CMMI for Development

Mary Beth Chrissis is a senior member of the technical staff at the Software Engineering Institute (SEI). Since joining the SEI in 1988, Chrissis has been a coauthor of the Capability Maturity Model Integration for Development (CMMI-DEV) and Capability Maturity Model for Software (SW-CMM) models. Currently, Chrissis chairs the CMMI Configuration Control Board (CCB), is a member of the IEEE Software and Systems Engineering Standards Executive Committee, and is an instructor of various CMMI model-related courses at the SEI. Prior to joining the SEI, Chrissis worked at GTE Government Systems in Rockville, Maryland; Dravo Automation Sciences in Pittsburgh, Pennsylvania; and Sperry Corporation in Great Neck, New York. Before coming to the SEI, Chrissis was pursuing her M.S. in computer science from Johns Hopkins University, and in 1983 she received a B.S. from Carnegie Mellon University.  Mike Konrad is a senior member of the technical staff and has been at the Software Engineering Institute (SEI) at Carnegie Mellon University since 1988. Dr. Konrad is the Chief Architect of CMMI and Manager of SEI’s CMMI Modeling Team. Previously, he was Chair of the CMMI Configuration Control Board (2001-2006) and a member of the International Process Research Consortium (2004-2006). Also, he was a member of the teams that developed the original Software CMM Version 1.0 (1988-1991) and ISO 15504 (1993-1997). Prior to joining the SEI, Konrad worked with several companies in computer science-related positions, including ISSI, SAIC, and Honeywell and briefly with George Mason University and the University of Maryland. He obtained his Ph.D. in mathematics in 1978 from Ohio University, Athens, Ohio.  Sandy Shrum is a senior writer/editor and communications point of contact for the Software Engineering Process Management program at the Software Engineering Institute (SEI). Besides this book, she has coauthored two other CMMI books: CMMI®-ACQ: Guidelines for Improving the Acquisition of Products and Services (Addison-Wesley, 2009) and CMM® for Services: Guidelines for Superior Service, Second Edition (Addison-Wesley, 2007). She has been with the SEI since 1995 and has been a member of the CMMI Development Team since the CMMI project’s inception in 1998. Her roles on the project have included model author, small review team member, reviewer, editor, model development process coordinator, and quality assurance process owner. Before joining the SEI, Sandy worked for eight years with Legent Corporation, a Virginia-based software company. Her experience as a technical communicator dates back to 1988, when she earned her M.S. in professional writing from Carnegie Mellon University. Her undergraduate degree, a B.S. in business administration, was earned at Gannon University, Erie, Pennsylvania.

• List of Perspectives xiiiPreface xvBook Acknowledgments xxi  Part One: About CMMI for Development 1  Chapter 1: Introduction 3About Process Improvement 4About Capability Maturity Models 9Evolution of CMMI 10CMMI Framework 14CMMI for Development 18  Chapter 2: Process Area Components 19Core Process Areas and CMMI Models 19Required, Expected, and Informative Components 19Components Associated with Part Two 20Supporting Informative Components 25Numbering Scheme 26Typographical Conventions 27  Chapter 3: Tying It All Together 31Understanding Levels 31Structures of the Continuous and Staged Representations 32Understanding Capability Levels 34Understanding Maturity Levels 41Process Areas 46Equivalent Staging 49Achieving High Maturity 52  Chapter 4: Relationships Among Process Areas 59Process Management 60Project Management 64Engineering 68Recursion and Iteration of Engineering Processes 74Support 77  Chapter 5: Using CMMI Models 85Adopting CMMI 90Your Process Improvement Program 94Selections that Influence Your Program 98CMMI Models 99Interpreting CMMI When Using Agile Approaches 100Using CMMI Appraisals 104Appraisal Requirements for CMMI 105SCAMPI Appraisal Methods 105Appraisal Considerations 106CMMI Related Training 107  Chapter 6: Essays and Case Studies 113Case Studies 113Essays 137  Part Two: Generic Goals and Generic Practices, and the Process Areas 163Generic Goals and Generic Practices 165Causal Analysis and Resolution 233Configuration Management 243Decision Analysis and Resolution 257Integrated Project Management 267Measurement and Analysis 287Organizational Process Definition 303Organizational Process Focus 317Organizational Performance Management 331Organizational Process Performance 351Organizational Training 365Product Integration 377Project Monitoring and Control 393Project Planning 403Process and Product Quality Assurance 425Quantitative Project Management 433Requirements Development 455Requirements Management 473Risk Management 481Supplier Agreement Management 497Technical Solution 509Validation 531Verification 541  Part Three: The Appendices 553Appendix A: References 555Appendix B: Acronyms 561Appendix C: CMMI Version 1.3 Project Participants 565Appendix D: Glossary 573  Book Contributors 605  Index 623