6.3. Technology Disciplines Covered Under CMMI
As noted earlier, the Capability Maturity Model
Each of these models enjoyed acceptance and success in the various disciplines it addressed. Yet they all still retained many common elements. After a few
Today, CMMI-Dev v1.2 includes practices and program
In CMMI, these disciplines are keyed to a series of Process Areas that contain the recommended practices that make the model work.
For IPPD, the full model appliesall Process Areas are relevant. IPPD is typically employed on only the largest of projects, or the most disparate, in which multiple organizations or reporting groups from different disciplines must be allied with a common vision to execute multiple project components in a highly coordinated manner.
For systems and software engineering, all Process Areas apply, with the exception of the IPPD principles and practices.
Practices for supplier sourcing are addressed under "Supplier Agreement Management," later in this chapter.
6.4. CMMI-Dev Structure and Design
CMMI is focused on the concept of process improvement. It assumes that process works, that following a tried and true
In the parlance of Deming and Baldridge, the honored approach is to Plan, Do, Check, Act.
6.4.1. A Goal-Oriented Design
CMMI is structured as a series of Process Areas (PAs). You can think of each Process Area as a collection of best practices that help a technology organization manage its activity and control its quality. The full model contains 22 Process Areas. As an example, one of the Process Areas is called Project Planning. Naturally, it provides guidance for effectively planning projects. Another PA is called Requirements Development. This PA provides guidance on
Each Process Area within CMMI establishes one or more goals that should be achieved in order for an organization to be able to claim that it is truly following the program. There are two kinds of goals in the model: specific goals and generic goals. The generic goals represent the "common elements" of CMMI. The specific goals shape the direction of each Process Area.
Additionally, each goal is supported by recommended practices. You'll find that the goals are typically expressed in high-level terms, while the practices are
There are specific practices for the model's specific goals, and there are generic practices for the model's generic goals.
By way of strict interpretation, the practices are optional. Were an organization to be officially appraised, the job of the lead appraiser would simply be to collect ample evidence that the goals are being met. Yet, most organizations (and
I summarize the specific goals and practices of CMMI in the section "The Process Areas of CMMI," later in this chapter. But this is probably a good time to take a look at the generic goals and how they contribute to the model's use.
CMMI Survival Guide: Just Enough Process Improvement
CMMI for Development: Guidelines for Process Integration and Product Improvement (3rd Edition) (SEI Series in Software Engineering)
Integrating CMMI and Agile Development: Case Studies and Proven Techniques for Faster Performance Improvement (SEI Series in Software Engineering)
The Power of Business Process Improvement: 10 Simple Steps to Increase Effectiveness, Efficiency, and Adaptability