CMMI® Distilled: A Practical Introduction to Integrated Process Improvement, Third Edition by Dennis M Ahern; Aaron Clouse; Richard Turner Publisher: Addison Wesley Professional Pub Date: May 02, 2008 Print ISBN-10: 0-321-46108-8 Print ISBN-13: 978-0-321-46108-7 eText ISBN-10: 0-321-56427-8 eText ISBN-13: 978-0-321-56427-6 Pages: 288 Table of Contents | Index Overview CMMI® (Capability Maturity Model® Integration) is an integrated, extensible framework for improving process capability and quality across an organization It has become a cornerstone in the implementation of continuous improvement for both industry and governments around the world Rich in both detail and guidance for a wide set of organizational domains, the CMMI Product Suite continues to evolve and expand Updated for CMMI Version 1.2, this third edition of CMMI® Distilled again provides a concise and readable introduction to the model, as well as straightforward, no-nonsense information on integrated, continuous process improvement The book now also includes practical advice on how to use CMMI in tandem with other approaches, including Six Sigma and Lean, as well as new and expanded guidance on preparing for, managing, and using appraisals Written so that readers unfamiliar with model-based process improvement will understand how to get started with CMMI, the book offers insights for those more experienced as well It can help battlescarred process improvement veterans, and experienced suppliers and acquirers of both systems and services, perform more effectively CMMI® Distilled is especially appropriate for executives and managers who need to understand why continuous improvement is valuable, why CMMI is a tool of choice, and how to maximize the return on their efforts and investments Engineers of all kinds (systems, hardware, software, and quality, as well as acquisition personnel and service providers) will find ideas on how to perform better The three authors, all involved with CMMI since its inception, bring a wealth of experience and knowledge to this book They highlight the pitfalls and shortcuts that are all too often learned by costly experience, and they provide a context for understanding why the use of CMMI continues to grow around the world CMMI® Distilled: A Practical Introduction to Integrated Process Improvement, Third Edition by Dennis M Ahern; Aaron Clouse; Richard Turner Publisher: Addison Wesley Professional Pub Date: May 02, 2008 Print ISBN-10: 0-321-46108-8 Print ISBN-13: 978-0-321-46108-7 eText ISBN-10: 0-321-56427-8 eText ISBN-13: 978-0-321-56427-6 Pages: 288 Table of Contents | Index Copyright List of Figures Preface Part I: Integrated Process Improvement Chapter 1 Why Integrated Process Improvement? Section 1.1 Business Objectives and Process Improvement Section 1.2 The Engineering Environment of the Twenty-First Century Section 1.3 Evolving Engineering Approaches Section 1.4 A Proliferation of Models and Standards Section 1.5 The Benefits of Integrated Process Improvement Section 1.6 Conclusions Chapter 2 Implementing Continuous Improvement Section 2.1 Driving Business Performance Section 2.2 Elements of Continuous Improvement Section 2.3 Five Keys for Continuous Improvement Section 2.4 Management of Continuous Improvement Activities Section 2.5 Everyone Understands and Participates Section 2.6 Pearls of Wisdom Part II: The CMMI Models Chapter 3 The CMMI Concept Section 3.1 An Overview of CMMI Section 3.2 CMMI Objectives Section 3.3 The Three Source Models Section 3.4 CMMI Project Organization Chapter 4 CMMI Content Section 4.1 Constellations Section 4.2 Process Areas Section 4.3 Content Classification Section 4.4 Required Materials Section 4.5 Expected Materials Section 4.6 Informative Materials Section 4.7 Additions Section 4.8 CMMI Model Foundation Section 4.9 Document Map Chapter 5 CMMI Representations Section 5.1 Staged Models Section 5.2 Continuous Models Section 5.3 CMMI Model Representations Section 5.4 Conclusion Chapter 6 CMMI Dimensions for Measuring Improvement Section 6.1 Capability Dimension Section 6.2 Maturity Dimension Section 6.3 Generic Practices in the Capability Dimension Section 6.4 Generic Practices in the Maturity Dimension Section 6.5 Organizational Capability Evolution Chapter 7 CMMI Process Areas Section 7.1 Foundation Process Areas Section 7.2 Development Constellation Section 7.3 Acquisition Constellation Process Areas Section 7.4 Services Constellation Process Areas Section 7.5 Relationships within CMMI Components Part III: Using CMMI Chapter 8 Picking a Representation Section 8.1 Reasons for Liking Staged Models Section 8.2 Reasons for Liking Continuous Models Section 8.3 Reasons for Choosing a CMMI Representation Chapter 9 Appraisals with CMMI Section 9.1 Appraisal Requirements for CMMI Section 9.2 Standard CMMI Appraisal Method for Process Improvement: Class A Section 9.3 The Role of Appraisals in Continuous Improvement Part IV: The Future of CMMI Chapter 10 Evolving CMMI Section 10.1 Simplifying the Model Section 10.2 A Domain-Independent CMMI Model Section 10.3 Collection of Issues for Beyond Version 2.1 Section 10.4 A Final Note on CMMI Evolution Afterword Three Selections from "A Process Improvement Songbook" Section 1 CMMI (Norwegian Wood) Section 2 The Team That's Level One (The House of the Rising Sun) Section 3 I Can't Help Peer Reviewing You (I Can't Help Falling in Love with You) Appendix A Summary of CMMI Models CMMI Model Foundation Generic Goals and Generic Practices Development Constellation Acquisition Constellation Services Constellation Service Establishment and Delivery Appendix B References SEI Figure Credit List Index Copyright The SEI Series in Software Engineering Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations have been printed with initial capital letters or in all capitals CMM, CMMI, Capability Maturity Model, Capability Maturity Modeling, Carnegie Mellon, CERT, and CERT Coordination Center are registered in the U.S Patent and Trademark Office by Carnegie Mellon University ATAM; Architecture Tradeoff Analysis Method; CMM Integration; COTS Usage-Risk Evaluation; CURE; EPIC; Evolutionary Process for Integrating COTS Based Systems; Framework for Software Product Line Practice; IDEAL; Interim Profile; OAR; OCTAVE; Operationally Critical Threat, Asset, and Vulnerability Evaluation; Options Analysis for Reengineering; Personal Software Process; PLTP; Product Line Technical Probe; PSP; SCAMPI; SCAMPI Lead Appraiser; SCAMPI Lead Assessor; SCE; SEI; SEPG; Team Software Process; and TSP are service marks of Carnegie Mellon University Special permission to reproduce in this book portions of CMU/SEI-2006TR-008, CMMI for Development, Version 1.2, Copyright 2006 by Carnegie Mellon University, portions of CMU/SEI-2007-TR-017, CMMI for Acquisition, Version 1.2, Copyright 2007 by Carnegie Mellon University, and selected figures from Introduction to CMMI Version 1.2, Copyright 2006 by Carnegie Mellon University, is granted by the Software Engineering Institute SEI Figure Credit List appears on page 249 The authors and publisher have taken care in the preparation of this book, but make no expressed or implied warranty of any kind and assume no responsibility for errors or omissions No liability is assumed for incidental or consequential damages in connection with or arising out of the use of the information or programs contained herein The publisher offers excellent discounts on this book when ordered in quantity for bulk purchases or special sales, which may include electronic versions and/or custom covers and content particular to your business, training goals, marketing focus, and branding interests For more information, please contact: U S Corporate and Government Sales, (800) 382-3419, corpsales@pearsontechgroup.com For sales outside the U S., please contact: International Sales, international@pearsoned.com Visit us on the Web: informit.com/aw Library of Congress Cataloging-in-Publication Data Ahern, Dennis M CMMI distilled : a practical introduction to integrated process improvement / Dennis M Ahern, Aaron Clouse, Richard Turner.—3rd ed p cm Includes bibliographical references and index ISBN 978-0-321-46108-7 (pbk : alk paper) Capability maturity model (Computer software) I Clouse, Aaron II Turner, Richard, 1954- III Title QA76.758.A397 2008 005.1068'5—dc22 2008008198 Copyright © 2008 Pearson Education, Inc All rights reserved Printed in the United States of America This publication is protected by copyright, and permission must be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise For information regarding permissions, write to: Pearson Education, Inc Rights and Contracts Department 501 Boylston Street, Suite 900 Boston, MA 02116 Fax: (617) 671-3447 ISBN-13: 978-0-321-46108-7 Text printed in the United States on recycled paper at Courier in Stoughton, Massachusetts First printing, April 2008 List of Figures Figure 2-1 Five keys for continuous improvement 33 Figure 2-2 The Six Sigma DMAIC method 40 Figure 3-1 The CMMI concept 59 Figure 3-2 Current CMMI project organization 67 Figure 4-1 Document map for the model 82 Figure 5-1 Capability level profile (simple) 86 Figure 5-2 Target profile 2 93 Figure 5-3 Target profile 3 93 Figure 5-4 Target profile 4 94 Figure 5-5 Target profile 5 95 Figure 6-1 Capability dimension 99 Figure 6-2 Building capability 101 Figure 6-3 Staged maturity levels 103 Figure 6-4 Maturity level structure 104 Figure Process Management process area relationships 119 7-1 Figure 7-2 Organizational Process Definition context diagram 120 Figure 7-3 Organizational Process Focus context diagram 122 Figure 7-4 Organizational Process Performance context diagram 124 Figure 7-5 Organizational Innovation and Deployment context diagram 125 Figure 7-6 Organizational Training context diagram 127 Figure 7-7 Project Management process area relationships 128 Figure 7-8 Project Planning context diagram 129 Figure 7-9 Project Monitoring and Control context diagram 130 Figure 7-10 Integrated Project Management (without IPPD) context diagram Figure 7-11 Integrated Project Management for IPPD context 132 diagram Figure 7-12 Quantitative Project Management context diagram 133 Figure 7-13 Risk Management context diagram 135 Figure 7-14 Requirements Management context diagram 136 Figure 7-15 Configuration Management context diagram 138 Figure 7-16 Process and Product Quality Assurance context diagram 139 131 QPM (Quantitative Project Management) overview of project management process area related process areas Quality CMMI business objectives continuous improvement and Process and Product Quality Assurance Quality Management Maturity Grid Quantitatively Managed process (CL 4) building capability defined generic practices in overview of Quantitatively Managed process (ML 4) Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] Radice, Ron Ratings, ARC appraisal method 2nd RD (Requirements Development) defined developing product component requirements overview of related process areas Redundant processes References Regression analysis, Six Sigma methodology Reliability, ARC appraisal method Reporting results ARC appraisals SCAMPI A appraisals Repository, redundant process asset Representations continuous models equivalent staging organizing process areas overview of selecting process areas staged models Representations, choosing continuous models overview of reasons for staged models Reputation for excellence REQM (Requirements Management) Engineering process area overview of specific goals for REQM (Requirements Management)+SVC 2nd Required material (goal) content classification as document map for overview of Requirements Development [See RD (Requirements Development).] Requirements Management [See REQM (Requirements Management).] Responsibilities, ARC appraisal method return on investment (ROI) 2nd Reuter's, and CMMI success Risk Management (RSKM) 2nd ROI (return on investment) 2nd Root cause RSKM (Risk Management) 2nd Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] Safety, in lean engineering SAM (Supplier Agreement Management) 2nd SCAMPI (Standard CMMI Appraisal Method for Process Improvement) defined A method overview of Schedules 2nd SCON (Service Continuity) 2nd SD (Service Delivery) 2nd SE-CMM (Systems Engineering Capability Maturity Model) SE (Systems Engineering) 2nd 3rd SECAM (Systems Engineering Capability Assessment Model) SECM (Systems Engineering Capability Model) 2nd SEI (Software Engineering Institute) CMM for Software version 1.0 governance of CMMI and as Steward of CMMI Product Suite submitting change requests to Service Continuity (SCON) 2nd Service Delivery (SD) 2nd Service Establishment and Delivery constellation 2nd Service System Development (SSD) 2nd Service Transition (ST) 2nd Services constellation process areas [See also CMMI-SVC (CMMI for Services).] Engineering Establishment and Delivery overview of Process Management Project Management Support Services Constellation Team Shine, in lean engineering Simplified model, future CMMI SIPOC (suppliers, inputs, processes, outputs and customers), Six Sigma Six S approach, lean engineering Six Sigma methodology continuous improvement and customer focus of leadership in origins of process control/reducing variability in Skill development [See Training.] Smaller organizations, continuous improvement Software complexity of modern systems development tools engineering life cycle processes process improvement model for project organization for source model for Software Engineering Institute [See SEI (Software Engineering Institute).] Software Process Improvement and Capability dEtermination (SPICE) project Software Productivity Consortium Solicitation and Supplier Agreement Development (SSAD) 2nd Sort, in lean engineering Source models, CMMI SPC (statistical process control), Six Sigma methodology Specific goals additions extending for process areas Specific Goal and Practice Summary Specific practices 2nd SPICE (Software Process Improvement and Capability dEtermination) project Spiral development Sponsorship SSAD (Solicitation and Supplier Agreement Development) 2nd SSD (Service System Development) 2nd ST (Service Transition) 2nd Staged representation models defined equivalent staging equivalent staging and legacy models vs CMMI v1.2 maturity dimension in organizational capability evolution and overview of reasons for liking selecting process areas staged groupings Staging, with continuous models Stakeholder Group, project organization Stakeholders Decision Analysis and Resolution Integrated Project Management IPPD implementation overview of Standard CMMI Appraisal Method for Process Improvement [See SCAMPI (Standard CMMI Appraisal Method for Process Improvement).] Standardize, in lean engineering Standards [See also EIA (Electronic Industries Alliance); ISO/IEC standards.] creating governance of CMMI ISO 9000 Organizational Service Management and Statistical process control (SPC), Six Sigma methodology Steering Group CMMI project organization governance of CMMI and joining managing continuous improvement Stepwise development Stockholders, business objectives Stovepipe process improvement, limitations of Straighten, in lean engineering Subpractices Supplier Agreement Management (SAM) 2nd Suppliers Acquisition Requirements Development Acquisition Technical Management Agreement Management Solicitation and Supplier Agreement Development suppliers, inputs, processes, outputs and customers (SIPOC), Six Sigma Support process areas Causal Analysis and Resolution Configuration Management continuous groupings? Decision Analysis and Resolution maturity levels for Measurement and Analysis overview of Process and Product Quality Assurance Services Sustain, in lean engineering SW-CMM 2nd System life cycle standard Systems Engineering Capability Assessment Model (SECAM) Systems Engineering Capability Maturity Model (SE-CMM) Systems Engineering Capability Model (SECM) 2nd Systems Engineering (SE) 2nd 3rd Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] Technical Solution (TS) process area [See TS (Technical Solution).] Tools continuous improvement Six Sigma methodology The Tower of Babel (Dore) Tower of Babel story Training CMMI emphasis on continuous improvement and 2nd cost benefits of Organizational Training 2nd Service Continuity TS (Technical Solution) overview of related process areas SAM working closely with Typical supplier deliverables Typical work products Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] U.S Department of Defense [See DoD (Department of Defense).] Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] Validation Acquisition Validation ARC appraisal method Requirements Development and VAL (Validation) 2nd Value-added steps, lean engineering Value-stream maps, lean engineering Verification Acquisition Verification VER (Verification) 2nd Visibility, of continuous models VOC (voice of customer) 2nd Index [A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] Welch, Jack Work products Work teams Workshop approach ... processes by incorporating practices that have been proven to increase process capability They may also employ models to conduct an appraisal of process capability for two purposes: to establish a baseline for improvement and to measure progress... processes by incorporating practices that have been proven to increase process capability They may also employ models to conduct an appraisal of process capability for two purposes: to establish a baseline for improvement and to measure progress... development of common, standard processes? Can you determine the best ways to go about a particular task? Establishing standard processes that are appropriate and successful for your workplace and business is fundamental for process control and improvement