Index_C | Interpreting the CMMI (R): A Process Improvement Approach, Second Edition

Level 5

Change in quality after improvements (e.g., number of reduced defects)
Change in process performance after improvements (e.g., change in baselines)
The overall technology change activity, including number, type, and size of changes
The effect of implementing the technology change compared to the goals (i.e., actual cost saving to projected )
The number of process improvement proposals submitted and implemented for each process area
The number of process improvement proposals submitted by each project, group , and department
The number and types of awards and recognitions received by each of the projects, groups, and departments
The response time for handling process improvement proposals
Number of process improvement proposals accepted per reporting period
The overall change activity including number, type, and size of changes
The effect of implementing each process improvement compared to its defined goals
Overall performance of the organization's and project's processes, including effectiveness, quality, and productivity compared to their defined goals
Overall productivity and quality trends for each project
Process measurements that relate to the indicators of the customer's satisfaction (e.g., survey results, number of customer complains, and number of customer compliments)

Defect data (problem reports , defects reported by the customer, defects reported by the user , defects found in peer reviews, defects found in testing, process capability problems, time and cost for identifying the defect and fixing it, estimated cost of not fixing the problem)
Number of root causes removed
Change in quality or process performance per instance of the causal analysis and resolution process (e.g., number of defects and change in baseline)
The costs of defect prevention activities (i.e., holding causal analysis meetings and implementing action items), cumulatively
The time and cost for identifying the defects and correcting them compared to the estimated cost of not correcting the defects
Profiles measuring the number of action items proposed, open , and completed
The number of defects injected in each stage, cumulatively, and over-releases of similar products
The number of defects