24 July 2001 / 3:30pm

1
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 DAnn Hunt
from Raytheon, Denise Cattan of SPIRULA
2
CMMI Today
3
CMMI Adoption Trends Website Visits1
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
CMMI Adoption Trends Website Visits2

• 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
CMMI Transition Status 5/31/06
Training Introduction to CMMI 50,936 trained
Intermediate CMMI 2,098 trained
Introduction to CMMI Instructors 431 SCAMPI
Lead Appraisers 630 trained SCAMPI BC-Only
Team Lead -- 27 Authorized Introduction to
CMMI V1.1 Instructors 374 SCAMPI
V1.1 Lead Appraisers 422 SCAMPI BC Team Leads
-- 413
6
4-30-06
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Reporting Organizational Types
64.0
31.3
4.7
Based on 878 organizations
9/30/05
11
Organization SizeBased on the total number of
employees within the area of the organization
that was appraised
Based on organizations reporting size
data
12
Maturity Profile by All Reporting USA and
Non-USA Organizations
of Organizations
Based on USA organizations and
Non-USA organizations
13
Countries where Appraisals have been Performed
and Reported to the SEI
Red country name New additions since October 2005
14
Appraisals and Maturity Levels by Country
15
Disciplines Selected for Appraisals
Number of Appraisals
Based on 977 appraisals reporting coverage
9/30/05
16
Maturity Profileby All Reporting Organizations
Number Of Appraisals
Based on most recent appraisal of 878
organizations
9/30/05
17
Combined Appraisal Opportunities
Current ISO 9001
(Combined ISO Surveillance using Cat C
appraisal)
SCAMPI AISO 9001
ISO 9001 IA
continues todemonstratecompliance withISO
90012000
Rating letter or certificatewith scope
indicating in accordance with Level X
Visit Report
Rating letter indicating level achieved
no behavioursinconsistent withoperating at
level X
Current CMMI
SCAMPI A
SCAMPI A
(Cat C appraisal)
The possible options for assessment and
surveillance
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
  90012000 and CMMI
• Balancing Agility and Discipline

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
Performance Results Summary
Improvements Median of data points Low High
Cost 20 21 3 87
Schedule 37 19 2 90
Productivity 67 16 11 255
Quality 50 18 29 132
Customer Satisfaction 14 6 -4 55
Return on Investment 4.8 1 14 2 1 27.7 1

• N 24, as of 9 November 2005
• Organizations with results expressed as change
  over time

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
CMMI V1.2and Beyond
23
Major Themes

• Reduce complexity size
• Increase coverage
• Increase confidence in appraisal results

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
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
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
Version 1.2 Changes1

• 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-DEVIPPD)
• Not applicable process areas (PAs) for maturity
  levels will be significantly constrained (SAM,
  IPPD)

28
Version 1.2 Changes2

• 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
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
CMMI Model Combinations
V 1.1
V 1.2
Organizational Goal (OPD) Project Goal (IPM)
IPPD
SE Related Examples
HW Related Examples
SW Related Examples
CMMI Core (now includes SS)
31
IPPD Changes
V1.1
V1.2
Process MgtPAs
OPD
SG1
SG2 Enable IPPD principles
SG2
SupportPAs
OEI
SG1
SG2
Project Management PAs
IPM
SG1
IPM
SG1
SG2
SG2
SG3
SG3
SG3 Apply IPPD principles
SG4
IT
SG1
SG2
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
Organizational Process Focus

V1.2
V1.1 SG1 Determine Process Improvement
Opportunities 1.1 Establish Organizational
Process Needs 1.2 Appraise the Organizations
Processes 1.3 Identify the Organizations
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 Organizations
Processes 1.3 Identify the Organizations
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
New
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 sponsors 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
Published Appraisal Results
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
Beyond V1.21

• 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
Architecture Constellations
CMMI Framework
Core Foundation Model Common PAs, Specific
Practices, Generic Practices
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

39
Beyond V1.22

• 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
• IVV

40
Beyond V1.23

• 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
Planned Sequence of Models
CMMI-SVC
CMMI-DEV V1.2
CMMI V1.1
GM IT Sourcing
CMMI-ACQ
CMMI-AM
SA-CMM
42
CMMI V1.2and Beyondthe details
43
CMMI Model Combinations
V 1.1
V 1.2
Organizational Goal (OPD) Project Goal (IPM)
IPPD
SE Related Examples
Hardware Related Examples
SW Related Examples
CMMI Core (now includes SS)
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
Version 1.2 Changes

• Amplifications improved

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
Version 1.2 Changes

• Common features and advanced practices eliminated

48
CMMI Model Structure (V1.1)
Staged
Continuous
Maturity Levels
Process Area 1
Process Area 2
Process Area n
Process Area 1
Process Area 2
Process Area n
Specific Goals
Generic Goals
Generic Goals
Specific Goals
Common Features
Directing Implementation
Ability to Perform
Commitment to Perform
Verifying Implementation
Specific Practices
Specific Practices
Generic Practices
Generic Practices
49
CMMI Model Structure (V1.2)
Staged
Continuous
Maturity Levels
Process Area 1
Process Area 2
Process Area n
Process Area 1
Process Area 2
Process Area n
Specific Goals
Generic Goals
Generic Goals
Specific Goals
Capability Levels
Specific Practices
Specific Practices
Generic Practices
Generic Practices
50
Requirements Management

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
Requirements Development1

Specific Goal Develop CustomerRequirements

• 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 ProductRequirements
Base practice Collect Stakeholder Needs is
eliminated. Informative text is added to SP1.1 to
address standards and policies.
52
Requirements Development2

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
Technical Solution1

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
Technical Solution2

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
Product Integration -1 (No normative change )

• 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

• Specific Goal
• Prepare for Product Integration

Ensure Interface Compatibility
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
Verification1

Specific Goal Prepare for Verification
Specific Practice 1.1 Select Work Products for
Verification 1.2 Establish the Verification
Environment 1.3 Establish Verification
Proceduresand Criteria
Perform Peer Reviews
2.1 Prepare for Peer Reviews 2.2 Conduct Peer
Reviews 2.3 Analyze Peer Review Data
58
Verification2

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
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
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 Projects Work
  Environment

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
IPPD Changes
V1.1
V1.2
Process MgtPAs
OPD
SG1
SG2 Enable IPPD principles
SG2
SupportPAs
OEI
SG1
SG2
Project Management PAs
IPM
SG1
IPM
SG1
SG2
SG2
SG3
SG3
SG3 Apply IPPD principles
SG4
IT
SG1
SG2
63
OEI SG1

• CMMI V1.1
• OEI SG1 Provide IPPD Infrastructure
• SP 1.1 Establish the Organizations 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 Projects 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 projects 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.

64
OEI SG2

• 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

• 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

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 PAsREQM489 RD470 PP416 TS543 IT231
IPM187, 194 OEI267, 274 OPD308, 313 OPF324,
326 OT358 PP418, 420, 422, 423 SAM521 VER
578, 580
66
OEI Dependencies

• Keeping focus on whats 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 projects work
  environment

67
OEI Context Diagram (CMMI Distilled)
Provide IPPD Infrastructure
Manage People for Integration
Establish the Organizations shared vision
Establish Leadership mechanisms
Integrated project management
Decision analysis and resolution
Establish an integrated work environment
Establish incentives for integration
Identify IPPD-unique skill requirements
Establish mechanisms to balance responsibilities
Organizational training
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
Organizational Process Definition

V1.2
V1.1 SG 1 Establish OrganizationalProcess
Assets 1.1 Establish Standard Processes 1.2
Establish Life-Cycle Model Descriptions 1.3
Establish Tailoring Criteria and Guidelines 1.4
Establish the Organizations Measurement
Repository 1.5 Establish the Organizations
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 Organizations Measurement
Repository 1.5 Establish the Organizations
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
New
Consolidated from V1.1 OEI PA
70
Organizational Process Definition

V1.2
V1.1 SG 1 Establish OrganizationalProcess
Assets 1.1 Establish Standard Processes 1.2
Establish Life-Cycle Model Descriptions 1.3
Establish Tailoring Criteria and Guidelines 1.4
Establish the Organizations Measurement
Repository 1.5 Establish the Organizations
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 Organizations Measurement
Repository 1.5 Establish the Organizations
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
New
Consolidated from V1.1 OEI PA
71
Organizational Process Definition1

Specific Goal Establish OrganizationalProcess
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 Organizations
Measurement Repository 1.5 Establish the
Organizations Process Asset Library 1.6
Establish Work Environment Standards
New
72
Organizational Process Definition2

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
Integrated Project Management1

V1.2
V1.1 SG1 Use the Projects Defined Process 1.1
Establish the Projects 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 Projects Defined Process 1.1
Establish the Projects Defined Process 1.2 Use
Organizational Process Assets for Planning
Project Activities 1.3 Establish the Projects
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
New
74
Integrated Project Management2
Consolidated from V1.1 IPM PA SG3 and SG4

V1.2
V1.1 SG 3 Use the Projects Shared Vision for
IPPD 3.1 Define the Projects Shared Vision
Context 3.2 Establish the Projects 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
SG3 Apply IPPD Principles 3.1 Establish the
Projects 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
Consolidated from V1.1 Integrated Teaming PA
75
Integrated Project Management3

• Specific Practice
• 1.1 Establish the Projects Defined Process
• 1.2 Use Organizational Process Assets for
  Planning Project Activities
• 1.3 Establish the Projects Work Environment
• 1.4 Integrate Plans
• 1.5 Manage the Project Using the Integrated
  Plans
• 1.6 - Contribute to the Organizational Process
  Assets

Specific Goal Use the Projects Defined Process
New
.
76
Integrated Project Management4

• Specific Practice
• 2.1 Manage Stakeholder Involvement
• 2.2 Manage Dependencies
• 2.3 Resolve Coordination Issues

Specific Goal Coordinate and Collaborate with
Relevant Stakeholder

3.1 Establish the Projects 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
Apply IPPD Principles
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.
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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.
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CMMI Model Combinations
V 1.1
V 1.2
Organizational Goal (OPD) Project Goal (IPM)
IPPD
SE Related Examples
Hardware Related Examples
SW Related Examples
CMMI Core (now includes SS)
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Organizational Process Focus

V1.2
V1.1 SG1 Determine Process Improvement
Opportunities 1.1 Establish Organizational
Process Needs 1.2 Appraise the Organizations
Processes 1.3 Identify the Organizations
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 Organizations
Processes 1.3 Identify the Organizations
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
New
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Other Specific Practice Changes1

• 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 organizations
  set of standard processes that are to be included
  in the organizations process performance
  analysis

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Other Specific Practice Changes2

• 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 organizations
  processes not processes of the organization
  periodically and as needed to maintain an
  understanding of their strengths and weaknesses.

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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.

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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/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.htm
  l

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For More Information

• For more information about CMMI
• http//www.sei.cmu.edu/cmmi/ (main CMMI site)
• Other Web sites of interest include
• http//seir.sei.cmu.edu/seir/ (Software
  Engineering Information Repository)
• http//dtic.mil/ndia (annual CMMI Technology
  Conferences)
• http//seir.sei.cmu.edu/pars (publicly released
  SCAMPI appraisal summaries)
• https//bscw.sei.cmu.edu/pub/bscw.cgi/0/79783
• Or, contact
• SEI Customer Relations
• Phone 412 / 268-5800
• Email customer-relations_at_sei.cmu.edu