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CMMI for Development 1.3
CMMI DEV 1.3
Preface
Table of contents
About CMMI for Development
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
Process Institutionalization
Generic Goals and Generic Practices
Applying Generic Practices
Process Areas that Support Generic Practices
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
Product Integration
Project Monitoring and Control
Project Planning
Process and Product Quality Assurance
Quantitative Project Management
Requirements Development
Requirements Management
Risk Management
Supplier Agreement Management
Technical Solution
Validation
Verification
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
REQM
PP
PMC
SAM
MA
PPQA
CM
Level 3
RD
TS
PI
VER
VAL
OPF
OPD
OT
IPM
RSKM
DAR
Level 4
OPP
QPM
Level 5
OPM
CAR
CMMI DEV 1.3
2. Table of contents
CMMI DEV 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.
Table of contents
3.
Part One: About CMMI for Development
3.1.
Introduction
3.1.1.
About Process Improvement
3.1.2.
About Capability Maturity Models
3.1.3.
Evolution of CMMI
3.1.4.
CMMI Framework
3.1.5.
CMMI for Development
3.2.
Process Area Components
3.2.1.
Core Process Areas and CMMI Models
3.2.2.
Required, Expected, and Informative Components
Required Components
Expected Components
Informative Components
3.2.3.
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
Subpractices
Generic Practices
Generic Practice Elaborations
Additions
3.2.4.
Supporting Informative Components
Notes
Examples
References
3.2.5.
Numbering Scheme
3.2.6.
Typographical Conventions
3.3.
Tying It All Together
3.3.1.
Understanding Levels
3.3.2.
Structures of the Continuous and Staged Representations
3.3.3.
Understanding Capability Levels
Capability Level 0: Incomplete
Capability Level 1: Performed
Capability Level 2: Managed
Capability Level 3: Defined
Advancing Through Capability Levels
3.3.4.
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
3.3.5.
Process Areas
3.3.6.
Equivalent Staging
3.3.7.
Achieving High Maturity
3.4.
Relationships Among Process Areas
3.4.1.
Process Management
Basic Process Management Process Areas
Advanced Process Management Process Areas
3.4.2.
Project Management
Basic Project Management Process Areas
Advanced Project Management Process Areas
3.4.3.
Engineering
3.4.4.
Recursion and Iteration of Engineering Processes
3.4.5.
Support
Basic Support Process Areas
Advanced Support Process Areas
3.5.
Using CMMI Models
3.5.1.
Adopting CMMI
3.5.2.
Your Process Improvement Program
3.5.3.
Selections that Influence Your Program
3.5.4.
CMMI Models
3.5.5.
Interpreting CMMI When Using Agile Approaches
3.5.6.
Using CMMI Appraisals
3.5.7.
Appraisal Requirements for CMMI
3.5.8.
SCAMPI Appraisal Methods
3.5.9.
Appraisal Considerations
3.6.
CMMI Related Training
4.
Part Two: Generic Goals and Generic Practices, and the Process Areas
4.1.
Generic Goals and Generic Practices
4.1.1.
Overview
4.1.2.
Process Institutionalization
Performed Process
Managed Process
Defined Process
Relationships Among Processes
4.1.3.
Generic Goals and Generic Practices
GG 1 Achieve Specific Goals
GP 1.1 Perform Specific Practices
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 Monitor and Control the Process
GP 2.10 Review Status with Higher Level Management
GG 3 Institutionalize a Defined Process
GG 3.1 Establish a Defined Process
GG 3.2 Collect Process Related Experiences
4.1.4.
Applying Generic Practices
4.1.5.
Process Areas that Support Generic Practices
4.2.
Causal Analysis and Resolution
4.2.1.
SG 1 Determine Causes of Selected Outcomes
SP 1.1 Select Outcomes for Analysis
SP 1.2 Analyze Causes
4.2.2.
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
4.3.
Configuration Management
4.3.1.
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
4.3.2.
SG 2 Track and Control Changes
SP 2.1 Track Change Requests
SP 2.2 Control Configuration Items
4.3.3.
SG 3 Establish Integrity
SP 3.1 Establish
Configuration Management
Records
SP 3.2 Perform Configuration Audits
4.4.
Decision Analysis and Resolution
4.4.1.
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
4.5.
Integrated Project Management
4.5.1.
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
4.5.2.
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
4.6.
Measurement and Analysis
4.6.1.
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
4.6.2.
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
4.7.
Organizational Process Definition
4.7.1.
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
4.8.
Organizational Process Focus
4.8.1.
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
4.8.2.
SG 2 Plan and Implement Process Actions
SP 2.1 Establish Process Action Plans
SP 2.2 Implement Process Action Plans
4.8.3.
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
4.9.
Organizational Performance Management
4.9.1.
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
4.9.2.
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
4.9.3.
SG 3 Deploy Improvements
SP 3.1 Plan the Deployment
SP 3.2 Manage the Deployment
SP 3.3 Evaluate Improvement Effects
4.10.
Organizational Process Performance
4.10.1.
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
4.11.
Organizational Training
4.11.1.
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
4.11.2.
SG 2 Provide Training
SP 2.1 Deliver Training
SP 2.2 Establish Training Records
SP 2.3 Assess Training Effectiveness
4.12.
Product Integration
4.12.1.
SG 1 Prepare for
Product Integration
SP 1.1 Establish an Integration Strategy
SP 1.2 Establish the
Product Integration
Environment
SP 1.3 Establish
Product Integration
Procedures and Criteria
4.12.2.
SG 2 Ensure Interface Compatibility
SP 2.1 Review Interface Descriptions for Completeness
SP 2.2 Manage Interfaces
4.12.3.
SG 3 Assemble Product Components and Deliver the Product
SP 3.1 Confirm Readiness of Product Components for Integration
SP 3.2 Assemble Product Components
SP 3.3 Evaluate Assembled Product Components
SP 3.4 Package and Deliver the Product or Product Component
4.13.
Project Monitoring and Control
4.13.1.
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
4.13.2.
SG 2 Manage Corrective Action to Closure
SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Actions
4.14.
Project Planning
4.14.1.
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
4.14.2.
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 Establish the Project Plan
4.14.3.
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
4.15.
Process and Product Quality Assurance
4.15.1.
SG 1 Objectively Evaluate Processes and Work Products
SP 1.1 Objectively Evaluate Processes
SP 1.2 Objectively Evaluate Work Products
4.15.2.
SG 2 Provide Objective Insight
SP 2.1 Communicate and Resolve Noncompliance Issues
SP 2.2 Establish Records
4.16.
Quantitative Project Management
4.16.1.
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
4.16.2.
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
4.17.
Requirements Development
4.17.1.
SG 1 Develop Customer Requirements
SP 1.1 Elicit Needs
SP 1.2 Transform Stakeholder Needs into Customer Requirements
4.17.2.
SG 2 Develop Product Requirements
SP 2.1 Establish Product and Product Component Requirements
SP 2.2 Allocate Product Component Requirements
SP 2.3 Identify Interface Requirements
4.17.3.
SG 3 Analyze and Validate Requirements
SP 3.1 Establish Operational Concepts and Scenarios
SP 3.2 Establish a Definition of Required Functionality and Quality Attributes
SP 3.3 Analyze Requirements
SP 3.4 Analyze Requirements to Achieve Balance
SP 3.5 Validate Requirements
4.18.
Requirements Management
4.18.1.
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
4.19.
Risk Management
4.19.1.
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
4.19.2.
SG 2 Identify and Analyze Risks
SP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and Prioritize Risks
4.19.3.
SG 3 Mitigate Risks
SP 3.1 Develop Risk Mitigation Plans
SP 3.2 Implement Risk Mitigation Plans
4.20.
Supplier Agreement Management
4.20.1.
1 Establish Supplier Agreements
SP 1.1 Determine Acquisition Type
SP 1.2 Select Suppliers
SP 1.3 Establish Supplier Agreements
4.20.2.
SG 2 Satisfy Supplier Agreements
SP 2.1 Execute the Supplier Agreement
SP 2.2 Accept the Acquired Product
SP 2.3 Ensure Transition of Products
4.21.
Technical Solution
4.21.1.
SG 1 Select Product Component Solutions
SP 1.1 Develop Alternative Solutions and Selection Criteria
SP 1.2 Select Product Component Solutions
4.21.2.
SG 2 Develop the Design
SP 2.1 Design the Product or Product Component
SP 2.2 Establish a Technical Data Package
SP 2.3 Design Interfaces Using Criteria
SP 2.4 Perform Make, Buy, or Reuse Analyses
4.21.3.
SG 3 Implement the Product Design
SP 3.1 Implement the Design
SP 3.2 Develop Product Support Documentation
4.22.
Validation
4.22.1.
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
4.22.2.
SG 2 Validate Product or Product Components
SP 2.1 Perform
Validation
SP 2.2 Analyze
Validation
Results
4.23.
Verification
4.23.1.
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
4.23.2.
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
4.23.3.
SG 3 Verify Selected Work Products
SP 3.1 Perform
Verification
SP 3.2 Analyze
Verification
Results
5.
Part Three: The 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 Version 1.3 Training Teams
ACQ and DEV Training 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
Keywords
acceptance criteria
;
acceptance testing
;
achievement profile
;
acquisition
;
acquisition strategy
;
addition
;
allocated requirement
;
API
;
appraisal
;
appraisal findings
;
appraisal participants
;
appraisal rating
;
appraisal reference model
;
appraisal scope
;
ARC
;
audit
;
base measure
;
baseline
;
bidirectional traceability
;
business objectives
;
capability level
;
capability level profile
;
capability maturity model
;
capable process
;
causal analysis
;
CCB
;
change management
;
CMMI Framework
;
CMMI model
;
CMMI model component
;
CMMI Product Suite
;
CMMI-DEV
;
configuration audit
;
configuration baseline
;
configuration control
;
configuration control board
;
configuration identification
;
configuration item
;
configuration management
;
configuration status accounting
;
continuous representation
;
contractor
;
corrective action
;
COTS
;
CPI
;
CPM
;
CSCI
;
customer
;
customer requirement
;
data
;
data management
;
defect density
;
defined process
;
derived requirements
;
design review
;
development
;
document
;
DoD
;
EIA
;
EIA/IS
;
enterprise
;
entry criteria
;
equivalent staging
;
establish and maintain
;
executive
;
exit criteria
;
expected CMMI components
;
FCA
;
finding
;
formal evaluation process
;
framework
;
functional analysis
;
functional architecture
;
generic goal
;
generic practice
;
generic practice elaboration
;
goal
;
hardware engineering
;
higher level management
;
IDEAL
;
IEEE
;
incomplete process
;
INCOSE
;
informative CMMI components
;
institutionalization
;
interface control
;
IPD-CMM
;
ISO
;
ISO/IEC
;
lifecycle model
;
managed process
;
manager
;
maturity level
;
MDD
;
memorandum of agreement
;
natural bounds
;
NDI
;
NDIA
;
nontechnical requirements
;
objective
;
objectively evaluate
;
operational concept
;
operational scenario
;
organization
;
organizational maturity
;
organizational policy
;
organizational process assets
;
outsourcing
;
P-CMM
;
peer review
;
performance parameters
;
performed process
;
PERT
;
planned process
;
policy
;
process
;
process action plan
;
process action team
;
process and technology improvements
;
process architecture
;
process area
;
process asset
;
process asset library
;
process attribute
;
process capability
;
process definition
;
process description
;
process element
;
process group
;
process improvement
;
process improvement objectives
;
process improvement plan
;
process measurement
;
process owner
;
process performance
;
process tailoring
;
product
;
product baseline
;
product component
;
product component requirements
;
product lifecycle
;
product line
;
product requirements
;
product suite
;
profile
;
program
;
project
;
project plan
;
project progress and performance
;
project startup
;
prototype
;
quality
;
quality assurance
;
rating
;
reference
;
reference model
;
relevant stakeholder
;
representation
;
required CMMI components
;
requirement
;
requirements analysis
;
requirements elicitation
;
requirements management
;
requirements traceability
;
return on investment
;
risk analysis
;
risk identification
;
risk management
;
risk management strategy
;
root cause
;
SA-CMM
;
SCAMPI
;
SECM
;
SEI
;
senior manager
;
service
;
shared vision
;
software engineering
;
solicitation
;
specific goal
;
specific practice
;
stable process
;
staged representation
;
stakeholder
;
standard
;
standard process
;
statement of work
;
statistical process control
;
statistical techniques
;
subpractice
;
subprocess
;
supplier
;
sustainment
;
SW-CMM
;
systems engineering
;
tailoring
;
tailoring guidelines
;
target profile
;
target staging
;
technical data package
;
technical requirements
;
traceability
;
trade study
;
WBS
1
2
3
4
5
6
Table of contents
|
Images
|
Glossary
|
Index
|
Faceted index
Process
Areas
(continuous)
Process
management
OPF
OPD
OT
OPP
OPM
Project
management
PP
PMC
REQM
SAM
IPM
RSKM
QPM
Engineering
RD
TS
PI
VER
VAL
Support
CM
PPQA
MA
DAR
CAR
Page 12 / 670
CMMI for Development 1.3 compiled by Christophe Guibert with
WebIdeaTree 5
Last revision on 2013-01-13
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CMMI for Development 1.3
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CMMI for Development 1.3
2. Table of contents 