capability maturity model
TRANSCRIPT
• Capability Maturity Model
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Capability Maturity Model Integration
1 Capability Maturity Model
Integration
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Capability Maturity Model Integration
1 Capability Maturity Model Integration (CMMI) is a process improvement
training and appraisal program and service administered and marketed by Carnegie Mellon University and
required by many DOD and U.S
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Capability Maturity Model Integration Overview
1 CMMI currently addresses three areas of
interest:
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Capability Maturity Model Integration Overview
1 Product and service development —
CMMI for Development (CMMI-DEV),
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Capability Maturity Model Integration Overview
1 Product and service acquisition — CMMI for Acquisition (CMMI-
ACQ).
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Capability Maturity Model Integration Overview
1 CMMI was developed by a group of experts from industry, government,
and the Software Engineering Institute (SEI) at Carnegie Mellon
University
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Capability Maturity Model Integration Overview
1 CMMI originated in software engineering but has been highly generalized over the years to
embrace other areas of interest, such as the development of hardware products, the delivery
of all kinds of services, and the acquisition of products and services. The word "software" does not appear in definitions of CMMI. This
generalization of improvement concepts makes CMMI extremely abstract. It is not as specific to
software engineering as its predecessor, the Software CMM (CMM, see below).
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Capability Maturity Model Integration History
1 CMMI was developed by the CMMI project, which aimed to improve the usability of maturity models by integrating many
different models into one framework. The project consisted of members of industry,
government and the Carnegie Mellon Software Engineering Institute (SEI). The main sponsors included the Office of the
Secretary of Defense (OSD) and the National Defense Industrial Association.
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Capability Maturity Model Integration History
1 CMMI is the successor of the capability maturity model (CMM) or Software CMM. The CMM was developed from 1987 until
1997. In 2002, CMMI Version 1.1 was released, Version 1.2 followed in August
2006, and CMMI Version 1.3 in November 2010. Some of the major changes in CMMI
V1.3 are the support of Agile Software Development, improvements to high
maturity practices and alignment of the representation (staged and continuous).
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Capability Maturity Model Integration History
1 According to the Software Engineering Institute (SEI, 2008),
CMMI helps "integrate traditionally separate organizational functions, set
process improvement goals and priorities, provide guidance for
quality processes, and provide a point of reference for appraising
current processes."
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Capability Maturity Model Integration CMMI representation
1 CMMI exists in two representations: continuous and
staged
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Capability Maturity Model Integration CMMI model framework
1 Depending on the CMMI areas of interest (acquisition, services,
development) used, the process areas it contains will vary. Process
areas are the areas that will be covered by the organization's
processes. The table below lists the collection of sixteen CMMI core
process areas that are present for all CMMI areas of interest in CMMI
Version 1.3.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html
Capability Maturity Model Integration CMMI model framework
1 Abbreviation NameArea Maturity Level
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Capability Maturity Model Integration CMMI model framework
1 CAR Causal Analysis and Resolution Support 5
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Capability Maturity Model Integration CMMI model framework
1 CM Configuration ManagementSupport 2
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Capability Maturity Model Integration CMMI model framework
1 DAR Decision Analysis and Resolution Support 3
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Capability Maturity Model Integration CMMI model framework
1 MA Measurement and AnalysisSupport 2
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Capability Maturity Model Integration CMMI model framework
1 OPF Organizational Process Focus Process Management 3
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Capability Maturity Model Integration CMMI model framework
1 PPQA Process and Product Quality
Assurance Support2
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Capability Maturity Model Integration CMMI model framework
1 QPM Quantitative Project Management Project
Management 4
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Capability Maturity Model Integration CMMI model framework
1 REQMRequirements Management Project
Management 2
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 There are five maturity levels. Maturity level ratings are awarded for levels 2 through 5. The process
areas below and their maturity levels are listed for the CMMI for
Development model:
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 CM - Configuration Management
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 PPQA - Process and Product Quality Assurance
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 DAR - Decision Analysis and Resolution
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 OPF - Organizational Process Focus
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 PI - Product Integration
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 TS - Technical Solution
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 QPM - Quantitative Project Management
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Capability Maturity Model Integration Maturity levels in CMMI for development
1 CAR - Causal Analysis and Resolution
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Capability Maturity Model Integration Maturity levels in CMMI for services
1 IRP - Incident Resolution and Prevention
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Capability Maturity Model Integration Maturity levels in CMMI for services
1 QWM - Quantitative Work Management
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Capability Maturity Model Integration Maturity levels in CMMI for acquisition
1 ARD - Acquisition Requirements Development
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Capability Maturity Model Integration Maturity levels in CMMI for acquisition
1 SSAD - Solicitation and Supplier Agreement Development
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Capability Maturity Model Integration Maturity levels in CMMI for acquisition
1 ATM - Acquisition Technical Management
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Capability Maturity Model Integration Maturity levels in CMMI for acquisition
1 AVER - Acquisition Verification
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Capability Maturity Model Integration CMMI models
1 CMMI best practices are published in documents called models, each of which addresses a different area of interest. The current release, CMMI
Version 1.3, provides models for three areas of interest: development,
acquisition, and services.
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Capability Maturity Model Integration CMMI models
1 CMMI for Development (CMMI-DEV), v1.3 was released in November 2010. It addresses product and service development processes.
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Capability Maturity Model Integration CMMI models
1 CMMI for Acquisition (CMMI-ACQ), v1.3 was released in November 2010. It addresses supply chain management, acquisition, and
outsourcing processes in government and industry.
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Capability Maturity Model Integration CMMI models
1 CMMI for Services (CMMI-SVC), v1.3 was released in November 2010. It addresses guidance for delivering
services within an organization and to external customers.
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Capability Maturity Model Integration Appraisal
1 An organization cannot be certified in CMMI; instead, an organization is
appraised. Depending on the type of appraisal, the organization can be
awarded a maturity level rating (1-5) or a capability level achievement
profile.
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Capability Maturity Model Integration Appraisal
1 Many organizations find value in measuring their progress by
conducting an appraisal. Appraisals are typically conducted for one or
more of the following reasons:
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Capability Maturity Model Integration Appraisal
1 To inform external customers and suppliers of how well the
organization’s processes compare to CMMI best practices
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Capability Maturity Model Integration Appraisal
1 To meet the contractual requirements of one or
more customers
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Capability Maturity Model Integration Appraisal
1 Appraisals of organizations using a CMMI model must conform to the
requirements defined in the Appraisal Requirements for CMMI
(ARC) document
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Capability Maturity Model Integration Appraisal
1 The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is an appraisal method that meets all of the ARC requirements. Results of an SCAMPI appraisal may be published
(if the appraised organization approves) on the CMMI Web site of the SEI: Published SCAMPI Appraisal Results. SCAMPI also supports the
conduct of ISO/IEC 15504, also known as SPICE (Software Process
Improvement and Capability Determination), assessments etc.
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Capability Maturity Model Integration Achieving CMMI compliance
1 The traditional approach that organizations often adopt to achieve
compliance with CMMI models involves the establishment of an
Engineering Process Group (EPG) and Process Action Teams (PATs) This
approach promotes that members of the EPG and PATs be trained in the CMMI, that an informal (SCAMPI C) appraisal be performed, and that process areas be prioritized for
improvement
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Capability Maturity Model Integration Achieving CMMI compliance
1 The Software Engineering Institute’s (SEI) Team Software Process
methodology and the use of CMMI models can be used to raise the
maturity level. A new product called Accelerated Improvement Method
(AIM) combines the use of CMMI and the TSP.
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Capability Maturity Model Integration Applications
1 The SEI published that 60 organizations measured increases of
performance in the categories of cost, schedule, productivity, quality
and customer satisfaction
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Capability Maturity Model Integration Applications
1 Interestingly, Turner & Jain (2002) argue that although it is obvious
there are large differences between CMMI and agile methods, both
approaches have much in common
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Capability Maturity Model Integration Applications
1 CMMI Roadmaps, which are a goal-driven approach to selecting and deploying relevant process areas from the CMMI-DEV model, can provide guidance and focus for
effective CMMI adoption
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Capability Maturity Model Integration Applications
1 The combination of the project management technique earned value
management (EVM) with CMMI has been described (Solomon, 2002). To conclude with a similar use of CMMI,
Extreme Programming (XP), a software engineering method, has been evaluated with CMM/CMMI
(Nawrocki et al., 2002). For example, the XP requirements management
approach, which relies on oral communication, was evaluated as
not compliant with CMMI.
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Capability Maturity Model Integration Applications
1 CMMI can be appraised using two different approaches: staged and continuous. The staged approach
yields appraisal results as one of five maturity levels. The continuous
approach yields one of four capability levels. The differences in these approaches are felt only in the
appraisal; the best practices are equivalent and result in equivalent
process improvement results.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html
Capability Maturity Model Integration Official sources
1 "CMMI for Development, Version 1.3" (PDF). CMMI-DEV (Version 1.3,
November 2010). Carnegie Mellon University Software Engineering
Institute. 2010. Retrieved 16 February 2011.
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Capability Maturity Model Integration Official sources
1 "CMMI for Acquisition, Version 1.3" (PDF). CMMI-ACQ (Version 1.3,
November 2010). Carnegie Mellon University Software Engineering
Institute. 2010. Retrieved 16 February 2011.
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Capability Maturity Model Integration Official sources
1 "CMMI for Services, Version 1.3" (PDF). CMMI-SVC (Version 1.3,
November 2010). Carnegie Mellon University Software Engineering
Institute. 2010. Retrieved 16 February 2011.
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Capability Maturity Model Integration Official sources
1 "Process Maturity Profile (Current and Past Releases)" (PDF). CMMI for Development SCAMPI Class A Appraisal Results. Software
Engineering Institute. Retrieved 16 February 2011.
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Capability Maturity Model Integration Official sources
1 "Appraisal Requirements for CMMI, Version 1.2 (ARC, V1.2)" (PDF).
Carnegie Mellon University Software Engineering Institute. 2006. Retrieved 16 February 2011.
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Capability Maturity Model Integration Official sources
1 "Standard CMMI Appraisal Method for Process Improvement (SCAMPI) A Versiions 1.2: Method Definition
Document" (doc). Carnegie Mellon University Software Engineering
Institute. 2006. Retrieved 22 August 2006.
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Capability Maturity Model Integration Official sources
1 CMMI Guidebook Acquirer Team (2007). "Understanding and
Leveraging a Supplier's CMMI Efforts: A Guidebook for Acquirers" (PDF). CMU/SEI-2007-TR-004. Software
Engineering Institute. Retrieved 23 August 2007.
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Capability Maturity Model Integration Official sources
1 "CMMI Version 1.3 Information Center". Software Engineering Institute. 2011. Retrieved 16
February 2011.
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Capability Maturity Model Integration Official sources
1 "SEI Partner List". Software Engineering Institute. Retrieved 28 October 2006.
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Capability Maturity Model Integration Official sources
1 "Optimiza formal announcement as CMMI-L3 and published on SEI
website.". Software Engineering Institute. Retrieved 15 March 2011.
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Capability Maturity Model Integration Official sources
1 SCAMPI Appraisal Results. The complete SEI list of published SCAMPI appraisal results.
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Capability Maturity Model
1 The Capability Maturity Model (CMM) is a development model created after
study of data collected from organizations that contracted with
the U.S
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Capability Maturity Model
1 The model's aim is to improve existing software-development
processes, but it can also be applied to other processes.
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Capability Maturity Model - Overview
1 The Capability Maturity Model was originally developed as a tool for objectively
assessing the ability of government contractors' processes to perform a
contracted software project. The model is based on the process maturity framework first described in the 1989 book Managing
the Software Process by Watts Humphrey. It was later published in a report in 1993 and
as a book by the same authors in 1995.
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Capability Maturity Model - Overview
1 Though the model comes from the field of software development, it is also used as a general model to aid in business processes generally, and has been used extensively worldwide
in government offices, commerce, industry and software-development
organizations.
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Capability Maturity Model - Prior need for software processes
1 In the 1960s, the use of computers grew more widespread, more flexible and less costly. Organizations began to adopt computerized information
systems, and the demand for software development grew
significantly. Many processes for software development were in their infancy, with few standard or "best
practice" approaches defined.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html
Capability Maturity Model - Prior need for software processes
1 As a result, the growth was accompanied by growing pains:
project failure was common, and the field of computer science was still in its early years, and the ambitions for
project scale and complexity exceeded the market capability to deliver adequate products within a
planned budget
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Capability Maturity Model - Prior need for software processes
1 In the 1980s, several US military projects involving software
subcontractors ran over-budget and were completed far later than
planned, if at all. In an effort to determine why this was occurring,
the United States Air Force funded a study at the SEI.
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Capability Maturity Model - Precursor
1 The Quality Management Maturity Grid was developed by Philip B.
Crosby in his book Quality is Free, which advanced the position that
quality-improvement activities paid for themselves by reducing the
related costs.
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Capability Maturity Model - Precursor
1 The first application of a staged maturity model to IT was not by
CMM/SEI, but rather by Richard L. Nolan, who, in 1973 published the
stages of growth model for IT organizations.
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Capability Maturity Model - Precursor
1 Watts Humphrey began developing his process maturity concepts during the later stages of his 27 year career
at IBM.
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Capability Maturity Model - Development at Software Engineering Institute
1 Active development of the model by the US Department of Defense
Software Engineering Institute (SEI) began in 1986 when Humphrey joined the Software Engineering
Institute located at Carnegie Mellon University in Pittsburgh, Pennsylvania after retiring from IBM. At the request
of the U.S. Air Force he began formalizing his Process Maturity
Framework to aid the U.S. Department of Defense in evaluating the capability of software contractors
as part of awarding contracts.
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Capability Maturity Model - Development at Software Engineering Institute
1 The result of the Air Force study was a model for the military to use as an
objective evaluation of software subcontractors' process capability
maturity
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Capability Maturity Model - Development at Software Engineering Institute
1 Watts Humphrey's Capability Maturity Model (CMM) was published
in 1988 and as a book in 1989, in Managing the Software Process.
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Capability Maturity Model - Development at Software Engineering Institute
1 Organizations were originally assessed using a process maturity
questionnaire and a Software Capability Evaluation method devised by Humphrey and his
colleagues at the Software Engineering Institute
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Capability Maturity Model - Development at Software Engineering Institute
1 The full representation of the Capability Maturity Model as a set of defined process areas and practices at each of the five maturity levels was initiated in 1991, with Version
1.1 being completed in January 1993. The CMM was published as a book in 1995 by its primary authors, Mark C. Paulk, Charles V. Weber, Bill Curtis,
and Mary Beth Chrissis.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html
Capability Maturity Model - CMMI
1 The Capability Maturity Model Integration (CMMI) project was
formed to sort out the problem of using multiple models for software development processes, thus the CMMI model has superseded the
CMM model, though the CMM model continues to be a general theoretical process capability model used in the
public domain.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html
Capability Maturity Model - Adapted to other processes
1 The CMM was originally intended as a tool to evaluate the ability of
government contractors to perform a contracted software project. Though it comes from the area of software development, it can be, has been, and continues to be widely applied
as a general model of the maturity of process (e.g., IT service management
processes) in IS/IT (and other) organizations.
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Capability Maturity Model - Maturity model
1 A maturity model can be viewed as a set of d levels that describe how well
the behaviors, practices and processes of an organization can reliably and sustainably produce
required outcomes.
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Capability Maturity Model - Maturity model
1 A maturity model can be used as a benchmark for comparison and as an aid to understanding - for example,
for comparative assessment of different organizations where there is
something in common that can be used as a basis for comparison. In the case of the CMM, for example, the basis for comparison would be
the organizations' software development processes.
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Capability Maturity Model - Structure
1 Maturity : a 5-level process maturity continuum - where the uppermost (5th) level is a notional ideal state
where processes would be systematically managed by a
combination of process optimization and continuous process
improvement.
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Capability Maturity Model - Structure
1 Key Process Areas: a Key Process Area identifies a cluster of related activities that, when performed together, achieve a set of goals
considered important.
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Capability Maturity Model - Structure
1 Goals: the goals of a key process area summarize the states that must
exist for that key process area to have been implemented in an
effective and lasting way. The extent to which the goals have been
accomplished is an indicator of how much capability the organization has
established at that maturity level. The goals signify the scope,
boundaries, and intent of each key process area.
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Capability Maturity Model - Structure
1 Common Features: common features include practices that implement and
institutionalize a key process area. There are five types of common
features: commitment to perform, ability to perform, activities
performed, measurement and analysis, and verifying
implementation.
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Capability Maturity Model - Structure
1 Key Practices: The key practices describe the elements of
infrastructure and practice that contribute most effectively to the
implementation and institutionalization of the area.
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Capability Maturity Model - Levels
1 There are five levels defined along the continuum of the model and,
according to the SEI: "Predictability, effectiveness, and control of an
organization's software processes are believed to improve as the
organization moves up these five levels. While not rigorous, the
empirical evidence to date supports this belief".
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Capability Maturity Model - Levels
1 Initial (chaotic, ad hoc, individual heroics) - the starting point for use of
a new or undocumented repeat process.
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Capability Maturity Model - Levels
1 Repeatable - the process is at least documented sufficiently such that repeating the same steps may be
attempted.
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Capability Maturity Model - Levels
1 Defined - the process is defined/confirmed as a standard
business process, and decomposed to levels 0, 1 and 2 (the last being
Work Instructions).
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Capability Maturity Model - Levels
1 Managed - the process is quantitatively managed in accordance with agreed-upon
metrics.
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Capability Maturity Model - Levels
1 Optimizing - process management includes deliberate process optimization/improvement.
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Capability Maturity Model - Levels
1 Within each of these maturity levels are Key Process Areas which
characterise that level, and for each such area there are five factors:
goals, commitment, ability, measurement, and verification.
These are not necessarily unique to CMM, representing — as they do — the stages that organizations must go through on the way to becoming
mature.https://store.theartofservice.com/the-capability-maturity-model-toolkit.html
Capability Maturity Model - Levels
1 The model provides a theoretical continuum along which process
maturity can be developed incrementally from one level to the
next. Skipping levels is not allowed/feasible.
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Capability Maturity Model - Levels
1 It is characteristic of processes at this level that they are (typically) undocumented and in a state of dynamic change, tending to be
driven in an ad hoc, uncontrolled and reactive manner by users or events. This provides a chaotic or unstable
environment for the processes.
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Capability Maturity Model - Levels
1 It is characteristic of processes at this level that some processes are
repeatable, possibly with consistent results. Process discipline is unlikely to be rigorous, but where it exists it
may help to ensure that existing processes are maintained during
times of stress.
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Capability Maturity Model - Levels
1 It is characteristic of processes at this level that there are sets of
defined and documented standard processes established and subject to some degree of improvement over time. These standard processes are
in place (i.e., they are the AS-IS processes) and used to establish
consistency of process performance across the organization.
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Capability Maturity Model - Levels
1 It is characteristic of processes at this level that, using process metrics, management can effectively control the AS-IS process (e.g., for software
development ). In particular, management can identify ways to adjust and adapt the process to
particular projects without measurable losses of quality or deviations from specifications.
Process Capability is established from this level.
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Capability Maturity Model - Levels
1 It is a characteristic of processes at this level that the focus is on continually improving process
performance through both incremental and innovative
technological changes/improvements.
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Capability Maturity Model - Levels
1 At maturity level 5, processes are concerned with addressing statistical common causes of process variation
and changing the process (for example, to shift the mean of the process performance) to improve
process performance. This would be done at the same time as
maintaining the likelihood of achieving the established
quantitative process-improvement objectives.
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Capability Maturity Model - Critique
1 The model was originally intended to evaluate the ability of government contractors to perform a software
project
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Capability Maturity Model - Software process framework
1 The software process framework documented is intended to guide
those wishing to assess an organization's or project's
consistency with the Key Process Areas. For each maturity level there
are five checklist types:
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Capability Maturity Model - Software process framework
1 Standard Describes the recommended content of select work
products described in the Key Process Areas.
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Capability Maturity Model - Software process framework
1 Roles, entry criteria, inputs, activities, outputs, exit criteria,
reviews and audits, work products managed and controlled,
measurements, documented procedures, training, and tools
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Capability Maturity Model - Software process framework
1 Procedure Describes the recommended content of
documented procedures described in the Key Process Areas.
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Capability Maturity Model - Software process framework
1 Level overview Provides an overview of an entire maturity level.
These are further refined into checklists for:
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Capability Maturity Model - Software process framework
1 Key Process Areas purposes, goals, policies, and standards; process
descriptions; procedures; training; tools; reviews and audits; work
products; measurements
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Lean IT - Capability Maturity Model Integration (CMMI)
1 The Capability Maturity Model Integration (CMMI) from the Software
Engineering Institute of Carnegie Mellon University (Pittsburgh,
Pennsylvania) is a process improvement approach applicable to
a single project, a division, or an entire organization
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Know your customer - KYC Process Capability Maturity Model
1 The KYC Maturity Model is based on the typical 5 levels of the standard Capability
Maturity Model
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People Capability Maturity Model
1 The 'People Capability Maturity Model' (short names:People CMM,
PCMM,P-CMM) is a maturity framework that focuses on continuously improving the
management and development of the human assets of an organization.
It describes an evolutionary improvement path from ad hoc,
inconsistently performed practices, to a mature, disciplined, and
continuously improving development of the knowledge, skills, and
motivation of the workforce that enhances strategic business
performance.
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People Capability Maturity Model
1 The People Capability Maturity Model (People CMMI) is a framework that helps organizations successfully
address their critical people issues
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People Capability Maturity Model
1 *Characterize the maturity of their
workforce practices
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People Capability Maturity Model - Description
1 The People CMMi consists of five maturity levels that establish
successive foundations for continuously improving individual
competencies, developing effective teams, motivating improved
performance, and shaping the workforce the organization needs to accomplish its future business plans
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People Capability Maturity Model - Description
1 The People CMM has been published in book form in numerous editions
around the world.Dr Bill Curtis|Curtis, B., Hefley, W.E., and Miller, S. (2002).
The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 0-201-60445-0).
Reading, MA: Addison Wesley Longman. (In second printing.)
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People Capability Maturity Model - Description
1 Also Published as:
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People Capability Maturity Model - Description
1 Dr Bill Curtis|Curtis, B., Hefley, W.E., and Miller, S. (2007). The People
Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN
81-317-0798-9). Delhi, India: Dorling Kindersley (India) Pvt. Ltd.
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People Capability Maturity Model - Description
1 Dr Bill Curtis|Curtis, B., Hefley, W.E., Miller, S. and Maeda, T. (2003).
People CMM: Hito o ikashi soshiki o seichosaseru noryoku seijukudo
moderu. (ISBN 4526052175). Tokyo, Japan: Nikkan Kogyo Shimbunsha.
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People Capability Maturity Model - Description
1 Dr Bill Curtis|Curtis, B., Hefley, W.E., and Miller, S. (2003). 个体 CMM 指南
——能力全面提升之路 The People Capability Maturity Model: Guidelines for Improving the Workforce. Chinese
Edition. (ISBN 730207044X).
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People Capability Maturity Model - Description
1 Dr Bill Curtis|Curtis, B., Hefley, W.E., and Miller, S. (2002). The People
Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN
81-297-0018-2). Delhi, India: Pearson Education. (In third printing.)
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People Capability Maturity Model - Structure
1 The People CMM document describes the People CMM, the practices that
constitute each of its maturity levels, and information on how to apply it in
guiding organizational improvements. It describes an
organization's capability for developing its workforce at each
maturity level. It describes how the People CMM can be applied as a standard for assessing workforce
practices and as a guide in planning and implementing improvement
activities.
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People Capability Maturity Model - Structure
1 Version 2 of the People CMM has been designed to correct known issues in Version 1, which was
released in 1995; to add enhancements learned from five
years of implementation experience; and to integrate the model better
with Capability Maturity Model Integration|CMMI and its IPPD
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Microsoft Solutions Framework - MSF for Capability Maturity Model Integration Process Improvement methodology
1 The MSF for Capability Maturity Model Integration Process
Improvement (MSF4CMMI) has more artifacts, more processes, more signoffs, more planning and is
intended for projects that require a higher degree of formality and
ceremony.
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Microsoft Solutions Framework - MSF for Capability Maturity Model Integration Process Improvement methodology
1 Capability Maturity Model was created at the Software Engineering Institute of
Carnegie Mellon University, and is a process improvement approach that provides
organizations with the essential elements of continuous process improvement resulting
in a reduced Systems development life-cycle|SDLC, improved ability to meet the
cost and schedule targets, building products of high quality
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