9. $100 $200 $300 $400 $500 $100 $200 $300 $400 $500 $100 $200 $300 $400 $500 $100 $200 $300 $400 $500 $100 $200 $300 $400 $500 $100 $200 $300 $400 $500

10. 1-100 An appraisal that an organization does for and to itself.

11. 1-100A 1 - 100

12. 1-200 An appraisal where an external group looks at an organization’s process capability

13. 1-200A 1 - 100

14. 1-300 Selecting, hiring, developing, and retaining competent people are issues that fall in this category

15. 1-300A 1 - 100

16. 1-400 “Engaged senior management” and “Clearly stated goals” are examples of these

17. 1-400A 1 - 100

18. 1-500 This describes a fixation with achieving a higher maturity level.

19. 1-500A 1 - 100

20. 2-100 1 - 100 At this level, detailed measures of the software process and product quality are collected

21. 2-100A 1 - 100

22. 2-200 At this level, success depends on individual efforts and heroics

23. 2-200A 1 - 100

24. 2-300 This level includes key process areas Requirements Management and Software Subcontract Management

25. 2-300A 1 - 100

26. 2-400 At this level, continuous process improvement occurs throughout the organization

27. 2-400A 1 - 100

28. 2-500 Defined.

29. 2-500A 1 - 100

30. 3-100 1 - 100 He is considered the father of the CMM

31. 3-100A 1 - 100

32. 3-200 The year the SEI evolved its initial process maturity framework into the CMM

33. 3-200A 1 - 100

34. 3-300 He is the lead author on most of the technical reports and articles on CMM

35. 3-300A 1 - 100

36. 3-400 The headquarters city for SEI

37. 3-400A 1 - 100

38. 3-500 This company worked with SEI on its initial process maturity framework

39. 3-500A 1 - 100

40. 4-100 1 - 100 The key process area in which you select qualified subcontractors and manage them effectively.

41. 4-100A 1 - 100

42. 4-200 The key process area in which you develop a quantitative understanding of the quality of a project’s products.

43. 4-200A 1 - 100

44. 4-300 The key process area in which you develop and maintain a usable set of process assets that improve processes across projects

45. 4-300A 1 - 100

46. 4-400 The key process area in which you identify the causes of defects and prevent them from recurring

47. 4-400A 1 - 100

48. 4-500 The key process area in which you establish and maintain the integrity of a project’s products throughout its life cycle

49. 4-500A 1 - 100

50. 5-100 1 - 100 The number of key process areas defined in CMM v1.1

51. 5-100A 1 - 100

52. 5-200 The level which accounted for 43% of reporting organizations from 1998- 2002

53. 5-200A 1 - 100

54. 5-300 The median number of months it takes for an organization to advance from Level 1 to Level 2.

55. 5-300A 1 - 100

56. 5-400 13.2% of offshore organizations reported being at this level in the 1998-2002 timeframe

57. 5-400A 1 - 100

58. 5-500 This metric improved by up to 94% in organizations that were following CMM-based improvement efforts

59. 5-500A 1 - 100

60. 6-100 1 - 100 SEPG stands for this.

61. 6-100A 1 - 100

62. 6-200 SEI stands for this

63. 6-200A 1 - 100

64. 6-300 SQA stands for this.

65. 6-300A 1 - 100

66. 6-400 CBA-IPI stands for this

67. 6-400A 1 - 100

68. 6-500 PTO stands for this

69. 6-500A 1 - 100

71. This is the level at which the organization-wide process is tailored according to the specific needs of each project

75. Daily Double Round 1