CMMI Introduction 1.3

1 INTRODUCTION TO CMMI
FOR
DEVELOPMENT VERSION 1.3
Author : Đoàn Đức Đề

E-mail: dedoan@gmail.com
Cell phone: (+084)938491888
@Author : Đoàn Đức Đề dedoan@gmail.com

Agenda
2
►Process Improvement Concepts

►The CMMI Product Suite
►Business Benefits of CMMI
►Contents of the CMMI Model Document
►Model Representations
►Generic Goals and Practices
►Q&A

3
PROCESS IMPROVEMENT CONCEPTS

Process Improvement Concepts
4
What is Process?
How do you define process?

General Definitions of Process
5
IEEE PALL CMMI GLOSSARY
Sequence of steps Logical organization A set of interrelated

performed for a of people, materials, activities, which
given purpose. energy, equipment, transform inputs
and procedures into into outputs, to
work activities achieve a given
designed to produce purpose.
a specified end
result.
Pall, Gabriel A. Quality Process

Management. Englewood Cliffs, N.J.:
Prentice Hall, 1987.

Quality Leverage Points
6
While process is often described as a node of the process-people-

technology triad, it can also be considered the “glue” that ties the triad
together.
Everyone realizes the importance of having a motivated, quality work

force but even our finest people cannot perform at their best when the
process is not understood or operating at its best.
Evolutionary Improvement Path
7
INSTITUTIONALIZED
“That’s the way we do

things around here.”
IMPROVED
Defined, documented,
and continuously
AD HOC improved
Improvised by
practitioners and their
management

Process Model
8
What Is a Process Model?

A process model is a structured collection of practices that
describes the characteristics of effective processes.
Practices included are those proven by experience to be effective.

CMMI Process Model
9
CMMI is a Process Model use in process improvement activities

as:
 collection of best practices
 framework for organizing and prioritizing activities
 support for the coordination of multi-disciplined activities that
might be required to successfully build a product
 means to emphasize the alignment of the process improvement
objectives with organizational business objectives

Benefits of Improving Processes
10
 Processes enable you to understand what is going on.
 By defining, measuring, and controlling the process, improvements

are more successful and sustained.
 The likelihood that appropriate technology, techniques, and tools

are introduced successfully increases.
 People develop their potential more fully and are more effective
within the organization.

11
CMMI PRODUCT SUITE

The CMMI Framework
12
The CMMI Framework is the basic structure that organizes

CMMI components, including common elements of the current
CMMI models, as well as rules and methods for generating
models, appraisal methods, and training materials.
CMMI Product Suite Constellations

Complete set of products Subset of the CMMI Product Suite relevant
developed around the to improvement in a particular area of
CMMI concept. interest.
Development Acquisition Services
Model
Model Model Model
Training Training Training Training
Appraisal Appraisal
Methods Methods

Three Complementary Constellations
13
Shared
PA

Note
14
 A CMMI model is not a process.
 A CMMI model describes the

characteristics of effective processes.
“All models are wrong,

but some are useful.”
— George Box
(Quality and Statistics Engineer)

The Appraisal Method
15
CMMI and SCAMPI Method

Appraisal Requirements
Appraisal
Team
Actual Practice Findings, Recommendations
Organizational Processes
Organization Projects
Lessons Learned/Improvements

Appraisal Method Classes
16
Requirements Class A Class B Class C

Types of Objective Documents Documents Documents or
Evidence Gathered and and interviews
interviews interviews
Ratings Generated Goal ratings Not allowed Not allowed
required
Organizational Unit Required Not required Not required
Coverage
Minimum Team Size 4 2 1
Appraisal Team Lead Person Person
Leader Requirements Appraiser trained and trained and
experienced experienced

The SEI Training for CMMI
17
Services Acquisition Intermediate SCAMPI Lead

Supplement for Supplement for Concepts of Appraiser
CMMI-DEV, V1.3 CMMI-DEV, V1.3 CMMI, V1.3* Training
Introduction to
CMMI-DEV, V1.3 CMMI, V1.3
Instructor
Training*
Understanding
CMMI Level 2 CMMI Level 3 CMMI High
for for
Maturity
Practitioners* Practitioners* Practices
* These courses address CMMI-DEV.

18
BUSINESS BENEFITS OF CMMI

Impacts: Costs and Benefits of CMMI
19
COSTS BENEFITS
• Investments • Cost
Process
• Expenses Capability and • Schedule
IN Organizational OUT • Productivity
Maturity
• Quality
• Customer
Satisfaction
ROI
Return on
Investment
and Cost
Benefits

Benefits of CMMI - Performance Measures
20
The performance results in the following table are from 30 different

organizations that achieved percentage change in one or more of
the six categories of performance measures below.
Performance Category Median Improvement

Cost 34%
Schedule 50%
Productivity 61%
Quality 48%
Customer Satisfaction 14%
Return on Investment 4:1

Benefits of CMMI - Defect
21
The organization 3H Technology, with a little over 2 years of CMMI-

based process improvement, showed significant improvement in
average number of defects found.

Benefits of CMMI - schedule variance
22
The Software Maintenance Group at Warner Robins Air Logistics

Center, a maturity level 5 organization, significantly reduced schedule
variance.

Real World Benefits: Bosch Gasoline Systems
23
CMM-based improvements
Predictability – internal on-time delivery improved by 15%
Less Rework – first pass yield improved by 10%
Product Quality – reduction in error cases in the factory by one
order of magnitude
From Critical success factors for improvement in a large embedded systems organisation.
Wolfgang Stolz, Robert Bosch GmbH Gasoline Systems GSEC/ ESP and Hans-Jü rgen Kugler, Q-
Labs Software Engineering, ESEPG 2003.)

The Bottom Line
24
Process improvement should

be done to help the business—
not for its own sake.
“If you can’t describe what

you are doing as a process,
you don’t know what
you’re doing.”
— W. Edwards Deming

25
Contents of the CMMI Model Document

CMMI for Development Model Document Contents
26
Part One Part Two Part Three
About CMMI for Generic Goals The Appendices

Development and Generic Practices,
and the Process Areas A. References
Preface
1. Introduction B. Acronyms
2. Process Area Components C. CMMI V1.3 Project
3. Tying It All Together Participants
4. Relationships Among D. Glossary
Process Areas
5. Using CMMI Models
6. Essays and Case Studies
Note 1: Chapter 6 is in the Addison Wesley book. It does not appear in the technical report
form of the model.

Process Areas (PAs) - 1
27
The 22 process areas (in alphabetical order by acronym) are
Causal Analysis and Resolution CAR

Configuration Management CM
Decision Analysis and Resolution DAR
Integrated Project Management IPM
Measurement and Analysis MA
Organizational Process Definition OPD
Organizational Process Focus OPF
Organizational Performance Management OPM
Organizational Process Performance OPP
Organizational Training OT

Process Areas (PAs) - 2
28
Product Integration PI
Project Monitoring and Control PMC
Project Planning PP
Process and Product Quality Assurance PPQA
Quantitative Project Management QPM
Requirements Development RD
Requirements Management REQM
Risk Management RSKM
Supplier Agreement Management SAM
Technical Solution TS
Validation VAL
Verification VER

Process Areas – Process Management
29
Organizational The purpose of OPD is to establish and

Process maintain a usable set of organizational
Definition process assets, work environment standards,
(OPD) and rules and guidelines for teams.
Organizational The purpose of OPF is to plan, implement,

Process Focus and deploy organizational process
(OPF) improvements based on a thorough
understanding of current strengths and
weaknesses of the organization’s processes
and process assets.
Organizational The purpose of OPM is to proactively manage
Performance the organization’s performance to meet its
Management business objectives.
(OPM)
Process Areas – Process Management - 1
30
Organizational The purpose of OPP is to establish and maintain a

Process quantitative understanding of the performance of selected
Performance (OPP) processes in the organization’s set of standard processes in
support of achieving quality and process performance
objectives, and to provide process performance data,
baselines, and models to quantitatively manage the
organization’s projects
Organizational The purpose of Organizational Training (OT) is to develop
Training (OT) skills and knowledge of people so they can perform their
roles effectively and efficiently

Process Area – Project management 1
31
Integrated Project The purpose of IPM is to establish and manage the project
Management (IPM) and the involvement of relevant stakeholders according to
an integrated and defined process that is tailored from the
organization’s set of standard processes.
Project Monitoring The purpose of PMC is to provide an understanding of the

and Control (PMC) project’s progress so that appropriate corrective actions
can be taken when the project’s performance deviates
significantly from the plan.
Project Planning The purpose of PP is to establish and maintain plans that

(PP) define project activities.
Supplier Agreement The purpose of SAM is to manage the acquisition of

Management products and services from suppliers.
(SAM)

Process Area – Project management 2
32
Quantitative Project The purpose of QPM is to quantitatively manage the

Management project to achieve the project’s established quality and
(QPM) process performance objectives
Requirements The purpose of REQM is to manage requirements of the

Management project’s products and product components and to ensure
(REQM) alignment between those requirements and the project’s
plans and work products.
Risk Management The purpose of RSKM is to identify potential problems

(RSKM) before they occur so that risk handling activities can be
planned and invoked as needed across the life of the
product or project to mitigate adverse impacts on
achieving objectives

Process Area - Engineering
33
Requirements The purpose of Requirements Development (RD) is to

Development (RD) elicit, analyze, and establish customer, product, and
product component requirements.
Technical The purpose of Technical Solution (TS) is to select, design,
Solution(TS) and implement solutions to requirements..
Product Integration The purpose of Product Integration (PI) is to assemble the
(PI) product from the product components, ensure that the
product, as integrated, behaves properly (i.e., possesses the
required functionality and quality attributes), and deliver
the product.
Verification(VER) The purpose of Verification (VER) is to ensure that selected
work products meet their specified requirements
Validation(VAL) The purpose of Validation (VAL) is to demonstrate that a
product or product component fulfills its intended use
when placed in its intended environment.

Process Area - Support
34
Causal Analysis and The purpose of CAR is to identify causes of selected

Resolution (CAR) outcomes and take action to improve process performance
Configuration The purpose of CM is to establish and maintain the
Management (CM) integrity of work products using configuration
identification, configuration control, configuration status
accounting, and configuration audits.
Decision Analysis The purpose of DAR is to analyze possible decisions using a
and Resolution formal evaluation process that evaluates identified
(DAR) alternatives against established criteria.
Measurement and The purpose of MA is to develop and sustain a
Analysis (MA) measurement capability used to support management
information needs.
Product Quality The purpose of PPQA is to provide staff and management
Assurance (PPQA) with objective insight into processes and associated work
products.

Structure of Process Area Components
35
Process
Area (PA)
Specific Goals Generic Goals

Required (SG) (GG)
Specific Generic
Expected Practices Practices
(SP) (GP)
Example Work Generic

Products Subpractices Subpractices Practice
Elaborations
Informative
Purpose Introductory Related
Statement Notes Process Areas

Process Area Contents
36
All process areas contain the following
 Purpose Statement
 Introductory Notes
 Related Process Areas
 Specific Goal and Practice Summary
 Specific Practices by Goal
 Specific Goals and Specific Practices
 Generic Practices by Goal In “Generic Goals and
Generic Practices”
 Generic Goals and Generic Practices section in the model.

Process Area Components -1
37
Process
Area (PA)

Required (SG) (GG)
Specific Generic
(SP) (GP)

Elaborations
Informative

Purpose Statement
38
DESCRIPTION
Describes the purpose of the process area
EXAMPLE
Project Planning example
Purpose
The purpose of Project Planning (PP) is to establish and maintain plans
that define project activities.

Introductory Notes
39
DESCRIPTION
This section describes the major concepts covered in the
process area.
EXAMPLE
Planning includes estimating the attributes of work products and
tasks, determining the resources needed, negotiating
commitments, producing a schedule, and identifying and
analyzing project risks.

Related Process Areas
40
DESCRIPTION
This section lists references to related process areas and
reflects the high-level relationships among the process areas.
EXAMPLE
Refer to the Risk Management process area for more information
about identifying and analyzing risks and mitigating risks.

Specific Goal and Practice Summary
41
DESCRIPTION
The titles of the specific goals and specific practices for that
process area are summarized at the beginning of each process
area.
EXAMPLE
SG 1 Establish Estimates
SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work Product and Task Attributes
SP 1.3 Define Project Lifecycle Phases
SP 1.4 Estimate Effort and Cost

Process Area Components -2
42
Process
Area (PA)

Required (SG) (GG)
Specific Generic
(SP) (GP)

Elaborations
Informative

Specific Goals (SGs)
43
DESCRIPTION
 A specific goal is a required model component that describes
the unique characteristics that must be present to satisfy the
process area.
EXAMPLE
SG 1: Estimates of project planning parameters are established and
maintained.
NUMBERING
Specific goals are numbered starting with the prefix SG (e.g., SG 1). The
number is only there to uniquely identify the goal.

Specific Practices (SPs)
44
DESCRIPTION
Specific practices are expected model components that are
considered important in achieving the associated specific goal.
EXAMPLE
SP 1.4: Estimate the project’s effort and cost for work products
and tasks based on estimation rationale.
NUMBERING
Specific practices are of the form SP x.y where
x is the same number as the goal to which the specific practice maps.
y is the sequence number of the specific practice under the specific goal.

Example Work Products
45
DESCRIPTION
Example work products are informative model components that
provide sample outputs from a specific practice.
EXAMPLE
For example, project cost estimates might be an example work
product for the Project Planning specific practice SP 1.4,
“Estimate the project’s effort and cost for work products and
tasks based on estimation rationale.”

Subpractices
46
DESCRIPTION
Subpractices are informative model components that provide

guidance for interpreting and implementing specific or generic
practices.
EXAMPLE
The following is an example of a subpractice from the “Identify
and analyze project risks” specific practice (SP 2.2) in the Project
Planning process area:
3. Review and obtain agreement with relevant stakeholders on
the completeness and correctness of documented risks.

Process Area Components - 3
47
Process
Area (PA)

Required (SG) (GG)
Specific Generic
(SP) (GP)

Elaborations
Informative

Generic Goals (GGs) -1
48
DESCRIPTION
Generic goals are required model components that describe
characteristics that must be present to institutionalize
processes that implement a process area.
Achievement of a generic goal in a process area signifies
improved control in planning and implementing the processes
associated with that process area.
Generic goals are called generic because the same goal
statement applies to multiple process areas.
EXAMPLE
Generic goal example
The process is institutionalized as a defined process.

Generic Goals (GGs) -2
49
NUMBERING
Generic goals are numbered starting with the prefix GG (e.g., GG 2).
The number corresponds to the capability level of the GG.
Note: We will talk more about generic goals in Module 4.

Generic Practices (GPs) -1
50
DESCRIPTION
Generic practices are expected model components that are

considered important in achieving the associated generic goal.
Generic practices are called generic because the same practice
appears in multiple process areas.
EXAMPLE
Generic practice example
GP 2.5: Train the people performing or supporting the process as
needed.

Generic Practices (GPs) -2
51
NUMBERING
Generic practices are of the form GP x.y where
x corresponds to the number of the generic goal.
y corresponds to the sequence number of the generic practice.
Note: We will talk more about generic practices in Module 4.

Generic Practice Elaborations
52
DESCRIPTION
Generic practice elaborations are informative model components
that appear after a generic practice to provide guidance on how
the generic practice could be applied uniquely to a process area.
EXAMPLE
Project Planning process area example
GP 2.8: Monitor and Control the Process
Examples of measures and work products used in monitoring
and controlling include the following:
- Number of revisions to the plan
- Cost, schedule, and effort variance per plan revision
- Schedule for development and maintenance of program
plans

Supporting Informative Components
53
There are many places in CMMI models where further information is

provided.
This further information is provided in the form of the following

components:
 Examples
 References
 Notes

Examples
54
DESCRIPTION
An example is a component comprising text and often a list of
items, usually in a box, that can accompany nearly any other
component and provides one or more examples to clarify a
concept or described activity.
EXAMPLE
Project Planning SP 1.2 example
Examples of attributes to estimate include the following:
• Number of functions
• Function points
• Source lines of code
• Number of pages

References
55
DESCRIPTION
A reference is a pointer to additional or more detailed
information in related process areas and can accompany
nearly any other model component. A reference is an
informative model component.
EXAMPLE
Refer to the Risk Management process area for more information
about identifying potential problems before they occur so that risk
handling activities can be planned and invoked as needed across
the life of the product or project to mitigate adverse impacts on
achieving objectives.

Notes
56
DESCRIPTION
A note is text that can accompany nearly any other model
component. It may provide detail, background, or rationale. A
note is an informative model component.
EXAMPLE
The example below shows a note that accompanies the specific
practice 1.3 in the Project Planning process area.
The determination of a project’s lifecycle phases provides for
planned periods of evaluation and decision making. . . .

Required, Expected, and Informative Model Components
57
Process area components are grouped into three categories. These

categories reflect how to interpret the process area components.
Three
Categories
1 Required
2 Expected
3 Informative

Required Components
58
Required components are CMMI components that are essential to

achieving process improvement in a given process area. This
achievement must be visibly implemented in an organization’s processes.
Goal satisfaction is used in appraisals as the basis for deciding whether a

process area has been achieved and satisfied.
Specific goals and generic goals are the required components in CMMI
models.

Expected Components
59
Expected Components are CMMI components that describe the

activities that are important in achieving a required CMMI component.
Expected components guide

those who implement improvements
those who perform appraisals
Specific practices and generic practices are the expected
components in CMMI models.
Before goals can be considered to be satisfied, either their practices as

described, or acceptable alternatives to them, must be present in the
planned and implemented processes of the organization.

Informative Components
60
Informative components are CMMI components that help model

users understand the required and expected components of a
model.
Examples of informative components include

 sub practices
 example work products
 generic practice elaborations
 goal and practice titles
 notes
 references

Reviewing Process Area Components
61
Process
Area (PA)

Required (SG) (GG)
Specific Generic
(SP) (GP)

Elaborations
Informative

Glossary
62
DESCRIPTION
The glossary defines the basic terms used in CMMI models.
It was designed to document the meaning of words and terms
that should have the widest use and understanding by users of
CMMI products.
Definitions of terms were selected based on recognized sources
that have a widespread readership (e.g., ISO, IEEE).
EXAMPLE
Glossary term example
Establish and maintain . . . Create, document, use, and revise work products as necessary to ensure they remain useful.

63
MODEL REPRESENTATIONS

CMMI Model Representations
64
There are two representations in CMMI models:

 staged
 continuous
A representation in CMMI is analogous to a view into a data set
provided by a database.
Both representations provide ways of implementing process
improvement to achieve business objectives.
Both representations provide essentially the same content and use the
same model components but are organized in different ways.

Continuous Representation
65
 The continuous representation offers a flexible approach to process

improvement.
 An organization may choose to improve the performance of a single
process-related trouble spot, or it can work on several areas that
are closely aligned to its business objectives.
 A continuous representation also allows an organization to improve
different processes at different rates.

Continuous Representation: PAs by Category
66
Category Process Areas

Organizational Process Definition
Process Organizational Process Focus
Management Organizational Performance Management
Organizational Process Performance
Organizational Training
Integrated Project Management
Project Monitoring and Control
Project Project Planning
Management Quantitative Project Management
Requirements Management
Risk Management
Supplier Agreement Management
Product Integration
Requirements Development
Engineering Technical Solution
Validation
Verification
Causal Analysis and Resolution
Configuration Management
Support Decision Analysis and Resolution
Measurement and Analysis
Process and Product Quality Assurance

Staged Representation
67
 The staged representation offers a systematic, structured way to

approach process improvement one step at a time.
 Process areas are organized by maturity levels.
 The staged representation prescribes the order of implementing

each process area according to maturity levels, which define the
improvement path for an organization from the initial level to the
optimizing level.

Staged Representation: PAs by Maturity Level
68
Level Focus Process Areas Quality

Productivity
5 Optimizing Continuous Causal Analysis and Resolution
Process Organizational Performance Management
Improvement
4 Quantitatively Quantitative Organizational Process Performance
Managed Management Quantitative Project Management
3 Defined Process Decision Analysis and Resolution
Standardization Integrated Project Management
Organizational Process Definition
Organizational Process Focus
Organizational Training
Product Integration
Requirements Development
Risk Management
Technical Solution
Validation
Verification
2 Managed Basic Project Configuration Management
Management Measurement and Analysis
Project Monitoring and Control
Project Planning
Process and Product Quality Assurance
Requirements Management
Supplier Agreement Management Risk
1 Initial Rework

Process Institutionalization
69
DESCRIPTION
Institutionalization means the ingrained way of doing business

that an organization follows routinely as part of its corporate
culture: “That’s the way we do things around here.”
 The organization builds an infrastructure that contains effective, usable,

and consistently applied processes.
 The organizational culture conveys the process.

 Management nurtures the culture.
 Culture is conveyed through role models and recognition.
 Institutionalized processes endure after the people who originally
defined them have gone.

Comparing Model Representations
70
Staged
ML5
Continuous ML4
Process Area
ML3
Capability
ML2
ML 1
. . .for an established
set of process areas across an
organization
PA PA PA
. . .for a single process area
or a set of process areas

71
GENERIC GOALS AND PRACTICES

Generic Goals and Generic Practices : Building Blocks
72
 Generic goals and generic practices contribute to process

institutionalization.
 The generic goals and generic practices are the model components
that provide for commitment and consistency throughout an
organization’s processes and activities.

Generic Goals and Institutionalization
73
The degree of institutionalization is embodied in the generic goals and

expressed in the names of the processes associated with each goal as
indicated below.
Generic Goal and Title Progression of Processes
GG 3 Institutionalize a Defined Process Defined Process
GG 2 Institutionalize a Managed Process Managed Process
GG 1 Achieve Specific Goals* Performed Process
* This generic goal is only used in the continuous representation.

Generic Goals Evolve
74
Each generic goal provides a foundation for the next. Therefore, the
following conclusions can be made:
A defined process includes and builds on a

GG 3 managed process
A managed process includes and builds on a

GG 2 performed process
GG 1 A performed process

GG1: Performed Process
75
GG1 Achieve Specific Goals

GG 1 The specific goals of the process area are supported by the
process by transforming identifiable input work products into
identifiable output work products.
• A performed process accomplishes the work necessary to
produce work products.
• All specific goals of the process area are
satisfied.
• Essential activities are performed and the
work is accomplished.
• The definition, planning, monitoring, and
controlling of the process may be
incomplete.
• The process may be unstable and
inconsistently implemented.

GG1 Generic Practices
76
GP Perform Specific Practices

1.1 Perform the specific practices of the process area to
develop work products and provide services to achieve
the specific goals of the process area

GG 2: Managed Process
77
Institutionalize a Managed Process

GG 2 The process is institutionalized as a managed process.
• A managed process is a performed process that is
planned and executed in accordance with policy;
employs skilled people having adequate
resources to produce controlled outputs;
involves relevant stakeholders; is monitored,
controlled, and reviewed; and is evaluated for
adherence to its process description.
• Management of the process is concerned
with institutionalization and the achievement
of specific objectives established for the
process, such as cost, schedule, and
quality objectives.

GG 2 Generic Practices -1
78
The generic practices for managed processes are the same for
all process areas.
GP
2.1 Establish an Organizational Policy
Establish and maintain an organizational policy for planning
and performing the process.
GP
2.2
Plan the Process
Establish and maintain the plan for performing the process.

79
Provide Resources
GP
2.3 Provide adequate resources for performing the process,
developing the work products, and providing the services of the
process.
GP Assign Responsibility
2.4 Assign responsibility and authority for performing the process,
developing the work products, and providing the services of the
process.
Train People
GP
2.5 Train the people performing or supporting the process as
needed.

80
Control Work Products

GP
2.6 Place selected work products of the process under appropriate
levels of control.
Identify and Involve Relevant Stakeholders

GP
2.7 Identify and involve the relevant stakeholders of the process
as planned.
Monitor and Control the Process

GP
2.8 Monitor and control the process against the plan
for performing the process and take appropriate
corrective action.

81
Objectively Evaluate Adherence

GP
2.9 Objectively evaluate adherence of the process and selected work
products against the process description, standards, and procedures,
and address noncompliance.
Review Status with Higher Level Management

GP
2.10 Review the activities, status, and results of the process with higher
level management and resolve issues.

GG 3: Defined Process
82
Institutionalize a Defined Process

GG 3 The process is institutionalized as a defined process.
GG
3
• A defined process is a managed process that is

tailored from the organization’s set of standard
processes according to the organization’s
tailoring guidelines.
• A defined process has a maintained process
description.
• A defined process contributes process related
experiences to the organizational process
assets.
• The organization’s set of standard
processes is established and improved
over time.

GG 3 Generic Practices
83
The generic practices for defined processes are the same

for all process areas.
GP
3.1 Establish a Defined Process
Establish and maintain the description of a defined process
GP
3.2
Collect Process Related Experiences
Collect process related experiences derived from planning
and performing the process to support the future use and
improvement of the organization’s processes and process
assets.

Summarizing Generic Goals and Practices
84
Generic Goals Generic Practices

GG 3
Institutionalize GP 3.1 Establish a Defined Process
a Defined GP 3.2 Collect Process Related Experiences
Process
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GG 2 GP 2.4 Assign Responsibility
Institutionalize
a Managed GP 2.5 Train People
Process GP 2.6 Control Work Products
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management
GG 1
Achieve GP 1.1 Perform Specific Practices
Specific Goals

Applying Generic Practices
85
 All process areas have generic practices that apply to them.
 Generic practices ensure sustainability of the specific

practices in the processes over time.
 For example, GP 2.2, “Establish and maintain the plan for

performing the process,” when applied to Project Planning,
ensures that you planned the activities for creating the plan
for the project.

86
QUESTIONS AND ANSWERS

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1 INTRODUCTION TO CMMI

Author : Đoàn Đức Đề

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►Process Improvement Concepts

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PROCESS IMPROVEMENT CONCEPTS

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IEEE PALL CMMI GLOSSARY

Sequence of steps Logical organization A set of interrelated

Pall, Gabriel A. Quality Process

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While process is often described as a node of the process-people-

Everyone realizes the importance of having a motivated, quality work

“That’s the way we do

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What Is a Process Model?

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CMMI is a Process Model use in process improvement activities

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 Processes enable you to understand what is going on.

 By defining, measuring, and controlling the process, improvements

 The likelihood that appropriate technology, techniques, and tools

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CMMI PRODUCT SUITE

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The CMMI Framework is the basic structure that organizes

CMMI Product Suite Constellations

Training Training Training Training

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 A CMMI model is not a process.

 A CMMI model describes the

“All models are wrong,

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CMMI and SCAMPI Method

Actual Practice Findings, Recommendations

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Requirements Class A Class B Class C

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Services Acquisition Intermediate SCAMPI Lead

* These courses address CMMI-DEV.

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BUSINESS BENEFITS OF CMMI

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The performance results in the following table are from 30 different

Performance Category Median Improvement

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The organization 3H Technology, with a little over 2 years of CMMI-

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The Software Maintenance Group at Warner Robins Air Logistics

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Process improvement should

“If you can’t describe what

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Contents of the CMMI Model Document

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Part One Part Two Part Three

About CMMI for Generic Goals The Appendices

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The 22 process areas (in alphabetical order by acronym) are

Causal Analysis and Resolution CAR