Cmmi Maturity Model Pmo
2021年11月25日Download here: http://gg.gg/x0m9e
*Cmmi Data Maturity Model
*Cmmi Maturity Model Pmo Model
*Gartner Pmo Maturity Assessment
*Cmmi Maturity Model Pmo 2019
*Cmmi Pmo Maturity Model
*The program centers around the Data Management Maturity (DMM) model, a comprehensive framework of data management practices in six key categories that helps organizations benchmark their capabilities, identify strengths and gaps, and leverage their data assets to improve business performance.
*This tool will allow users to quickly and easily assess the maturity level of their PMO. The maturity level is referenced against the 5 Capability Maturity Model Integration(CMMI) levels: Chaotic, Repeatable, Defined, Managed and Optimizing.
Capability Maturity Model Integration (CMMI) is designed to allow the practitioner to focus on the specific processes that are considered important for the organization’s immediate business objectives. A maturity level is a well-defined evolutionary plateau toward achieving a mature software process. Each maturity level provides a layer in the foundation for continuous process improvement. In CMMI models with a staged representation, there are five maturity levels designated by the numbers 1 through 5. . The Capability Maturity Model Integration (CMMI is a capability improvement model that can be adapted to solve any performance issue at any level of the organization in any industry.
The Capability Maturity Model Integration, or CMMI, is a model that helps organizations effectuate process improvement and develop behaviors that decrease risks in service, product, and software development. While CMMI was originally tailored towards software, the latest version is much less specific and can be applied to hardware, software, and service development across all industries. The model enables organizations to measure, build, and improve capabilities and, as a result, to improve overall performance.
A primary goal of CMMI is the creation of “reliable environments where products, services and departments are proactive, efficient and productive.” More specifically, CMMI’s objectives for businesses include enabling the organization to produce quality services or products; increase customer satisfaction; increase value for stockholders; achieve industry-wide recognition for excellence; and build a larger market share. According to the Carnegie Mellon Software Engineering Institute, which was integral in its development, CMMI is intended to help “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.”The History of CMMI
CMMI was developed by Carnegie Mellon University as part of the CMMI project. Its goal was to make maturity models – which measure the ability of organizations to have ongoing improvement in a particular area – more effective and usable by integrating a number of models into one framework.
The project, whose main sponsors were the Office of the Secretary of Defense and the National Defense Industrial Association, included members of industry, government, and the Carnegie Mellon Software Engineering Institute (SEI). Models were initially created for the Department of Defense to assess the expertise and quality of software contractors.
The first version of the CMMI was released in 2002 and built upon the Capability Maturity Model (CMM), which was developed from 1987 to 1997. In 2002, version 1.1 was released, in 2006 version 1.2 was released, and in 2010 version 1.3 was released. Version 2.0 launched in 2018 with some notable changes that make the model more accessible and effective for businesses in any industry.Understanding How CMMI is Applied by Businesses
The CMMI is administered by the CMMI Institute, which was bought by ISACA in 2016. ISACA, now known only by the acronym, previously was known as the Information Systems Audit and Control Association.
The stated goal of the CMMI Institute is to “enable[] organizations to elevate and benchmark performance across a wide range of critical business capabilities, including product development, service excellence, workforce management, data management, supplier management, and cybersecurity.”
Organizations that want to better understand how their practices compare to CMMI best practices and want to implement CMMI practices often start with an appraisal. Generally, a business decides to be appraised to:
*Evaluate how the organization’s processes compare to CMMI best practices and to determine areas of improvement;
*Share information with customers or suppliers about how the organization compares to CMMI best practices; and/or
*Comply with contractual terms of customers.Appraisals
The appraisal process primarily evaluates three areas: process and service development; service establishment and management; and product and service acquisition. While going through the appraisal process can be time-consuming and expensive for organizations, doing so provides some distinct benefits. An appraisal:
*Helps organizations with the development of an improvement strategy that prioritizes key issues;
*Helps to mitigate risks;
*Showcases the soundness of organizational processes by having results available in the Published Appraisal Results site; and
*Provides the organization with a CMMI maturity level.
Any appraisals using the CMMI model must comply with the requirements in the Appraisal Requirements for CMMI (ARC) document. The official appraisal method used by the CMMI Institute is known as the Standard CMMI Appraisal Method for Process Improvement (SCAMPI). Within this approved method, there are three classes of appraisal methods:
*SCAMPI Class A is the most formal and rigorous type of appraisal and the only type that results in a level rating. Organizations that conduct this type of appraisal usually have already implemented a number of changes and need to benchmark their progress formally. This type of appraisal must be conducted by a certified lead appraiser who works with an on-site appraisal team.
*SCAMPI Class B appraisals are primarily used by organizations that have implemented some changes and want to gauge their progress towards targeted CMMI levels. It’s less formal and less expensive than a Class A Appraisal, but still provides businesses with an opportunity to evaluate progress towards goals.
*SCAMPI Class C appraisals are less expensive, quicker, and more flexible than either Class A or Class B appraisals. The goal of this type of appraisal is to quickly assess a business’s practices and determine how they align with CMMI best practices. Class C appraisals can be used by organizations at a high-level, to analyze organizational issues, or at micro-level, to address more specific or departmental issues.CMMI Maturity Levels
When a Class A appraisal is done, an organization is awarded either a maturity level rating or a capability level rating. Maturity level ratings range from 1 to 5, with level 5 being the highest level and the goal towards which organizations are working.
The five CMMI maturity levels are:
*Initial: processes are seen as unpredictable, poorly controlled, and reactive. Businesses in this stage have an unpredictable environment that leads to increased risks and inefficiency.
*Managed: processes are characterized by projects and are frequently reactive.
*Defined: processes are well-characterized and well-understood. The organization is more proactive than reactive, and there are organization-wide standards that provide guidance.
*Quantitatively Managed: processes are measured and controlled. The organization is using quantitative data to implement predictable processes that meet organizational goals.
*Optimizing: processes are stable and flexible. The organizational focus is on continued improvement and responding to changes.
It’s worth noting that while the goal of organizations is to reach level 5, the model is still applicable and beneficial for organizations that have achieved this maturity level. Organizations at this level are primarily focused on maintenance and improvements, and they also have the flexibility to focus on innovation and to respond to industry changes.CMMI V2.0
Over time, CMMI has changed primarily in an effort to make models easier for businesses to understand and implement. Additionally, the changes aim to make CMMI more cost-effective for businesses to integrate and use. The newest version, CMMI V2.0 was released in 2018. According to the CMMI Institute, this version was created with the goals of:
*Improving business performance;
*Better leveraging current best practices;
*Building an agile resiliency and scale; and
*Making the model easier to adopt.
Further, the CMMI institute asserts that version 2.0 will improve customer satisfaction; lead to increased customer acquisition and retention; lead to increased productivity and efficiency; and reduce the risks associated with CMMI.
CMMI V2.0 has five components that are intended to work together to provide businesses with a clear path to achieve their objectives. The five components are training and certification; an appraisal; a simplified model for performance improvements; adoption guidance; and redesigned systems for online resources and tools.
This model is intended to make it easier than ever for businesses to utilize CMMI to improve their overall performance. To learn more about CMMI and about how your business can benefit from this model, visit the CMMI Institute.
Capability Maturity Model Integration (CMMI) is a process improvement approach whose goal is to help organizations improve their performance. CMMI can be used to guide process improvement across a project, a division, or an entire organization. Currently supported is CMMI Version 1.3.
CMMI in software engineering and organizational development is a process improvement approach that provides organizations with the essential elements for effective process improvement. CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
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.Overview
CMMI currently addresses three areas of interest:
*Product and service development — CMMI for Development (CMMI-DEV),
*Service establishment, management, and delivery — CMMI for Services (CMMI-SVC), and
*Product and service acquisition — CMMI for Acquisition (CMMI-ACQ).
CMMI was developed by a group of experts from industry, government, and the Software Engineering Institute (SEI) at Carnegie Mellon University. CMMI models provide guidance for developing or improving processes that meet the business goals of an organization. A CMMI model may also be used as a framework for appraising the process maturity of the organization.
CMMI originated in software engineering but has been highly generalised 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).History
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.
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) .CMMI topicsCMMI representation
CMMI exists in two representations: continuous and staged. The continuous representation is designed to allow the user to focus on the specific processes that are considered important for the organization’s immediate business objectives, or those to which the organization assigns a high degree of risks. The staged representation is designed to provide a standard sequence of improvements, and can serve as a basis for comparing the maturity of different projects and organizations. The staged representation also provides for an easy migration from the SW-CMM to CMMI.CMMI model frameworkFor more details on this topic, see Process area (CMMI).
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 process areas that are present in all CMMI areas of interest in CMMI Version 1.3. This collection of sixteen process areas is called the CMMI core process areas.AbbreviationNameAreaMaturity LevelCapability Maturity Model Integration (CMMI) Core Process AreasCARCausal Analysis and ResolutionSupport5CMConfiguration ManagementSupport2DARDecision Analysis and ResolutionSupport3IPMIntegrated Project ManagementProject Management3MAMeasurement and AnalysisSupport2OPDOrganizational Process DefinitionProcess Management3OPFOrganizational Process FocusProcess Management3OPMOrganizational Performance ManagementProcess Management5OPPOrganizational Process PerformanceProcess Management4OTOrganizational TrainingProcess Management3PMCProject Monitoring and ControlProject Management2PPProject PlanningProject Management2PPQAProcess and Product Quality AssuranceSupport2QPMQuantitative Project ManagementProject Management4REQMRequirements ManagementProject Management2RSKMRisk ManagementProject Management3Maturity levels in CMMI for development
There are five maturity levels. However, 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:
Maturity Level 2 – Managed
*CM – Configuration Management
*MA – Measurement and Analysis
*PMC – Project Monitoring and Control
*PP – Project Planning
*PPQA – Process and Product Quality Assurance
*REQM – Requirements Management
*SAM – Supplier Agreement Management
Maturity Level 3 – Defined
*DAR – Decision Analysis and Resolution
*IPM – Integrated Project Management
*OPD – Organizational Process Definition
*OPF – Organizational Process Focus
*OT – Organizational Training
*PI – Product Integration
*RD – Requirements Development.
*RSKM – Risk Management.
*TS – Technical Solution.
*VAL – Validation.
*VER – Verification.
Maturity Level 4 – Quantitatively Managed
*OPP – Organizational Process Performance
*QPM – Quantitative Project Management
Maturity Level 5 – OptimizingCmmi Data Maturity Model
*CAR – Causal Analysis and Resolution
*OPM – Organizational Performance ManagementMaturity levels in CMMI for services
The process areas below and their maturity levels are listed for the CMMI for Services model:
Maturity Level 2 – Managed
*CM – Configuration Management
*MA – Measurement and Analysis
*PPQA – Process and Product Quality Assurance
*REQM – Requirements Management
*SAM – Supplier Agreement Management
*SD – Service Delivery
*WMC – Work Monitoring and Control
*WP – Work Planning
Maturity Level 3 – Defined
*CAM – Capacity and Availability Management
*DAR – Decision Analysis and Resolution
*IRP – Incident Resolution and Prevention
*IWM – Integrated Work Management
*OPD – Organizational Process Definition
*OPF – Organizational Process Focus
*OT – Organizational Training
*RSKM – Risk Management
*SCON – Service Continuity
*SSD – Service System Development
*SST – Service System Transition
*STSM – Strategic Service Management
Maturity Level 4 – Quantitatively Managed
*OPP – Organizational Process Performance
*QWM – Quantitative Work Management
Maturity Level 5 – Optimizing
*CAR – Causal Analysis and Resolution
*OPM – Organizational Performance ManagementMaturity levels in CMMI for acquisition
The process areas below and their maturity levels are listed for the CMMI for Acquisition model:
Maturity Level 2 – Managed
*AM – Agreement Management
*ARD – Acquisition Requirements Development
*CM – Configuration Management
*MA – Measurement and Analysis
*PMC – Project Monitoring and Control
*PP – Project Planning
*PPQA – Process and Product Quality Assurance
*REQM – Requirements Management
*SSAD – Solicitation and Supplier Agreement Development
Maturity Level 3 – Defined
*ATM – Acquisition Technical Management
*AVAL – Acquisition Validation
*AVER – Acquisition Verification
*DAR – Decision Analysis and Resolution
*IPM – Integrated Project Management
*OPD – Organizational Process Definition
*OPF – Organizational Process Focus
*OT – Organizational Training
*RSKM – Risk Management
Maturity Level 4 – Quantitatively Managed
*OPP – Organizational Process Performance
*QPM – Quantitative Project Management
Maturity Level 5 – Optimizing
*CAR – Causal Analysis and Resolution
*OPM – Organizational Performance ManagementCMMI Models
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.
*CMMI for Development (CMMI-DEV), v1.3 was released in November 2010. It addresses product and service development processes.
*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.
*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.
Regardless of which model an organization chooses, CMMI best practices should be adapted by an organization according to its business objectives.Appraisal
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.
Many organizations find value in measuring their progress by conducting an appraisal. Appraisals are typically conducted for one or more of the following reasons:
*To determine how well the organization’s processes compare to CMMI best practices, and to identify areas where improvement can be made
*To inform exte
https://diarynote.indered.space
*Cmmi Data Maturity Model
*Cmmi Maturity Model Pmo Model
*Gartner Pmo Maturity Assessment
*Cmmi Maturity Model Pmo 2019
*Cmmi Pmo Maturity Model
*The program centers around the Data Management Maturity (DMM) model, a comprehensive framework of data management practices in six key categories that helps organizations benchmark their capabilities, identify strengths and gaps, and leverage their data assets to improve business performance.
*This tool will allow users to quickly and easily assess the maturity level of their PMO. The maturity level is referenced against the 5 Capability Maturity Model Integration(CMMI) levels: Chaotic, Repeatable, Defined, Managed and Optimizing.
Capability Maturity Model Integration (CMMI) is designed to allow the practitioner to focus on the specific processes that are considered important for the organization’s immediate business objectives. A maturity level is a well-defined evolutionary plateau toward achieving a mature software process. Each maturity level provides a layer in the foundation for continuous process improvement. In CMMI models with a staged representation, there are five maturity levels designated by the numbers 1 through 5. . The Capability Maturity Model Integration (CMMI is a capability improvement model that can be adapted to solve any performance issue at any level of the organization in any industry.
The Capability Maturity Model Integration, or CMMI, is a model that helps organizations effectuate process improvement and develop behaviors that decrease risks in service, product, and software development. While CMMI was originally tailored towards software, the latest version is much less specific and can be applied to hardware, software, and service development across all industries. The model enables organizations to measure, build, and improve capabilities and, as a result, to improve overall performance.
A primary goal of CMMI is the creation of “reliable environments where products, services and departments are proactive, efficient and productive.” More specifically, CMMI’s objectives for businesses include enabling the organization to produce quality services or products; increase customer satisfaction; increase value for stockholders; achieve industry-wide recognition for excellence; and build a larger market share. According to the Carnegie Mellon Software Engineering Institute, which was integral in its development, CMMI is intended to help “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.”The History of CMMI
CMMI was developed by Carnegie Mellon University as part of the CMMI project. Its goal was to make maturity models – which measure the ability of organizations to have ongoing improvement in a particular area – more effective and usable by integrating a number of models into one framework.
The project, whose main sponsors were the Office of the Secretary of Defense and the National Defense Industrial Association, included members of industry, government, and the Carnegie Mellon Software Engineering Institute (SEI). Models were initially created for the Department of Defense to assess the expertise and quality of software contractors.
The first version of the CMMI was released in 2002 and built upon the Capability Maturity Model (CMM), which was developed from 1987 to 1997. In 2002, version 1.1 was released, in 2006 version 1.2 was released, and in 2010 version 1.3 was released. Version 2.0 launched in 2018 with some notable changes that make the model more accessible and effective for businesses in any industry.Understanding How CMMI is Applied by Businesses
The CMMI is administered by the CMMI Institute, which was bought by ISACA in 2016. ISACA, now known only by the acronym, previously was known as the Information Systems Audit and Control Association.
The stated goal of the CMMI Institute is to “enable[] organizations to elevate and benchmark performance across a wide range of critical business capabilities, including product development, service excellence, workforce management, data management, supplier management, and cybersecurity.”
Organizations that want to better understand how their practices compare to CMMI best practices and want to implement CMMI practices often start with an appraisal. Generally, a business decides to be appraised to:
*Evaluate how the organization’s processes compare to CMMI best practices and to determine areas of improvement;
*Share information with customers or suppliers about how the organization compares to CMMI best practices; and/or
*Comply with contractual terms of customers.Appraisals
The appraisal process primarily evaluates three areas: process and service development; service establishment and management; and product and service acquisition. While going through the appraisal process can be time-consuming and expensive for organizations, doing so provides some distinct benefits. An appraisal:
*Helps organizations with the development of an improvement strategy that prioritizes key issues;
*Helps to mitigate risks;
*Showcases the soundness of organizational processes by having results available in the Published Appraisal Results site; and
*Provides the organization with a CMMI maturity level.
Any appraisals using the CMMI model must comply with the requirements in the Appraisal Requirements for CMMI (ARC) document. The official appraisal method used by the CMMI Institute is known as the Standard CMMI Appraisal Method for Process Improvement (SCAMPI). Within this approved method, there are three classes of appraisal methods:
*SCAMPI Class A is the most formal and rigorous type of appraisal and the only type that results in a level rating. Organizations that conduct this type of appraisal usually have already implemented a number of changes and need to benchmark their progress formally. This type of appraisal must be conducted by a certified lead appraiser who works with an on-site appraisal team.
*SCAMPI Class B appraisals are primarily used by organizations that have implemented some changes and want to gauge their progress towards targeted CMMI levels. It’s less formal and less expensive than a Class A Appraisal, but still provides businesses with an opportunity to evaluate progress towards goals.
*SCAMPI Class C appraisals are less expensive, quicker, and more flexible than either Class A or Class B appraisals. The goal of this type of appraisal is to quickly assess a business’s practices and determine how they align with CMMI best practices. Class C appraisals can be used by organizations at a high-level, to analyze organizational issues, or at micro-level, to address more specific or departmental issues.CMMI Maturity Levels
When a Class A appraisal is done, an organization is awarded either a maturity level rating or a capability level rating. Maturity level ratings range from 1 to 5, with level 5 being the highest level and the goal towards which organizations are working.
The five CMMI maturity levels are:
*Initial: processes are seen as unpredictable, poorly controlled, and reactive. Businesses in this stage have an unpredictable environment that leads to increased risks and inefficiency.
*Managed: processes are characterized by projects and are frequently reactive.
*Defined: processes are well-characterized and well-understood. The organization is more proactive than reactive, and there are organization-wide standards that provide guidance.
*Quantitatively Managed: processes are measured and controlled. The organization is using quantitative data to implement predictable processes that meet organizational goals.
*Optimizing: processes are stable and flexible. The organizational focus is on continued improvement and responding to changes.
It’s worth noting that while the goal of organizations is to reach level 5, the model is still applicable and beneficial for organizations that have achieved this maturity level. Organizations at this level are primarily focused on maintenance and improvements, and they also have the flexibility to focus on innovation and to respond to industry changes.CMMI V2.0
Over time, CMMI has changed primarily in an effort to make models easier for businesses to understand and implement. Additionally, the changes aim to make CMMI more cost-effective for businesses to integrate and use. The newest version, CMMI V2.0 was released in 2018. According to the CMMI Institute, this version was created with the goals of:
*Improving business performance;
*Better leveraging current best practices;
*Building an agile resiliency and scale; and
*Making the model easier to adopt.
Further, the CMMI institute asserts that version 2.0 will improve customer satisfaction; lead to increased customer acquisition and retention; lead to increased productivity and efficiency; and reduce the risks associated with CMMI.
CMMI V2.0 has five components that are intended to work together to provide businesses with a clear path to achieve their objectives. The five components are training and certification; an appraisal; a simplified model for performance improvements; adoption guidance; and redesigned systems for online resources and tools.
This model is intended to make it easier than ever for businesses to utilize CMMI to improve their overall performance. To learn more about CMMI and about how your business can benefit from this model, visit the CMMI Institute.
Capability Maturity Model Integration (CMMI) is a process improvement approach whose goal is to help organizations improve their performance. CMMI can be used to guide process improvement across a project, a division, or an entire organization. Currently supported is CMMI Version 1.3.
CMMI in software engineering and organizational development is a process improvement approach that provides organizations with the essential elements for effective process improvement. CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
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.Overview
CMMI currently addresses three areas of interest:
*Product and service development — CMMI for Development (CMMI-DEV),
*Service establishment, management, and delivery — CMMI for Services (CMMI-SVC), and
*Product and service acquisition — CMMI for Acquisition (CMMI-ACQ).
CMMI was developed by a group of experts from industry, government, and the Software Engineering Institute (SEI) at Carnegie Mellon University. CMMI models provide guidance for developing or improving processes that meet the business goals of an organization. A CMMI model may also be used as a framework for appraising the process maturity of the organization.
CMMI originated in software engineering but has been highly generalised 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).History
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.
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) .CMMI topicsCMMI representation
CMMI exists in two representations: continuous and staged. The continuous representation is designed to allow the user to focus on the specific processes that are considered important for the organization’s immediate business objectives, or those to which the organization assigns a high degree of risks. The staged representation is designed to provide a standard sequence of improvements, and can serve as a basis for comparing the maturity of different projects and organizations. The staged representation also provides for an easy migration from the SW-CMM to CMMI.CMMI model frameworkFor more details on this topic, see Process area (CMMI).
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 process areas that are present in all CMMI areas of interest in CMMI Version 1.3. This collection of sixteen process areas is called the CMMI core process areas.AbbreviationNameAreaMaturity LevelCapability Maturity Model Integration (CMMI) Core Process AreasCARCausal Analysis and ResolutionSupport5CMConfiguration ManagementSupport2DARDecision Analysis and ResolutionSupport3IPMIntegrated Project ManagementProject Management3MAMeasurement and AnalysisSupport2OPDOrganizational Process DefinitionProcess Management3OPFOrganizational Process FocusProcess Management3OPMOrganizational Performance ManagementProcess Management5OPPOrganizational Process PerformanceProcess Management4OTOrganizational TrainingProcess Management3PMCProject Monitoring and ControlProject Management2PPProject PlanningProject Management2PPQAProcess and Product Quality AssuranceSupport2QPMQuantitative Project ManagementProject Management4REQMRequirements ManagementProject Management2RSKMRisk ManagementProject Management3Maturity levels in CMMI for development
There are five maturity levels. However, 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:
Maturity Level 2 – Managed
*CM – Configuration Management
*MA – Measurement and Analysis
*PMC – Project Monitoring and Control
*PP – Project Planning
*PPQA – Process and Product Quality Assurance
*REQM – Requirements Management
*SAM – Supplier Agreement Management
Maturity Level 3 – Defined
*DAR – Decision Analysis and Resolution
*IPM – Integrated Project Management
*OPD – Organizational Process Definition
*OPF – Organizational Process Focus
*OT – Organizational Training
*PI – Product Integration
*RD – Requirements Development.
*RSKM – Risk Management.
*TS – Technical Solution.
*VAL – Validation.
*VER – Verification.
Maturity Level 4 – Quantitatively Managed
*OPP – Organizational Process Performance
*QPM – Quantitative Project Management
Maturity Level 5 – OptimizingCmmi Data Maturity Model
*CAR – Causal Analysis and Resolution
*OPM – Organizational Performance ManagementMaturity levels in CMMI for services
The process areas below and their maturity levels are listed for the CMMI for Services model:
Maturity Level 2 – Managed
*CM – Configuration Management
*MA – Measurement and Analysis
*PPQA – Process and Product Quality Assurance
*REQM – Requirements Management
*SAM – Supplier Agreement Management
*SD – Service Delivery
*WMC – Work Monitoring and Control
*WP – Work Planning
Maturity Level 3 – Defined
*CAM – Capacity and Availability Management
*DAR – Decision Analysis and Resolution
*IRP – Incident Resolution and Prevention
*IWM – Integrated Work Management
*OPD – Organizational Process Definition
*OPF – Organizational Process Focus
*OT – Organizational Training
*RSKM – Risk Management
*SCON – Service Continuity
*SSD – Service System Development
*SST – Service System Transition
*STSM – Strategic Service Management
Maturity Level 4 – Quantitatively Managed
*OPP – Organizational Process Performance
*QWM – Quantitative Work Management
Maturity Level 5 – Optimizing
*CAR – Causal Analysis and Resolution
*OPM – Organizational Performance ManagementMaturity levels in CMMI for acquisition
The process areas below and their maturity levels are listed for the CMMI for Acquisition model:
Maturity Level 2 – Managed
*AM – Agreement Management
*ARD – Acquisition Requirements Development
*CM – Configuration Management
*MA – Measurement and Analysis
*PMC – Project Monitoring and Control
*PP – Project Planning
*PPQA – Process and Product Quality Assurance
*REQM – Requirements Management
*SSAD – Solicitation and Supplier Agreement Development
Maturity Level 3 – Defined
*ATM – Acquisition Technical Management
*AVAL – Acquisition Validation
*AVER – Acquisition Verification
*DAR – Decision Analysis and Resolution
*IPM – Integrated Project Management
*OPD – Organizational Process Definition
*OPF – Organizational Process Focus
*OT – Organizational Training
*RSKM – Risk Management
Maturity Level 4 – Quantitatively Managed
*OPP – Organizational Process Performance
*QPM – Quantitative Project Management
Maturity Level 5 – Optimizing
*CAR – Causal Analysis and Resolution
*OPM – Organizational Performance ManagementCMMI Models
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.
*CMMI for Development (CMMI-DEV), v1.3 was released in November 2010. It addresses product and service development processes.
*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.
*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.
Regardless of which model an organization chooses, CMMI best practices should be adapted by an organization according to its business objectives.Appraisal
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.
Many organizations find value in measuring their progress by conducting an appraisal. Appraisals are typically conducted for one or more of the following reasons:
*To determine how well the organization’s processes compare to CMMI best practices, and to identify areas where improvement can be made
*To inform exte
https://diarynote.indered.space
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