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CMMI for Acquisition 1.3
CMMI-ACQ 1.3
Preface
About CMMI for Acquisition
Generic Goals and Generic Practices
Process Areas
Appendices
Purpose
Acknowledgments
Audience
Organization of this Document
How to Use this Document
Additional Information and Reader Feedback
Introduction
Process Area Components
Tying It All Together
Relationships Among Process Areas
Using CMMI Models
CMMI Related Training
Overview
Generic Goals and Generic Practices
Applying Generic Practices
Process Areas that Support Generic Practices
Agreement Management
Acquisition Requirements Development
Acquisition Technical Management
Acquisition Validation
Acquisition Verification
Causal Analysis and Resolution
Configuration Management
Decision Analysis and Resolution
Integrated Project Management
Measurement and Analysis
Organizational Process Definition
Organizational Process Focus
Organizational Performance Management
Organizational Process Performance
Organizational Training
Project Monitoring and Control
Project Planning
Process and Product Quality Assurance
Quantitative Project Management
Requirements Management
Risk Management
Solicitation and Supplier Agreement Development
Appendix A: References
Appendix B: Acronyms
Appendix C: CMMI Version 1.3 Project Participants
Appendix D: Glossary
Report Documentation Page
Process
Areas
(staged)
Level 2
AM
ARD
CM
MA
PP
PMC
PPQA
REQM
SSAD
Level 3
ATM
AVAL
AVER
DAR
IPM
OPD
OPF
OT
RSKM
Level 4
OPP
QPM
Level 5
OPM
CAR
Table of contents
CMMI-ACQ 1.3
1.
Preface
1.1.
Purpose
1.2.
Acknowledgments
1.3.
Audience
1.4.
Organization of this Document
1.5.
How to Use this Document
1.5.1.
Readers New to Process Improvement
1.5.2.
Readers Experienced with Process Improvement
1.5.3.
Readers Familiar with CMMI
1.6.
Additional Information and Reader Feedback
2.
About CMMI for Acquisition
2.1.
Introduction
2.1.1.
About Process Improvement
2.1.2.
About Capability Maturity Models
2.1.3.
Evolution of CMMI
2.1.4.
CMMI Framework
2.1.5.
CMMI for Acquisition
2.2.
Process Area Components
2.2.1.
Core Process Areas and CMMI Models
2.2.2.
Required, Expected, and Informative Components
Required Components
Expected Components
Informative Components
2.2.3.
Components Associated with Part Two
Process Areas
Purpose Statements
Introductory Notes
Related Process Areas
Specific Goals
Generic Goals
Specific Goal and Practice Summaries
Specific Practices
Example Work Products
Example Supplier Deliverables
Subpractices
Generic Practices
Generic Practice Elaborations
Additions
2.2.4.
Supporting Informative Components
Notes
Examples
References
2.2.5.
Numbering Scheme
2.2.6.
Typographical Conventions
2.3.
Tying It All Together
2.3.1.
Understanding Levels
2.3.2.
Structures of the Continuous and Staged Representations
2.3.3.
Understanding Capability Levels
Capability Level 0: Incomplete
Capability Level 1: Performed
Capability Level 2: Managed
Capability Level 3: Defined
Advancing Through Capability Levels
2.3.4.
Understanding Maturity Levels
Maturity Level 1: Initial
Maturity Level 2: Managed
Maturity Level 3: Defined
Maturity Level 4: Quantitatively Managed
Maturity Level 5: Optimizing
Advancing Through Maturity Levels
2.3.5.
Process Areas
2.3.6.
Equivalent Staging
2.3.7.
Achieving High Maturity
2.4.
Relationships Among Process Areas
2.4.1.
Project Processes
2.4.2.
Organizational Processes
2.4.3.
Support Processes
2.4.4.
High Maturity Processes
2.5.
Using CMMI Models
2.5.1.
Adopting CMMI
2.5.2.
Your Process Improvement Program
2.5.3.
Selections that Influence Your Program
2.5.4.
CMMI Models
2.5.5.
Using CMMI Appraisals
2.5.6.
Appraisal Requirements for CMMI
2.5.7.
SCAMPI Appraisal Methods
2.5.8.
Appraisal Considerations
2.6.
CMMI Related Training
3.
Generic Goals and Generic Practices
3.1.
Overview
3.1.1.
Process Institutionalization
3.1.2.
Performed Process
3.1.3.
Managed Process
3.1.4.
Defined Process
3.1.5.
Relationships Among Processes
3.2.
Generic Goals and Generic Practices
3.2.1.
GG 1 Achieve Specific Goals
GP 1.1 Perform Specific Practices
3.2.2.
GG 2 Institutionalize a Managed Process
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
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
3.2.3.
GG 3 Institutionalize a Defined Process
GG 3.1 Establish a Defined Process
GG 3.2 Collect Process Related Experiences
3.3.
Applying Generic Practices
3.4.
Process Areas that Support Generic Practices
4.
Process Areas
4.1.
Agreement Management
4.1.1.
SG 1 Satisfy Supplier Agreements
SP 1.1 Execute the Supplier Agreement
SP 1.2 Monitor Selected Supplier Processes
SP 1.3 Accept the Acquired Product
SP 1.4 Manage Supplier Invoices
4.2.
Acquisition Requirements Development
4.2.1.
SG 1 Develop Customer Requirements
SP 1.1 Elicit Stakeholder Needs
SP 1.2 Develop and Prioritize Customer Requirements
4.2.2.
SG 2 Develop Contractual Requirements
SP 2.1 Establish Contractual Requirements
SP 2.2 Allocate Contractual Requirements
4.2.3.
SG 3 Analyze and Validate Requirements
SP 3.1 Establish Operational Concepts and Scenarios
SP 3.2 Analyze Requirements
SP 3.3 Analyze Requirements to Achieve Balance
SP 3.4 Validate Requirements
4.3.
Acquisition Technical Management
4.3.1.
SG 1 Evaluate Technical Solutions
SP 1.1 Select Technical Solutions for Analysis
SP 1.2 Analyze Selected Technical Solutions
SP 1.3 Conduct Technical Reviews
4.3.2.
SG 2 Perform Interface Management
SP 2.1 Select Interfaces to Manage
SP 2.2 Manage Selected Interfaces
4.4.
Acquisition Validation
4.4.1.
SG 1 Prepare for Validation
SP 1.1 Select Products for Validation
SP 1.2 Establish the Validation Environment
SP 1.3 Establish Validation Procedures and Criteria
4.4.2.
SG 2 Validate Selected Products and Product Components
SP 2.1 Perform Validation
SP 2.2 Analyze Validation Results
4.5.
Acquisition Verification
4.5.1.
SG 1 Prepare for Verification
SP 1.1 Select Work Products for Verification
SP 1.2 Establish the Verification Environment
SP 1.3 Establish Verification Procedures and Criteria
4.5.2.
SG 2 Perform Peer Reviews
SP 2.1 Prepare for Peer Reviews
SP 2.2 Conduct Peer Reviews
SP 2.3 Analyze Peer Review Data
4.5.3.
SG 3 Verify Selected Work Products
SP 3.1 Perform Verification
SP 3.2 Analyze Verification Results
4.6.
Causal Analysis and Resolution
4.6.1.
SG 1 Determine Causes of Selected Outcomes
SP 1.1 Select Outcomes for Analysis
SP 1.2 Analyze Causes
4.6.2.
SG 2 Address Causes of Selected Outcomes
SP 2.1 Implement Action Proposals
SP 2.2 Evaluate the Effect of Implemented Actions
SP 2.3 Record Causal Analysis Data
4.7.
Configuration Management
4.7.1.
SG 1 Establish Baselines
SP 1.1 Identify Configuration Items
SP 1.2 Establish a Configuration Management System
SP 1.3 Create or Release Baselines
4.7.2.
SG 2 Track and Control Changes
SP 2.1 Track Change Requests
SP 2.2 Control Configuration Items
4.7.3.
SG 3 Establish Integrity
SP 3.1 Establish Configuration Management Records
SP 3.2 Perform Configuration Audits
4.8.
Decision Analysis and Resolution
4.8.1.
SG 1 Evaluate Alternatives
SP 1.1 Establish Guidelines for Decision Analysis
SP 1.2 Establish Evaluation Criteria
SP 1.3 Identify Alternative Solutions
SP 1.4 Select Evaluation Methods
SP 1.5 Evaluate Alternative Solutions
SP 1.6 Select Solutions
4.9.
Integrated Project Management
4.9.1.
SG 1 Use the Project’s Defined Process
SP 1.1 Establish the Project’s Defined Process
SP 1.2 Use Organizational Process Assets for Planning Project Activities
SP 1.3 Establish the Project’s Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using Integrated Plans
SP 1.6 Establish Teams
SP 1.7 Contribute to Organizational Process Assets
4.9.2.
SG 2 Coordinate and Collaborate with Relevant Stakeholders
SP 2.1 Manage Stakeholder Involvement
SP 2.2 Manage Dependencies
SP 2.3 Resolve Coordination Issues
4.10.
Measurement and Analysis
4.10.1.
SG 1 Align Measurement and Analysis Activities
SP 1.1 Establish Measurement Objectives
SP 1.2 Specify Measures
SP 1.3 Specify Data Collection and Storage Procedures
SP 1.4 Specify Analysis Procedures
4.10.2.
SG 2 Provide Measurement Results
SP 2.1 Obtain Measurement Data
SP 2.2 Analyze Measurement Data
SP 2.3 Store Data and Results
SP 2.4 Communicate Results
4.11.
Organizational Process Definition
4.11.1.
SG 1 Establish Organizational Process Assets
SP 1.1 Establish Standard Processes
SP 1.2 Establish Lifecycle Model Descriptions
SP 1.3 Establish Tailoring Criteria and Guidelines
SP 1.4 Establish the Organization’s Measurement Repository
SP 1.5 Establish the Organization’s Process Asset Library
SP 1.6 Establish Work Environment Standards
SP 1.7 Establish Rules and Guidelines for Teams
4.12.
Organizational Process Focus
4.12.1.
SG 1 Determine Process Improvement Opportunities
SP 1.1 Establish Organizational Process Needs
SP 1.2 Appraise the Organization’s Processes
SP 1.3 Identify the Organization’s Process Improvements
4.12.2.
SG 2 Plan and Implement Process Actions
SP 2.1 Establish Process Action Plans
SP 2.2 Implement Process Action Plans
4.12.3.
SG 3 Deploy Organizational Process Assets and Incorporate Experiences
SP 3.1 Deploy Organizational Process Assets
SP 3.2 Deploy Standard Processes
SP 3.3 Monitor the Implementation
SP 3.4 Incorporate Experiences into Organizational Process Assets
4.13.
Organizational Performance Management
4.13.1.
SG 1 Manage Business Performance
SP 1.1 Maintain Business Objectives
SP 1.2 Analyze Process Performance Data
SP 1.3 Identify Potential Areas for Improvement
4.13.2.
SG 2 Select Improvements
SP 2.1 Elicit Suggested Improvements
SP 2.2 Analyze Suggested Improvements
SP 2.3 Validate Improvements
SP 2.4 Select and Implement Improvements for Deployment
4.13.3.
SG 3 Deploy Improvements
SP 3.1 Plan the Deployment
SP 3.2 Manage the Deployment
SP 3.3 Evaluate Improvement Effects
4.14.
Organizational Process Performance
4.14.1.
SG 1 Establish Performance Baselines and Models
SP 1.1 Establish Quality and Process Performance Objectives
SP 1.2 Select Processes
SP 1.3 Establish Process Performance Measures
SP 1.4 Analyze Process Performance and Establish Process Performance Baselines
SP 1.5 Establish Process Performance Models
4.15.
Organizational Training
4.15.1.
SG 1 Establish an Organizational Training Capability
SP 1.1 Establish Strategic Training Needs
SP 1.2 Determine Which Training Needs Are the Responsibility of the Organization
SP 1.3 Establish an Organizational Training Tactical Plan
SP 1.4 Establish a Training Capability
4.15.2.
SG 2 Provide Training
SP 2.1 Deliver Training
SP 2.2 Establish Training Records
SP 2.3 Assess Training Effectiveness
4.16.
Project Monitoring and Control
4.16.1.
SG 1 Monitor the Project Against the Plan
SP 1.1 Monitor Project Planning Parameters
SP 1.2 Monitor Commitments
SP 1.3 Monitor Project Risks
SP 1.4 Monitor Data Management
SP 1.5 Monitor Stakeholder Involvement
SP 1.6 Conduct Progress Reviews
SP 1.7 Conduct Milestone Reviews
SP 1.8 Monitor Transition to Operations and Support
4.16.2.
SG 2 Manage Corrective Action to Closure
SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Actions
4.17.
Project Planning
4.17.1.
SG 1 Establish Estimates
SP 1.1 Establish the Acquisition Strategy
SP 1.2 Estimate the Scope of the Project
SP 1.3 Establish Estimates of Work Product and Task Attributes
SP 1.4 Define Project Lifecycle Phases
SP 1.5 Estimate Effort and Cost
4.17.2.
SG 2 Develop a Project Plan
SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SP 2.3 Plan Data Management
SP 2.4 Plan the Project’s Resources
SP 2.5 Plan Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Plan Transition to Operations and Support
SP 2.8 Establish the Project Plan
4.17.3.
SG 3 Obtain Commitment to the Plan
SP 3.1 Review Plans That Affect the Project
SP 3.2 Reconcile Work and Resource Levels
SP 3.3 Obtain Plan Commitment
4.18.
Process and Product Quality Assurance
4.18.1.
SG 1 Objectively Evaluate Processes and Work Products
SP 1.1 Objectively Evaluate Processes
SP 1.2 Objectively Evaluate Work Products
4.18.2.
SG 2 Provide Objective Insight
SP 2.1 Communicate and Resolve Noncompliance Issues
SP 2.2 Establish Records
4.19.
Quantitative Project Management
4.19.1.
SG 1 Prepare for Quantitative Management
SP 1.1 Establish the Project’s Objectives
SP 1.2 Compose the Defined Process
SP 1.3 Select Subprocesses and Attributes
SP 1.4 Select Measures and Analytic Techniques
4.19.2.
SG 2 Quantitatively Manage the Project
SP 2.1 Monitor the Performance of Selected Subprocesses
SP 2.2 Manage Project Performance
SP 2.3 Perform Root Cause Analysis
4.20.
Requirements Management
4.20.1.
SG 1 Manage Requirements
SP 1.1 Understand Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability of Requirements
SP 1.5 Ensure Alignment Between Project Work and Requirements
4.21.
Risk Management
4.21.1.
SG 1 Prepare for Risk Management
SP 1.1 Determine Risk Sources and Categories
SP 1.2 Define Risk Parameters
SP 1.3 Establish a Risk Management Strategy
4.21.2.
SG 2 Identify and Analyze Risks
SP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and Prioritize Risks
4.21.3.
SG 3 Mitigate Risks
SP 3.1 Develop Risk Mitigation Plans
SP 3.2 Implement Risk Mitigation Plans
4.22.
Solicitation and Supplier Agreement Development
4.22.1.
SG 1 Prepare for Solicitation and Supplier Agreement Development
SP 1.1 Identify Potential Suppliers
SP 1.2 Establish a Solicitation Package
SP 1.3 Review the Solicitation Package
SP 1.4 Distribute and Maintain the Solicitation Package
4.22.2.
SG 2 Select Suppliers
SP 2.1 Evaluate Proposed Solutions
SP 2.2 Establish Negotiation Plans
SP 2.3 Select Suppliers
4.22.3.
SG 3 Establish Supplier Agreements
SP 3.1 Establish an Understanding of the Agreement
SP 3.2 Establish the Supplier Agreement
5.
Appendices
5.1.
Appendix A: References
5.1.1.
Information Assurance/Information Security Related Sources
5.2.
Appendix B: Acronyms
5.2.1.
ANSI
5.2.2.
API
5.2.3.
ARC
5.2.4.
CAD
5.2.5.
CAR
5.2.6.
CCB
5.2.7.
CL
5.2.8.
CM
5.2.9.
CMU
5.2.10.
CMF
5.2.11.
CMM
5.2.12.
CMMI
5.2.13.
CMMI-ACQ
5.2.14.
CMMI-DEV
5.2.15.
CMMI-SVC
5.2.16.
CobiT
5.2.17.
COTS
5.2.18.
CPI
5.2.19.
CPM
5.2.20.
CSCI
5.2.21.
DAR
5.2.22.
DHS
5.2.23.
DoD
5.2.24.
EIA
5.2.25.
EIA/IS
5.2.26.
FCA
5.2.27.
FMEA
5.2.28.
GG
5.2.29.
GP
5.2.30.
IBM
5.2.31.
IDEAL
5.2.32.
IEEE
5.2.33.
INCOSE
5.2.34.
IPD-CMM
5.2.35.
IPM
5.2.36.
ISO
5.2.37.
ISO/IEC
5.2.38.
ITIL
5.2.39.
MA
5.2.40.
MDD
5.2.41.
ML
5.2.42.
NDIA
5.2.43.
OID
5.2.44.
OPD
5.2.45.
OPF
5.2.46.
OPM
5.2.47.
OPP
5.2.48.
OT
5.2.49.
P-CMM
5.2.50.
PCA
5.2.51.
PERT
5.2.52.
PI
5.2.53.
PMC
5.2.54.
PP
5.2.55.
PPQA
5.2.56.
QFD
5.2.57.
QPM
5.2.58.
RD
5.2.59.
REQM
5.2.60.
RSKM
5.2.61.
SA-CMM
5.2.62.
SAM
5.2.63.
SCAMPI
5.2.64.
SECAM
5.2.65.
SECM
5.2.66.
SEI
5.2.67.
SG
5.2.68.
SP
5.2.69.
SPI
5.2.70.
SSD
5.2.71.
SSE-CMM
5.2.72.
SW-CMM
5.2.73.
TS
5.2.74.
VAL
5.2.75.
VER
5.2.76.
WBS
5.3.
Appendix C: CMMI Version 1.3 Project Participants
5.3.1.
CMMI Steering Group
Steering Group Members
Ex-Officio Steering Group Members
Steering Group Support
5.3.2.
CMMI for Services Advisory Group
5.3.3.
CMMI V1.3 Coordination Team
5.3.4.
CMMI V1.3 Configuration Control Board
5.3.5.
CMMI V1.3 Core Model Team
5.3.6.
CMMI V1.3 Translation Team
5.3.7.
CMMI V1.3 High Maturity Team
5.3.8.
CMMI V1.3 Acquisition Mini Team
5.3.9.
CMMI V1.3 Services Mini Team
5.3.10.
CMMI V1.3 SCAMPI Upgrade Team
5.3.11.
CMMI V1.3 Training Teams
ACQ and DEV Training Team
SVC Training Team
5.3.12.
CMMI V1.3 Quality Team
5.4.
Appendix D: Glossary
5.4.1.
acceptance criteria
5.4.2.
acceptance testing
5.4.3.
achievement profile
5.4.4.
acquirer
5.4.5.
acquisition
5.4.6.
acquisition strategy
5.4.7.
addition
5.4.8.
allocated requirement
5.4.9.
appraisal
5.4.10.
appraisal findings
5.4.11.
appraisal participants
5.4.12.
appraisal rating
5.4.13.
appraisal reference model
5.4.14.
appraisal scope
5.4.15.
architecture
5.4.16.
audit
5.4.17.
baseline
5.4.18.
base measure
5.4.19.
bidirectional traceability
5.4.20.
business objectives
5.4.21.
capability level
5.4.22.
capability level profile
5.4.23.
capability maturity model
5.4.24.
capable process
5.4.25.
causal analysis
5.4.26.
change management
5.4.27.
CMMI Framework
5.4.28.
CMMI model
5.4.29.
CMMI model component
5.4.30.
CMMI Product Suite
5.4.31.
commercial off-the-shelf
5.4.32.
common cause of variation
5.4.33.
configuration audit
5.4.34.
configuration baseline
5.4.35.
configuration control
5.4.36.
configuration control board
5.4.37.
configuration identification
5.4.38.
configuration item
5.4.39.
configuration management
5.4.40.
configuration status accounting
5.4.41.
constellation
5.4.42.
continuous representation
5.4.43.
contractor
5.4.44.
contractual requirements
5.4.45.
corrective action
5.4.46.
customer
5.4.47.
customer requirement
5.4.48.
data
5.4.49.
data management
5.4.50.
defect density
5.4.51.
defined process
5.4.52.
definition of required functionality and quality attributes
5.4.53.
deliverable
5.4.54.
delivery environment
5.4.55.
derived measure
5.4.56.
derived requirements
5.4.57.
design review
5.4.58.
development
5.4.59.
document
5.4.60.
end user
5.4.61.
enterprise
5.4.62.
entry criteria
5.4.63.
equivalent staging
5.4.64.
establish and maintain
5.4.65.
example work product
5.4.66.
executive
5.4.67.
exit criteria
5.4.68.
expected CMMI components
5.4.69.
findings
5.4.70.
formal evaluation process
5.4.71.
framework
5.4.72.
functional analysis
5.4.73.
functional architecture
5.4.74.
generic goal
5.4.75.
generic practice
5.4.76.
generic practice elaboration
5.4.77.
hardware engineering
5.4.78.
higher level management
5.4.79.
incomplete process
5.4.80.
informative CMMI components
5.4.81.
institutionalization
5.4.82.
interface control
5.4.83.
lifecycle model
5.4.84.
managed process
5.4.85.
manager
5.4.86.
maturity level
5.4.87.
measure (noun)
5.4.88.
measurement
5.4.89.
measurement result
5.4.90.
memorandum of agreement
5.4.91.
natural bounds
5.4.92.
nondevelopmental item
5.4.93.
nontechnical requirements
5.4.94.
objectively evaluate
5.4.95.
operational concept
5.4.96.
operational scenario
5.4.97.
organization
5.4.98.
organizational maturity
5.4.99.
organizational policy
5.4.100.
organizational process assets
5.4.101.
organization’s business objectives
5.4.102.
organization’s measurement repository
5.4.103.
organization’s process asset library
5.4.104.
organization’s set of standard processes
5.4.105.
outsourcing
5.4.106.
peer review
5.4.107.
performance parameters
5.4.108.
performed process
5.4.109.
planned process
5.4.110.
policy
5.4.111.
process
5.4.112.
process action plan
5.4.113.
process action team
5.4.114.
process and technology improvements
5.4.115.
process architecture
5.4.116.
process area
5.4.117.
process asset
5.4.118.
process asset library
5.4.119.
process attribute
5.4.120.
process capability
5.4.121.
process definition
5.4.122.
process description
5.4.123.
process element
5.4.124.
process group
5.4.125.
process improvement
5.4.126.
process improvement objectives
5.4.127.
process improvement plan
5.4.128.
process measurement
5.4.129.
process owner
5.4.130.
process performance
5.4.131.
process performance baseline
5.4.132.
process performance model
5.4.133.
process tailoring
5.4.134.
product
5.4.135.
product baseline
5.4.136.
product component
5.4.137.
product component requirements
5.4.138.
product lifecycle
5.4.139.
product line
5.4.140.
product related lifecycle processes
5.4.141.
product requirements
5.4.142.
product suite
5.4.143.
project
5.4.144.
project plan
5.4.145.
project progress and performance
5.4.146.
project startup
5.4.147.
prototype
5.4.148.
relevant stakeholder
5.4.149.
representation
5.4.150.
required CMMI components
5.4.151.
requirement
5.4.152.
requirements analysis
5.4.153.
requirements elicitation
5.4.154.
requirements management
5.4.155.
requirements traceability
5.4.156.
return on investment
5.4.157.
risk analysis
5.4.158.
risk identification
5.4.159.
risk management
5.4.160.
senior manager
5.4.161.
service
5.4.162.
service agreement
5.4.163.
service catalog
5.4.164.
service incident
5.4.165.
service level
5.4.166.
service level agreement
5.4.167.
service level measure
5.4.168.
service line
5.4.169.
service request
5.4.170.
service requirements
5.4.171.
service system
5.4.172.
service system component
5.4.173.
service system consumable
5.4.174.
shared vision
5.4.175.
software engineering
5.4.176.
solicitation
5.4.177.
solicitation package
5.4.178.
special cause of variation
5.4.179.
specific goal
5.4.180.
specific practice
5.4.181.
stable process
5.4.182.
staged representation
5.4.183.
stakeholder
5.4.184.
standard (noun)
5.4.185.
standard process
5.4.186.
statement of work
5.4.187.
statistical and other quantitative techniques
5.4.188.
statistical process control
5.4.189.
statistical techniques
5.4.190.
subpractice
5.4.191.
subprocess
5.4.192.
supplier
5.4.193.
supplier agreement
5.4.194.
sustainment
5.4.195.
system of systems
5.4.196.
systems engineering
5.4.197.
tailoring
5.4.198.
tailoring guidelines
5.4.199.
target profile
5.4.200.
target staging
5.4.201.
team
5.4.202.
technical data package
5.4.203.
technical performance
5.4.204.
technical performance measure
5.4.205.
technical requirements
5.4.206.
traceability
5.4.207.
trade study
5.4.208.
training
5.4.209.
unit testing
5.4.210.
validation
5.4.211.
verification
5.4.212.
version control
5.4.213.
work breakdown structure (WBS)
5.4.214.
work group
5.4.215.
work plan
5.4.216.
work product
5.4.217.
work product and task attributes
5.4.218.
work startup
5.5.
Report Documentation Page
Table of contents
|
Images
|
Glossary
|
Index
|
Faceted index
Process
Areas
(continuous)
Process
management
OPD
OPF
OT
OPP
OPM
Project
management
AM
IPM
PP
PMC
REQM
RSKM
QPM
SSAD
Acquisition Engineering
A
RD
ATM
AVAL
AVER
Support
CAR
CM
DAR
MA
PPQA
Page 1 / 656
CMMI for Development 1.3 compiled by Christophe Guibert with
WebIdeaTree 5
Last revision on 2013-01-13
CMMI for Acquisition 1.3
CMMI for Acquisition 1.3
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4.1.1. 
5.