To review activities and work products against criteria that minimize subjectivity and bias by the reviewer. (See also “audit.”)
An example of an objective evaluation is an audit against requirements, standards, or procedures by an independent quality assurance function.

Organizational Innovation and Deployment (former process area)

Organizational Process Definition (process area)

A general description of the way in which an entity is used or operates.
An operational concept is also known as “concept of operations.”

A description of an imagined sequence of events that includes the interaction of the product or service with its environment and users, as well as interaction among its product or service components.
Operational scenarios are used to evaluate the requirements and design of the system and to verify and validate the system.

Organizational Process Focus (process area)

Organizational Performance Management (process area)

Organizational Process Performance (process area)

An administrative structure in which people collectively manage one or more projects or work groups as a whole, share a senior manager, and operate under the same policies.
However, the word “organization” as used throughout CMMI models can also apply to one person who performs a function in a small organization that might be performed by a group of people in a large organization. (See also “enterprise.”)

The extent to which an organization has explicitly and consistently deployed processes that are documented, managed, measured, controlled, and continually improved.
Organizational maturity can be measured via appraisals.

A guiding principle typically established by senior management that is adopted by an organization to influence and determine decisions.

Artifacts that relate to describing, implementing, and improving processes.
Examples of these artifacts include policies, measurement descriptions, process descriptions, process implementation support tools.
The term “process assets” is used to indicate that these artifacts are developed or acquired to meet the business objectives of the organization and that they represent investments by the organization that are expected to provide current and future business value. (See also “process asset library.”)

Senior-management-developed objectives designed to ensure an organization’s continued existence and enhance its profitability, market share, and other factors influencing the organization’s success. (See also “quality and process performance objectives” and “quantitative objective.”)

A repository used to collect and make measurement results available on processes and work products, particularly as they relate to the organization’s set of standard processes.
This repository contains or references actual measurement results and related information needed to understand and analyze measurement results.

A library of information used to store and make process assets available that are useful to those who are defining, implementing, and managing processes in the organization.
This library contains process assets that include process related documentation such as policies, defined processes, checklists, lessons learned documents, templates, standards, procedures, plans, and training materials.

A collection of definitions of the processes that guide activities in an organization.
These process descriptions cover the fundamental process elements (and their relationships to each other such as ordering and interfaces) that should be incorporated into the defined processes that are implemented in projects, work groups, and work across the organization. A standard process enables consistent development and maintenance activities across the organization and is essential for long-term stability and improvement. (See also “defined process” and “process element.”)

Organizational Training (process area)

(See “acquisition.”)