.1) is now part of SP 3.1. The two requirements validation-related practices in V1.1 (RD SP 3.5-1 and RD SP 3.5-2) were consolidated into a single practice.

53. © 2006 by Carnegie Mellon University page 53 Technical Solution 1 Specific Goal Select Product- Component Solutions Specific Practice 1.1 – Develop Alternative Solutions and Selection Criteria 1.2 – Select Product-Component Solutions V1.1 SP 1.2 “Evolve Operational Concepts and Scenarios” is now part of RD SP 3.1. The two alternative solution-related practices in v1.1 (TS SP 1.1-1 and TS SP 1.1-2) were consolidated into a single practice. “Identify candidate COTS products that satisfy requirements” is a new subpractice under SP1.1.

54. © 2006 by Carnegie Mellon University page 54 Technical Solution 2 Specific Goal Develop the Design Specific Practice 2.1 – Design the Product or Product Component 2.2 – Establish a Technical Data Package 2.3 – Design Interfaces Using Criteria 2.4 – Perform Make, Buy, or Reuse Analyses Implement the Product Design 3.1 – Implement the Design 3.2 – Develop Product Support Documentation Base practice “Establish Interface Descriptions” is eliminated.

55. © 2006 by Carnegie Mellon University page 55 Product Integration -1 (No normative change ) Specific Goal Prepare for Product Integration Specific Practice 1.1 – Determine Integration Sequence 1.2 – Establish the Product Integration Environment 1.3 – Establish Product Integration Procedures and Criteria 2.1 – Review Interface Descriptions for Completeness 2.2 – Manage Interfaces Ensure Interface Compatibility

56. © 2006 by Carnegie Mellon University page 56 Product Integration -2 (No normative change) Specific Goal Assemble Product Components and Deliver the Product Specific Practice 3.1 – Confirm Readiness of Product Components for Integration 3.2 – Assemble Product Components 3.3 – Evaluate Assembled Product Components 3.4 – Package and Deliver the Product or Product Component

57. © 2006 by Carnegie Mellon University page 57 Verification 1 Specific Goal Prepare for Verification Specific Practice 1.1 – Select Work Products for Verification 1.2 – Establish the Verification Environment 1.3 – Establish Verification Procedures and Criteria Perform Peer Reviews 2.1 – Prepare for Peer Reviews 2.2 – Conduct Peer Reviews 2.3 – Analyze Peer Review Data

58. © 2006 by Carnegie Mellon University page 58 Verification 2 Specific Goal Verify Selected Work Products Specific Practice 3.1 – Perform Verification 3.2 – Analyze Verification Results The phrase “and identify corrective action” was deleted from both the title and statement of SP 3.2 (corrective action is handled in PMC SG2).

59. © 2006 by Carnegie Mellon University page 59 Validation Specific Goal Prepare for Validation Specific Practice 1.1 – Select Products for Validation 1.2 – Establish the Validation Environment 1.3 – Establish Validation Procedures and Criteria Validate Product or Product Components 2.1 – Perform Validation 2.2 – Analyze Validation Results The phrase “and identify issues” was deleted from the statement of SP 2.2 (to maintain parallelism with VER SP 3.2).

60. © 2006 by Carnegie Mellon University page 60 Version 1.2 Addition – Work Environment Coverage Work Environment material added to OPD and IPM OPD, SP 1.6: Establish Work Environment Standards IPM, SP 1.3: Establish the Project’s Work Environment

61. © 2006 by Carnegie Mellon University page 61 Integrated Product and Process Development (IPPD) Changes IPPD 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

62. © 2006 by Carnegie Mellon University page 62 Support PAs Process Mgt PAs Project Management PAs IPM IPPD Changes SG1 SG2 SG3 SG4 IPM SG1 SG2 SG3 IT SG1 SG2 SG3 = Apply IPPD principles OEI SG1 SG2 OPD SG1 SG2 SG2 = Enable IPPD principles V1.1V1.2

63. © 2006 by Carnegie Mellon University page 63 OEI SG1 … CMMI V1.1 OEI SG1 Provide IPPD Infrastructure -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 vision None 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 plan There may be a relationship between these two SPs but none of the OEI material was moved to OT.

64. © 2006 by Carnegie Mellon University page 64 OEI SG2 … CMMI V1.1 OEI SG2 Manage People for Integration -SP 2.1 Establish Leadership Mechanisms -SP 2.2 Establish Incentives for Integration -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 Teams Establish and maintain organizational rules and guidelines for structuring and forming integrated teams  SP 2.3 Balance Team and Home Organization Responsibilities

65. © 2006 by Carnegie Mellon University page 65 The Importance of OEI OEI is going away, so why should it matter? 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: REQM 489 RD 470 PP 416 TS 543 IT 231 IPM 187, 194 OEI 267, 274 OPD 308, 313 OPF 324, 326 OT 358 PP 418, 420, 422, 423 SAM 521 VER 578, 580

66. © 2006 by Carnegie Mellon University page 66 OEI Dependencies Keeping focus on what’s coming in V1.2, this ought to be a slam dunk … OPD SP 1.6 Establish work environment standards OPD SP 2.1 Establish Empowerment Mechanisms OPD SP 2.2 Establish Rules and Guidelines for Integrated Teams OPD SP 2.3 Balance Team and Home Organization Responsibilities IPM SP 1.3 Establish the project’s work environment

67. © 2006 by Carnegie Mellon University page 67 OEI Context Diagram (CMMI Distilled) Provide IPPD Infrastructure Manage People for Integration Establish the Organization’ s shared vision Establish an integrated work environment Identify IPPD- unique skill requirements Establish Leadership mechanisms Establish incentives for integration Establish mechanisms to balance responsibilitie s Integrated project management Organizationa l training Decision analysis and resolution Organization's shared vision Guidelines for shared vision building Integrated work environment IPPD Tactical and Strategic training needs Team and individual rewards Guidelines for leadership, decision-making context Process for issue resolution Guidelines for empowerment Joint performances review process Organizational guidelines

68. © 2006 by Carnegie Mellon University page 68 Critical OEI Key Practices OEI SP 1.2 Establish an Integrated Work Environment  OPD SP 1.6 Establish work environment standards OEI SP 2.1 Establish Leadership Mechanisms  OPD SP 2.1 Establish Empowerment Mechanisms OEI SP 2.3 Establish Mechanism to Balance Team and Home Organization Responsibilities  OPD SP 2.3 Balance Team and Home Organization Responsibilities (Still in “Slam Dunk” mode) 1.Why is this practice necessary? 2.What sub practices would you consider significant? 3.Who are the stakeholders? 4.What resistance or implementation issues may occur? 5.What would you look for if appraising this practice?

69. © 2006 by Carnegie Mellon University page 69 Organizational Process Definition V1.1 SG 1 – Establish Organizational Process Assets 1.1 – Establish Standard Processes 1.2 – Establish Life-Cycle Model Descriptions 1.3 – Establish Tailoring Criteria and Guidelines 1.4 – Establish the Organization’s Measurement Repository 1.5 – Establish the Organization’s Process SG1 – Establish Organizational Process Assets 1.1 – Establish Standard Processes 1.2 – Establish Life-Cycle Model Descriptions 1.3 – Establish Tailoring Criteria and Guidelines 1.4 – Establish the Organization’s Measurement Repository 1.5 – Establish the Organization’s Process 1.6 – Establish Work Environment Standards SG2 – Enable IPPD Management 2.1 – Establish Empowerment Mechanisms 2.2 – Establish Rules and Guidelines for Integrated Teams 2.3 – Establish Guidelines to Balance Team and Home Organization Responsibilities V1.2 New Consolidated from V1.1 OEI PA

70. © 2006 by Carnegie Mellon University page 70 Organizational Process Definition V1.1 SG 1 – Establish Organizational Process Assets 1.1 – Establish Standard Processes 1.2 – Establish Life-Cycle Model Descriptions 1.3 – Establish Tailoring Criteria and Guidelines 1.4 – Establish the Organization’s Measurement Repository 1.5 – Establish the Organization’s Process Asset Library SG1 – Establish Organizational Process Assets 1.1 – Establish Standard Processes 1.2 – Establish Life-Cycle Model Descriptions 1.3 – Establish Tailoring Criteria and Guidelines 1.4 – Establish the Organization’s Measurement Repository 1.5 – Establish the Organization’s Process Asset Library 1.6 – Establish Work Environment Standards SG2 – Enable IPPD Management 2.1 – Establish Empowerment Mechanisms 2.2 – Establish Rules and Guidelines for Integrated Teams 2.3 –Balance Team and Home Organization Responsibilities V1.2 New Consolidated from V1.1 OEI PA

71. © 2006 by Carnegie Mellon University page 71 Organizational Process Definition 1 Specific Goal Establish Organizational Process Assets Specific Practice 1.1 – Establish Standard Processes 1.2 – Establish Life-Cycle Model Descriptions 1.3 – Establish Tailoring Criteria and Guidelines 1.4 – Establish the Organization’s Measurement Repository 1.5 – Establish the Organization’s Process Asset Library 1.6 – Establish Work Environment Standards New

72. © 2006 by Carnegie Mellon University page 72 Organizational Process Definition 2 IPPD Specific Goal Enable IPPD Management Specific Practice 2.1 – Establish Empowerment Mechanisms 2.2 – Establish Rules and Guidelines for Integrated Teams 2.3 –Balance Team and Home Organization Responsibilities This Specific Goal and its associated specific practices are part of the IPPD Addition. To emphasize the addition of IPPD, the full name for OPD is “Organizational Process Definition +IPPD.”

73. © 2006 by Carnegie Mellon University page 73 Integrated Project Management 1 V1.1 SG1 – Use the Project’s Defined Process 1.1 – Establish the Project’s Defined Process 1.2 – Use Organizational Process Assets for Planning Project Activities 1.3 – Integrate Plans 1.4 – Manage the Project Using the Integrated Plans 1.5 - Contribute to the Organizational Process Assets SG2 – Coordinate and Collaborate with Relevant Stakeholders 2.1 – Manage Stakeholder Involvement 2.2 – Manage Dependencies 2.3 – Resolve Coordination Issues SG1 – Use the Project’s Defined Process 1.1 – Establish the Project’s Defined Process 1.2 – Use Organizational Process Assets for Planning Project Activities 1.3 – Establish the Project’s Work Environment 1.4 – Integrate Plans 1.5 – Manage the Project Using the Integrated Plans 1.6 - Contribute to the Organizational Process Assets SG2 – Coordinate and Collaborate with Relevant Stakeholders 2.1 – Manage Stakeholder Involvement 2.2 – Manage Dependencies 2.3 – Resolve Coordination Issues V1.2 New

74. © 2006 by Carnegie Mellon University page 74 Integrated Project Management 2 SG3 – 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 Teams 3.5 – Establish Collaboration among Interfacing Teams V1.1 SG 3 – Use the Project’s Shared Vision for IPPD 3.1 – Define the Project’s Shared Vision Context 3.2 – Establish the Project’s Shared Vision SG 4 – Organize Integrated Teams for IPPD 4.1 – Determine Integrated Team Structure for the Project 4.2 – Develop a Preliminary Distribution of Requirements to Integrated Teams 4.3 – Establish Integrated Teams V1.2 Consolidated from V1.1 Integrated Teaming PA Consolidated from V1.1 IPM PA SG3 and SG4

75. © 2006 by Carnegie Mellon University page 75 Integrated Project Management 3 Specific Goal Use the Project’s Defined Process Specific Practice 1.1 – Establish the Project’s Defined Process 1.2 – Use Organizational Process Assets for Planning Project Activities 1.3 – Establish the Project’s Work Environment 1.4 – Integrate Plans 1.5 – Manage the Project Using the Integrated Plans 1.6 - Contribute to the Organizational Process Assets. New

76. © 2006 by Carnegie Mellon University page 76 Integrated Project Management 4 Specific Goal Coordinate and Collaborate with Relevant Stakeholder Specific Practice 2.1 – Manage Stakeholder Involvement 2.2 – Manage Dependencies 2.3 – Resolve Coordination Issues 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 Teams 3.5 Establish Collaboration among Interfacing Teams The 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.”

77. © 2006 by Carnegie Mellon University page 77 Supplier Agreement Management Specific Goal Establish Supplier Agreements Specific Practice 1.1 – Determine Acquisition Type 1.2 – Select Suppliers 1.3 – Establish Supplier Agreements Satisfy Supplier Agreements 2.1 – Execute the Supplier Agreement 2.2 – Monitor Selected Supplier Processes 2.3 – Evaluate Selected Supplier Work Products 2.4 – Accept the Acquired Product 2.5 – 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.”

78. © 2006 by Carnegie Mellon University page 78 CMMI Model Combinations CMMI Core SE Related Examples Integrated Product and Process Development Supplier Sourcing SW Related Examples V 1.1 CMMI Core (now includes SS) SE Related Examples IPPD SW Related Examples Hardware Related Examples V 1.2 Organizational Goal (OPD) Project Goal (IPM)

79. © 2006 by Carnegie Mellon University page 79 Organizational Process Focus V1.1 SG1 – Determine Process Improvement Opportunities 1.1 – Establish Organizational Process Needs 1.2 – Appraise the Organization’s Processes 1.3 – Identify the Organization’s Process Improvements SG2 – Plan and Implement Process Improvement Activities 2.1 – Establish Process Action Plans 2.2 – Implement Process Action Plans 2.3 – Deploy Organizational Process Assets 2.4 – Incorporate Process-Related Experiences into the Organizational Process Assets SG1 – Determine Process Improvement Opportunities 1.1 – Establish Organizational Process Needs 1.2 – Appraise the Organization’s Processes 1.3 – Identify the Organization’s Process Improvements SG2 – Plan and Implement Process Improvement 2.1 – Establish Process Action Plans 2.2 – Implement Process Action Plans SG3 – Deploy Organizational Process Assets and Incorporate Lessons Learned 3.1 – Deploy Organizational Process Assets 3.2 -- Deploy Standard Processes 3.3 -- Monitor Implementation 3.4 -- Incorporate Process Related Experiences into the Organizational Process Assets V1.2 New

80. © 2006 by Carnegie Mellon University page 80 Other Specific Practice Changes 1 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

81. © 2006 by Carnegie Mellon University page 81 Other Specific Practice Changes 2 Revised Practices 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.

82. © 2006 by Carnegie Mellon University page 82 Generic Practices 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.

83. © 2006 by Carnegie Mellon University page 83 Applying CMMI in Small Settings Where are we with our work in small settings? completed technical feasibility pilots in Huntsville, Alabama with two small companies in the US Army supply chain posted the toolkit from this pilot for review: -http://www.sei.cmu.edu/ttp/publications/toolkithttp://www.sei.cmu.edu/ttp/publications/toolkit chartered a project to further research in and evolve guidance for CMMI in Small Settings (CSS) Where are we going? International Research Workshop for Process Improvement in Small Settings held October 19-20, 2005 call for Interest in CSS project is posted on SEI web: -http://www.sei.cmu.edu/cmmi/acss/participation.html

84. © 2006 by Carnegie Mellon University page 84 For More Information… For more information about CMMI http://www.sei.cmu.edu/cmmi/ (main CMMI site)http://www.sei.cmu.edu/cmmi/ Other Web sites of interest include http://seir.sei.cmu.edu/seir/ (Software Engineering Information Repository)http://seir.sei.cmu.edu/seir/ http://dtic.mil/ndia (annual CMMI Technology Conferences)http://dtic.mil/ndia http://seir.sei.cmu.edu/pars (publicly released SCAMPI appraisal summaries)http://seir.sei.cmu.edu/pars https://bscw.sei.cmu.edu/pub/bscw.cgi/0/79783 Or, contact SEI Customer Relations Phone: 412 / 268-5800 Email: customer-relations@sei.cmu.edu