卡内基梅隆大学CMMI全套培训教材(下册)

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1、Pittsburgh, PA 15213-3890Introduction to CMMI-Staged V 1.1 Module 5-090103 - Page 1CMMISponsored by the U.S. Department of Defense 2002-2003 by Carnegie Mellon UniversityThis material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees.Maturity

2、Level 3:DefinedModule 5SMCMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. Capability Maturity Model, Capability Maturity Modeling, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. 2002-2003 by Carnegie Mellon Unive

3、rsityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 2CMMIObjectivesThis module will enable the attendees todefine special CMMI terminologyintroduce concepts relating to structural elements of Maturity Level 3 PAsillustrate organizational behavior characteristics of Maturity Level 3introduc

4、e process area purpose, goals, context, and elaborations for Maturity Level 3 discuss the documentation requirements of a maturing organizationidentify common problems an organization might face and identify the process areas that might address those problem(s) 2002-2003 by Carnegie Mellon Universit

5、yIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 3CMMITopicsMaturity Level 3Maturity Level 3 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 4CMMIThe Maturity Levels Process unpredictable, poorly

6、controlled, andreactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on processimprovementOptimizingQuantitativelyManagedDefinedInitialManagedOptimizingDefined1 234 5 2002-2003 by Carnegie Mellon

7、 UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 5CMMIUnderstanding Maturity Level 3, the Defined Maturity LevelThis level builds on the foundation of project management in maturity level 2.The engineering processes are more effectively implemented.The organization is more proacti

8、ve. Organizational training needs are identified and provided.The organization has a set of standard processes, which individual projects tailor to their needs. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 6CMMIKey Concepts 1 A standard processis a

9、basic process guiding the establishment of a common process across the organizationdescribes fundamental elements expected in a process used by a projectexists at the organizational level 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 7CMMIKey Concept

10、s 2 A managed process isa performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed for adherence to its process description 2002-200

11、3 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 8CMMIKey Concepts 3 A defined processis a managed process that is tailored from the organizations set of standard processes according to the organizations tailoring guidelines-has a maintained process description

12、 -contributes work products, measures, and other process-improvement information to the organizational process assetsexists at the project level 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 9CMMIManage According toa Defined ProcessCommonality among

13、projects allows more uniform estimation of performance.Source: Addison Wesley, The Capability Maturity Model InOut 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 10CMMIGeneric Goal for Maturity Level 3Generic goal: The process is institutionalized as

14、a defined process.The defined process, for a particular process application, is derived from the organizations standard process through tailoring.This generic goal also applies to the maturity level 2 process areas. This means maturity level 2 and 3 processes must be institutionalized as defined pro

15、cesses to operate at maturity level 3. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 11CMMIAdditional Generic Practices for Maturity Level 3 1 Common features are similar across all process areas.Commitment to PerformGP 2.1: Establish an Organization

16、al PolicyAbility to PerformGP 3.1: Establish a Defined Process Establish and maintain the description of a defined process.GP 2.2: Plan the ProcessGP 2.3: Provide ResourcesGP 2.4: Assign ResponsibilityGP 2.5: Train People 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Modul

17、e 5-090103 - Page 12CMMIAdditional Generic Practices for Maturity Level 3 2 Directing ImplementationGP 2.6: Manage ConfigurationsGP 2.7: Identify and Involve Relevant StakeholdersGP 2.8: Monitor and Control the ProcessGP 3.2: Collect Improvement InformationCollect work products, measures, measuremen

18、t results, and improvement information derived from planning and performing the process to support the future use and improvement of the organizations processes and process assets 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 13CMMIAdditional Generic

19、 Practices for Maturity Level 3 3 Verifying ImplementationGP 2.9: Objectively Evaluate AdherenceGP 2.10: Review Status with Higher Level ManagementNote that the two new generic practices at maturity level 3 are now also in play in the maturity level 2 process areas. 2002-2003 by Carnegie Mellon Univ

20、ersityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 14CMMITopicsMaturity Level 3Maturity Level 3 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 15CMMIProcess Areas for Maturity Level 3DefinedOp

21、timizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two IPPD Goals Presented in Next Module)Risk Manage

22、ment Integrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 16CMMIThe Engineering

23、Process Areas RDPIValCustomerTSVerREQMRequirementsCustomer needsProduct and product component requirementsProduct components, work products, verification and validation reportsProductcomponentsAlternativesolutionsRequire-mentsProduct 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged

24、 V 1.1 Module 5-090103 - Page 17CMMIRequirements DevelopmentPurpose:Produce and analyze customer, product, and product-component requirements. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 18CMMIRequirements Development - Specific GoalsSG 1: Develop

25、Customer RequirementsStakeholder needs, expectations, constraints, and interfaces are collected and translated into customer requirements. SG 2: Develop Product RequirementsCustomer requirements are refined and elaborated to develop product and product-component requirements.SG 3: Analyze and Valida

26、te RequirementsThe requirements are analyzed and validated, and a definition of required functionality is developed. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 19CMMIRequirements Development Context 1Analyze andValidateRequirementsDevelop Customer

27、RequirementsCustomerRequirementsValidatedRequirementsProduct, Product-Component, andInterface RequirementsDevelopProductRequirementsStakeholdersNeeds 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 20CMMIRequirements Development - Context 2Develop the

28、CustomerRequirementsCustomerRequirementsDevelop Customer RequirementsElicitNeedsStakeholdersNeeds 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 21CMMIRequirements Development - Context 3Analyze andValidateRequirementsDevelop CustomerRequirementsCusto

29、merRequirementsValidatedRequirementsProduct, Product-Component, andInterface RequirementsDevelopProductRequirementsStakeholdersNeeds 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 22CMMIRequirements Development - Context 4EstablishProduct &Product-Com

30、ponentRequirementsProduct, Product-Component, andInterface RequirementsDevelop Product RequirementsAllocateProduct- ComponentRequirementsIdentifyInterfaceRequirementsCustomerRequirementsTSSelected AlternativeSolutions 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-

31、090103 - Page 23CMMIRequirements Development - Context 5Analyze andValidateRequirementsDevelop CustomerRequirementsCustomerRequirementsValidatedRequirementsProduct, Product-Component, andInterface RequirementsDevelopProductRequirementsStakeholdersNeeds 2002-2003 by Carnegie Mellon UniversityIntroduc

32、tion to CMMI-Staged V 1.1 Module 5-090103 - Page 24CMMIRequirements Development - Context 6EstablishOperationalConcepts & ScenariosEstablish a Definition ofRequiredFunctionalityAnalyzeRequirementsto AchieveBalanceAnalyze RequirementsProduct, Product-Component, andInterface RequirementsValidatedRequi

33、rementsAnalyze and Validate RequirementsValidateRequirementswithComprehensiveMethods 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 25CMMIMapping of Goals and Practices 1 Specific GoalDevelop CustomerRequirementsSpecific PracticeElicit Needs Develop t

34、he Customer RequirementsEstablish Product and Product- Component RequirementsAllocate Product-Component RequirementsIdentify Interface RequirementsDevelop ProductRequirements 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 26CMMIMapping of Goals and Pr

35、actices 2 Specific GoalAnalyze and Validate RequirementsSpecific PracticeEstablish Operational Concepts and ScenariosEstablish a Definition of Required FunctionalityAnalyze RequirementsAnalyze Requirements to Achieve BalanceValidate Requirements with Comprehensive Methods 2002-2003 by Carnegie Mello

36、n UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 27CMMIGeneric Practice Elaboration ExampleGP 2.6: Manage ConfigurationsPlace designated work products of the requirements development process under appropriate levels of configuration management.Elaboration for Requirements Develop

37、mentExamples of work products placed under configuration management include the following: customer requirements functional architecture product and product-component requirements interface requirements 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 2

38、8CMMIRequirements Development - SummaryRequirements Development includescollecting and eliciting needsdeveloping customer requirementsestablishing and allocating product and product-component requirementsidentifying interface requirementsestablishing operational concepts, scenarios, and a definition

39、 of required functionalityensuring requirements are necessary and sufficientbalancing needs and constraintsvalidating requirements 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 29CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQu

40、antitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (

41、Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 30CMMITechnical SolutionPurpose:Design, develop

42、, and implement solutions to requirements. Solutions, designs, and implementations encompass products, product components, and product-related life-cycle processes either singly or in combinations as appropriate. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-09010

43、3 - Page 31CMMITechnical Solution Specific GoalsSG 1: Select Product-Component SolutionsProduct or product-component solutions are selected from alternative solutions.SG 2: Develop the DesignProduct or product-component designs are developed.SG 3: Implement the Product DesignProduct components, and

44、associated support documentation, are implemented from their designs. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 32CMMI Technical Solution Context 1 Alternative Designsand Evaluation CriteriaDevelopedProductSelect Product-Component SolutionsDevelo

45、p the DesignImplement theProduct DesignDesign Detail &DocumentationRequirementsDevelopment 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 33CMMITechnical Solution - Context 2Alternative SolutionsSelection CriteriaNew Technology EvaluationsSelect Produ

46、ct- Component SolutionsEvolve OperationalConcepts &ScenariosDevelop Detailed AlternativeSolutions andSelectionCriteriaSelectProduct-ComponentSolutionsSelection DecisionsCompliant w/RequirementsDARRD 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 34CMM

47、I Technical Solution Context 3 Alternative Designsand Evaluation CriteriaDevelopedProductSelect Product-Component SolutionsDevelop the DesignImplement theProduct DesignDesign Detail &DocumentationRequirementsDevelopment 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module

48、5-090103 - Page 35CMMITechnical Solution Context 4 Design theProduct orProduct-ComponentDevelop the DesignEstablish a Tech DataPackageTech DataPackageDesignInterfacesUsingCriteriaI/F Design DocumentationI/F SpecificationI/F Control DocumentsPerformMake, Buy, or ReuseAnalysesProduct ArchitectureProdu

49、ct Component DesignsSelection CriteriaMake/Buy AnalysisRDPI 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 36CMMI Technical Solution Context 5Alternative Designsand Evaluation CriteriaDevelopedProductSelect Product-Component SolutionsDevelop the Desig

50、nImplement theProduct DesignDesign Detail &DocumentationRequirementsDevelopment 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 37CMMI Technical Solution Context 6 Parts FabricatedSoftware CodedData DocumentedProcesses DocumentedFacilities ConstructedI

51、mplementtheDesignImplement the Product DesignDevelop ProductSupportDocumentationEnd-User Training Materials Users ManualOperators ManualMaintenance ManualOnline Help 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 38CMMIMapping of Goals and Practices 1

52、 Specific GoalSelect Product- Component SolutionsSpecific PracticeDevelop Detailed Alternative Solutions and Selection Criteria Evolve Operational Concepts and Scenarios Select Product-Component Solutions 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page

53、 39CMMIMapping of Goals and Practices 2 Specific GoalDevelop the DesignSpecific PracticeDesign the Product or Product ComponentEstablish a Technical Data PackageDesign Interfaces Using CriteriaPerform Make, Buy, or Reuse Analyses Implement the Product DesignImplement the DesignDevelop Product Suppor

54、t Documentation 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 40CMMIGeneric Practice Elaboration ExampleGP 2.2: Plan the ProcessEstablish and maintain the plan for performing the technical solution process.Elaboration for Technical SolutionTypically,

55、 this plan for performing the technical solution process is a part of the project plan as described in the Project Planning process area. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 41CMMI Technical Solution - SummaryTechnical Solution includesdeve

56、loping alternativesevolving operational concepts and scenariosselecting solutions and developing a designestablishing a technical data packagedesigning interfacesperforming make, buy, or reuse analysesimplementing the design and developing support documentation 2002-2003 by Carnegie Mellon Universit

57、yIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 42CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrgani

58、zational TrainingIntegrated Project Management for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented in Next Module) 2002-2003 by

59、 Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 43CMMIProduct IntegrationPurpose:Assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product. 2002-2003 by Carnegie Mellon UniversityIntroduct

60、ion to CMMI-Staged V 1.1 Module 5-090103 - Page 44CMMIProduct Integration - Specific GoalsSG 1: Prepare for Product IntegrationPreparation for product integration is conducted.SG 2: Ensure Interface CompatibilityThe product-component interfaces, both internal and external, are compatible.SG 3: Assem

61、ble Product Components and Deliver the ProductVerified product components are assembled and the integrated, verified, and validated product is delivered. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 45CMMIProduct Integration Context 1 Prepare forPro

62、duct IntegrationEnsure InterfaceCompatibility AssembliesSub-assembliesAssemble Product Componentsand Deliver the Product Technical SolutionDAR 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 46CMMIProduct Integration Context 2 - Integration Sequence -

63、Integration Procedures and Criteria- Integration EnvironmentPrepare for Product IntegrationDARTechnical SolutionDetermineIntegrationSequenceEstablishProductIntegrationProceduresand CriteriaEstablishthe ProductIntegrationEnvironment 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V

64、 1.1 Module 5-090103 - Page 47CMMIProduct Integration Context 3Prepare forProduct IntegrationEnsure InterfaceCompatibility AssembliesAssemble Product Componentsand Deliver the Product Technical SolutionDARSub-assemblies 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module

65、5-090103 - Page 48CMMIProduct Integration Context 4Ensure Interface CompatibilityTechnical SolutionReviewInterfaceDescriptionsforCompletenessManageInterfaces- Integration Sequence - Integration Procedures and Criteria- Integration Environment 2002-2003 by Carnegie Mellon UniversityIntroduction to CM

66、MI-Staged V 1.1 Module 5-090103 - Page 49CMMIProduct Integration Context 5Prepare forProduct IntegrationEnsure InterfaceCompatibility AssembliesAssemble Product Componentsand Deliver the Product Technical SolutionDARSub-assemblies 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V

67、1.1 Module 5-090103 - Page 50CMMIProduct Integration Context 6 Assemble Product Components and Deliver the Product Technical SolutionConfirm Readiness ofProductComponentsfor IntegrationAssembleProductComponentsEvaluateAssembledProductComponentsPackageand Deliverthe Productor Product Component- Integ

68、ration Sequence - Integration Procedures and Criteria- Integration Environment 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 51CMMIMapping of Goals and Practices 1 Specific GoalPrepare for Product IntegrationSpecific PracticeDetermine Integration Seq

69、uenceEstablish the Product Integration EnvironmentEstablish Product Integration Procedures and Criteria Review Interface Descriptions for CompletenessManage InterfacesEnsure Interface Compatibility 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 52CMMI

70、Mapping of Goals and Practices 2 Specific GoalAssemble Product Components and Deliver the ProductSpecific PracticeConfirm Readiness of Product Components for IntegrationAssemble Product ComponentsEvaluate Assembled Product ComponentsPackage and Deliver the Product or Product Component 2002-2003 by C

71、arnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 53CMMIGeneric Practice Elaboration ExampleGP 2.1: Establish an Organizational PolicyEstablish and maintain an organizational policy for planning and performing the product integration process.Elaboration for Product In

72、tegrationThis policy establishes organizational expectations for developing product integration sequences, procedures, and an environment, ensuring interface compatibility among product components, assembling the product components, and delivering the product and product components. 2002-2003 by Car

73、negie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 54CMMIProduct Integration - Summary Product Integration includesdetermining the sequence of product integrationestablishing an integration environmentestablishing procedures and criteriareviewing interface descriptions f

74、or coverage and completeness managing internal and external interfacesconfirming readiness for assembling componentsassembling, evaluating, packaging, and delivering the product or product component 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 55CMM

75、IProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two IPP

76、D Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Mo

77、dule 5-090103 - Page 56CMMIVerification Versus ValidationVerificationAre you building the product right?That is, are you meeting the specified requirements?ValidationAre you building the right product?That is, are you meeting the operational need? 2002-2003 by Carnegie Mellon UniversityIntroduction

78、to CMMI-Staged V 1.1 Module 5-090103 - Page 57CMMIVerificationPurpose:Ensure that selected work products meet their specified requirements. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 58CMMIVerification - Specific GoalsSG 1: Prepare for Verificatio

79、nPreparation for verification is conducted.SG 2: Perform Peer ReviewsPeer reviews are performed on selectedwork products.SG 3: Verify Selected Work ProductsSelected work products are verified against their specified requirements. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1

80、.1 Module 5-090103 - Page 59CMMIVerification Context 1 Prepare for VerificationCorrectiveActionsVerify SelectedWork ProductsPerformPeer Reviews 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 60CMMIVerification Context 2 Select Work Products forVerific

81、ationPrepare for VerificationEstablish theVerification Environment- Verification Environment- Verification Procedures and Criteria- List of Work Products Selected for VerificationEstablishVerification Proceduresand Criteria 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Mod

82、ule 5-090103 - Page 61CMMIVerification Context 3 Prepare for VerificationPerformPeer ReviewsCorrectiveActionsVerify SelectedWork ProductsPerformPeer Reviews 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 62CMMIVerification Context 4 Preparefor Peer Re

83、viewsRequirement for Data CollectionEntry and Exit CriteriaPeer Review PlanReview ResultsReview IssuesReview DataAction ItemsConductPeerReviewsPerform Peer ReviewsAnalyzePeer ReviewData 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 63CMMIVerification

84、 Context 5 Verify SelectedWork ProductsPerformPeer ReviewsPrepare for VerificationPerformPeer ReviewsCorrectiveActionsPerformPeer Reviews 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 64CMMIVerification Context 6PerformVerificationVerification Result

85、sDeficienciesVerification DataCorrective ActionsVerify Selected Work ProductsAnalyze VerificationResults and IdentifyCorrectiveAction 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 65CMMIMapping of Goals and Practices 1 Specific GoalPrepare for Verifi

86、cationSpecific PracticeSelect Work Products for Verification Establish the Verification Environment Establish Verification Proceduresand Criteria Perform Peer ReviewsPrepare for Peer ReviewsConduct Peer ReviewsAnalyze Peer Review Data 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Stage

87、d V 1.1 Module 5-090103 - Page 66CMMIMapping of Goals and Practices 2 Specific GoalVerify Selected Work ProductsSpecific PracticePerform VerificationAnalyze Verification Results and Identify Corrective Action 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 -

88、Page 67CMMIGeneric Practice Elaboration ExampleGP 2.6: Manage ConfigurationsPlace designated work products of the verification process under appropriate levels of configuration management.Elaboration for VerificationExamples of work products placed under configuration management include the followin

89、g: verification procedures and criteria peer review training material peer review data verification reports 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 68CMMIVerification - SummaryVerification includesselecting work products for verificationestabli

90、shing the verification environmentestablishing criteria and procedurespreparing for and conducting peer reviewsanalyzing peer review dataperforming verification analyzing verification results and identifying corrective actions 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1

91、Module 5-090103 - Page 69CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project

92、 Management for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduc

93、tion to CMMI-Staged V 1.1 Module 5-090103 - Page 70CMMIValidationPurpose:Demonstrate that a product or product component fulfills its intended use when placed in its intended environment. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 71CMMIValidation

94、 - Specific GoalsSG 1: Prepare for ValidationPreparation for validation is conducted.SG 2: Validate Product or Product ComponentsThe product or product components are validated to ensure that they are suitable for use in their intended operating environment. 2002-2003 by Carnegie Mellon UniversityIn

95、troduction to CMMI-Staged V 1.1 Module 5-090103 - Page 72CMMIValidation Context 1- Conformance- DeficienciesPrepare for ValidationValidate Product orProduct ComponentsRequirements Development 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 73CMMIValida

96、tion Context 2SelectProducts for ValidationEstablishValidationProceduresand CriteriaPrepare for ValidationEstablish theValidationEnvironment- Validation Environment and Criteria- Validation Procedures and Criteria- List of Products and Product- Components Selected for Validation 2002-2003 by Carnegi

97、e Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 74CMMIValidation Context 3- Conformance- DeficienciesPrepare for ValidationValidate Product orProduct ComponentsRequirements Development 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-09010

98、3 - Page 75CMMIValidation Context 4PerformValidationValidate Product or Product ComponentsValidation ReportsValidation ResultsCross Reference MatrixAs-Run Procedures LogOperational DemonstrationsAnalyzeValidationResultsValidation Deficiency ReportsValidation IssuesProcedure Change Request 2002-2003

99、by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 76CMMIMapping of Goals and Practices Specific GoalPrepare for ValidationSpecific PracticeSelect Products for Validation Establish the Validation EnvironmentEstablish Validation Procedures and CriteriaValidate Produ

100、ct or Product ComponentsPerform ValidationAnalyze Validation Results 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 77CMMIGeneric Practice Elaboration ExampleGP 2.5: Train PeopleTrain the people performing or supporting the validation process as neede

101、d.Elaboration for ValidationExamples of training topics include the following: application domain validation principles, standards, and methods intended-use environment 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 78CMMIValidation - SummaryValidatio

102、n includesselecting products for validationestablishing the validation environmentestablishing validation procedures and criteriaperforming validation activitiesanalyzing results and identifying issues 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 79

103、CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two

104、IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1

105、 Module 5-090103 - Page 80CMMIOrganizational Process FocusPurpose:Plan and implement organizational process improvement based on a thorough understanding of the current strengths and weaknesses of the organizations processes and process assets. 2002-2003 by Carnegie Mellon UniversityIntroduction to

106、CMMI-Staged V 1.1 Module 5-090103 - Page 81CMMIOrganizational Process Focus - Specific GoalsSG 1: Determine Process-Improvement OpportunitiesStrengths, weaknesses, and improvement opportunities for the organizations processes are identified periodically and as needed. SG 2: Plan and Implement Proces

107、s-Improvement ActivitiesImprovements are planned and implemented, organizational process assets are deployed, and process-related experiences are incorporated into the organizational process assets. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 82CMM

108、I Establish Process Action Plans Selected Improvements ImplementProcessActionPlans IncorporateProcess-RelatedExperiences into the Organizational Process Assets Improvement Initiatives Relevant StakeholdersOrganizational Process Focus - ContextStrengths &Weaknesses Appraise the Organizations Processe

109、s Identify the OrganizationsProcess Improve- ments Deploy Organizational ProcessAssets EstablishOrganizationalProcessNeeds Process Needs and Objectives Organizational Process AssetsDetermineProcess-ImprovementOpportunitiesPlanand ImplementProcess-Improve-mentActivities 2002-2003 by Carnegie Mellon U

110、niversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 83CMMIOrganizational Process FocusEstablish Organizational Process NeedsAppraise theOrganizationsProcessesIdentify the Organizations Process ImprovementsEstablish Process Action PlansImplement ProcessAction PlansDeploy OrganizationalP

111、rocess AssetsDetermine Process Improvement OpportunitiesPlan and implement process improvement 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 84CMMIMapping of Goals and Practices Specific GoalDetermine Process- Improvement OpportunitiesSpecific Practi

112、ceEstablish Organizational Process Needs Appraise the Organizations ProcessesIdentify the Organizations Process ImprovementsPlan and Implement Process-Improvement ActivitiesEstablish Process Action PlansImplement Process Action PlansDeploy Organizational Process AssetsIncorporate Process-Related Exp

113、eriences into the Organizational Process Assets 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 85CMMIGeneric Practice Elaboration ExampleGP 2.4: Assign ResponsibilityAssign responsibility and authority for performing the process, developing the work p

114、roducts, and providing the services of the organizational process focus process.Elaboration for Organizational Process FocusTwo groups are typically established and assigned responsibility for process improvement:(1) a management steering committee for process improvement to provide senior-managemen

115、t sponsorship; and (2) a process group to facilitate and manage the process-improvement activities. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 86CMMIOrganizational Process Focus - SummaryOrganizational Process Focus includesestablishing process ne

116、eds and objectivesappraising processes and identifying improvementsestablishing and implementing action plansdeploying process assetsincorporating experiences and improvement information into organizational process assets 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Modul

117、e 5-090103 - Page 87CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Mana

118、gement for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction

119、to CMMI-Staged V 1.1 Module 5-090103 - Page 88CMMIOrganizational Process DefinitionPurpose:Establish and maintain a usable set of organizational process assets. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 89CMMIOrganizational Process Definition - S

120、pecific GoalsSG 1: Establish Organizational Process AssetsA set of organizational process assets is established and maintained. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 90CMMIOrganizational Process Definition - Context Life-Cycle Models Organiza

121、tions Standard Processes Organizations Measurement Repository Establish Life-CycleModel Descriptions Establish Standard Processes Establish the OrganizationsProcess AssetLibrary Establish the Organizations Measurement RepositoryOPF Tailoring Guidelines EstablishTailoringCriteria andGuidelinesEstabli

122、sh Organizational Process Assets OrganizationsProcess Asset Library 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 91CMMIMapping of Goals and Practices Specific GoalEstablish OrganizationalProcess AssetsSpecific PracticeEstablish Standard ProcessesEst

123、ablish Life-Cycle Model DescriptionsEstablish Tailoring Criteria and GuidelinesEstablish the Organizations Measurement RepositoryEstablish the Organizations Process Asset Library 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 92CMMIGeneric Practice El

124、aboration ExampleGP 2.2: Plan the ProcessEstablish and maintain the plan for performing the organizational process definition process.Elaboration for Organizational Process DefinitionTypically, this plan for performing the organizational process definition process is a part of the organizations proc

125、ess-improvement plan. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 93CMMIOrganizational Process Definition - SummaryOrganizational Process Definition includes:establishing the organizations set of standard processesestablishing approved life-cycle m

126、odel descriptionsestablishing tailoring criteria and guidelinesestablishing the measurement repositoryestablishing the process asset library 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 94CMMISome Special Generic Practice and PA RelationshipsAs note

127、d in the last module, some process areas provide more detail on how you might implement a given generic practice, for example-Project Monitoring and Control GP 2.8-Configuration Management GP 2.6 In this module, -Organizational Process Focus GP 3.1-Organizational Process Definition GP 3.2 2002-2003

128、by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 95CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizatio

129、nal Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented

130、in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 96CMMIOrganizational TrainingPurpose:Develop the skills and knowledge of people so they can perform their roles effectively and efficiently. 2002-2003 by Carnegie Mellon UniversityIntroduc

131、tion to CMMI-Staged V 1.1 Module 5-090103 - Page 97CMMIOrganizational Training - Specific GoalsSG 1: Establish an Organizational Training CapabilityA training capability that supports the organizations management and technical roles is established and maintained.SG 2: Provide Necessary TrainingTrain

132、ing necessary for individuals to perform their roles effectively is provided. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 98CMMI Establish the Strategic Training Needs DeliverTraining AssessTrainingEffectivenessDetermineWhich TrainingNeeds Are theR

133、esponsibilityof the Org.EstablishTrainingRecordsTraining RepositoryOrganizational Training - Context Establish an Organizational Training Capability Provide Necessary Training Establish Training Capability Establish an Organizational TrainingTactical Plan 2002-2003 by Carnegie Mellon UniversityIntro

134、duction to CMMI-Staged V 1.1 Module 5-090103 - Page 99CMMIMapping of Goals and Practices Specific GoalEstablish an OrganizationalTraining CapabilitySpecific PracticeEstablish the Strategic Training NeedsDetermine Which Training Needs Are the Responsibility of the OrganizationEstablish an Organizatio

135、nal Training Tactical PlanEstablish Training CapabilityProvide Necessary TrainingDeliver TrainingEstablish Training RecordsAssess Training Effectiveness 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 100CMMIGeneric Practice Elaboration ExampleGP 2.8:

136、Monitor and Control the ProcessMonitor and control the organizational training process against the plan for performing the process and take appropriate corrective action.Elaboration for Organizational TrainingExamples of measures used in monitoring and controlling include the following: number of tr

137、aining courses delivered (e.g., planned versus actual) post-training evaluation ratings training program quality survey ratings 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 101CMMIOrganizational Training - SummaryOrganizational Training includesesta

138、blishing strategic training needs of the organizationdetermining which needs are the responsibility of the organization, project, or groupestablishing a tactical training planestablishing a training capabilitydelivering the training, establishing training records, and assessing training effectivenes

139、s 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 102CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process Foc

140、usOrganizational Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integratio

141、n (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 103CMMIIntegrated Project ManagementPurpose:Establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process th

142、at is tailored from the organizations set of standard processes.IPPD AdditionIntegrated Project Management also covers the establishment of a shared vision for the project and a team structure for integrated teams that will carry out the objectives of the project.Note: The IPPD addition is covered i

143、n the next module. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 104CMMIIntegrated Project Management - Specific GoalsSG 1: Use the Projects Defined ProcessThe project is conducted using a defined process that is tailored from the organizations set o

144、f standard processes.SG 2: Coordinate and Collaborate with Relevant StakeholdersCoordination and collaboration of the project with relevant stakeholders is conducted. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 105CMMIIntegrated Project Management

145、- ContextProcess and Product MeasuresDocumentationLessons LearnedOPD Projects Defined Process Integrated Plans Use Org. Proc. Assets for PlanningProjectActivities Managethe Project Using theIntegrated Plans ManageStakeholderInvolvement StakeholderCoordination Issues Contributeto the OrganizationalPr

146、ocessAssets ManageDependencies ResolveCoordinationIssues Documented Critical Dependencies Collaborative Activities and IssuesCoordinate and Collaborate with Relevant StakeholdersUse the Projects Defined Process Establishthe Projects Defined Process Integrate Plans Project Plan 2002-2003 by Carnegie

147、Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 106CMMIInteraction Between OPD and IPMProject AsDefined ProcessProject BsDefined ProcessProject CsDefined ProcessProject AsProject PlanProject BsProject PlanProject CsProject PlanTailoringGuidelinesLife-Cycle ModelDescriptions

148、OrganizationsMeasurementRepositoryOrganizations ProcessAsset LibraryReviewsReviewsOrganizations Setof Standard ProcessesProcessArchitecturesProject EnvironmentOrganizational AssetsOPDIPM 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 107CMMIMapping of

149、 Goals and Practices Specific GoalUse the Projects Defined ProcessSpecific PracticeEstablish the Projects Defined ProcessUse Organizational Process Assets for Planning Project ActivitiesIntegrate PlansManage the Project Using the Integrated PlansContribute to the Organizational Process AssetsCoordin

150、ate and Collaborate with Relevant StakeholdersManage Stakeholder InvolvementManage DependenciesResolve Coordination IssuesNote: Other goals (for IPPD) are covered in the next module. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 108CMMIGeneric Practi

151、ce Elaboration ExampleGP 2.1: Establish an Organizational PolicyEstablish and maintain an organizational policy for planning and performing the integrated project management process.Elaboration for Integrated Project ManagementThis policy establishes organizational expectations for using the project

152、s defined process and coordinating and collaborating with relevant stakeholders. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 109CMMIIntegrated Project Management - SummaryIntegrated Project Management includesestablishing the projects defined proce

153、ss using the organizational process assetsintegrating plansmanaging the project using integrated planscontributing experiences to the organizational process assetsmanaging stakeholder involvement and dependenciesresolving coordination issues 2002-2003 by Carnegie Mellon UniversityIntroduction to CMM

154、I-Staged V 1.1 Module 5-090103 - Page 110CMMIExercisePlease follow the instructions for the exercise. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 111CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequireme

155、nts DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Int

156、egrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 112CMMIRisk ManagementPurpose:Identify potential problems before they occur

157、, so that risk-handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 113CMMIRisk Management - Specific Goa

158、lsSG 1: Prepare for Risk ManagementPreparation for risk management is conducted.SG 2: Identify and Analyze RisksRisks are identified and analyzed to determinetheir relative importance.SG 3: Mitigate RisksRisks are handled and mitigated, where appropriate, to reduce adverse impacts on achieving objec

159、tives. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 114CMMI DetermineRisk Sourcesand Categories DefineRisk Parameters IdentifyRisksRisk Management - Context Evaluate, Categorize,andPrioritizeRisks DevelopRiskMitigationPlans ImplementRiskMitigationPl

160、ansRisk RepositoryPrepare for Risk Management Identify and Analyze RisksMitigate Risks Establish a Risk ManagementStrategyPP 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 115CMMIMapping of Goals and Practices Specific GoalPrepare for Risk ManagementS

161、pecific PracticeDetermine Risk Sources and CategoriesDefine Risk ParametersEstablish a Risk Management StrategyIdentify and Analyze RisksIdentify RisksEvaluate, Categorize, and Prioritize RisksMitigate RisksDevelop Risk Mitigation PlansImplement Risk Mitigation Plans 2002-2003 by Carnegie Mellon Uni

162、versityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 116CMMIGeneric Practice Elaboration ExampleGP 2.10: Review Status with Higher Level ManagementReview the activities, status, and results of the risk management process with higher level management and resolve issues.Elaboration for Risk

163、 ManagementReviews of the project risk status are held on a periodic and event-driven basis with appropriate levels of management, to provide visibility into the potential for project risk exposure and appropriate corrective action. Typically, these reviews will include a summary of the most critica

164、l risks, key risk parameters (such as likelihood and consequence of these risks), and the status of risk mitigation efforts. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 117CMMIRisk Management - Summary Risk Management includesdetermining risk sourc

165、es and categories, and defining risk parametersestablishing a risk management strategy identifying and analyzing risksevaluating, categorizing, and prioritizing risksdeveloping mitigation plans for the most important risks monitoring risks and implementing mitigation plans as appropriate 2002-2003 b

166、y Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 118CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizatio

167、nal Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration (Presented

168、in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 119CMMIIntegrated Supplier ManagementPurpose:Proactively identify sources of products that may be used to satisfy the projects requirements and to manage selected suppliers while maintaini

169、ng a cooperative project-supplier relationship. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 120CMMIIntegrated Supplier Management - Specific GoalsSG 1: Analyze and Select Sources of ProductsPotential sources of products that best fit the needs of t

170、he project are identified, analyzed, and selected.SG 2: Coordinate Work with Suppliers Work is coordinated with suppliers to ensure the supplier agreement is executed appropriately. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 121CMMIIntegrated Supp

171、lier Management -ContextMonitor Selected Supplier Processes Analyze Potential Sources of Products Revise the Supplier Agreement or Relationship Evaluate and Determine Sources of Products Supplier Processes Evaluate Selected Supplier Work ProductsAnalyze and Select Sources of ProductsCoordinate Work

172、with SuppliersSAM Supplier Work Products 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 122CMMIMapping of Goals and Practices Specific GoalAnalyze and Select Sources of Products Specific PracticeAnalyze Potential Sources of ProductsEvaluate and Determ

173、ine Sources of ProductsCoordinate Work with SuppliersMonitor Selected Supplier ProcessesEvaluate Selected Supplier Work ProductsRevise the Supplier Agreement or Relationship 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 123CMMIGeneric Practice Elabor

174、ation ExampleGP 2.7: Identify and Involve Relevant StakeholdersIdentify and involve the relevant stakeholders of the integrated supplier management process as planned.Elaboration for Integrated Supplier ManagementExamples of activities for stakeholder involvement include-resolving issues about the i

175、mprovements to supplier agreements-resolving issues about the meaning of the requirements to be fulfilled by the supplied products-resolving issues about the reporting of performance data and handling of discrepancies 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-

176、090103 - Page 124CMMIIntegrated Supplier Management -SummaryIntegrated Supplier Management includesanalyzing potential sources of productsevaluating and determining sources of productsmonitoring selected supplier processesevaluating selected supplier work productsrevising the supplier agreement or r

177、elationship as appropriate 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 125CMMIProcess Areas for Maturity Level 3DefinedOptimizingInitialManagedQuantitativelyManagedRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationO

178、rganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Management for IPPD(Two IPPD Goals Presented in Next Module)Risk ManagementIntegrated Teaming (Presented in Next Module)Integrated Supplier ManagementDecision Analysis and ResolutionOrganizational E

179、nvironment for Integration (Presented in Next Module) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 126CMMIDecision Analysis and ResolutionPurpose:Analyze possible decisions using a formal evaluation process that evaluates identified alternatives aga

180、inst established criteria. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 127CMMIDecision Analysis and Resolution - ApplicabilityApplicability of Decision Analysis and ResolutionDocumented guidelines should be provided for when formal evaluation proce

181、sses are to be used.Guidelines often suggest using formal evaluation processes when issues are associated with medium to high risks or when issues affect the ability to achieve project objectives. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 128CMMI

182、Decision Analysis and Resolution - Specific GoalsSG 1: Evaluate AlternativesDecisions are based on an evaluation of alternatives using established criteria. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 129CMMIDecision Analysis and Resolution -Contex

183、t Establish Guidelines for Decision Analysis GuidelinesEvaluate Alternatives SelectEvaluationMethods Methods Criteria Establish EvaluationCriteria SelectSolutions IdentifyAlternative Solutions ProposedAlternatives EvaluateAlternativesOther PAs 2002-2003 by Carnegie Mellon UniversityIntroduction to C

184、MMI-Staged V 1.1 Module 5-090103 - Page 130CMMIMapping of Goals and Practices Specific GoalEvaluate AlternativesSpecific PracticeEstablish Guidelines for Decision AnalysisEstablish Evaluation CriteriaIdentify Alternative SolutionsSelect Evaluation MethodsEvaluate AlternativesSelect Solutions 2002-20

185、03 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 131CMMIGeneric Practice Elaboration ExampleGP 2.3: Provide ResourcesProvide adequate resources for performing the decision analysis and resolution process, developing the work products, and providing the service

186、s of the process.Elaboration for Decision Analysis and ResolutionExamples of resources provided include the following tools: simulators and modeling tools prototyping tools tools for conducting surveys 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 13

187、2CMMIDecision Analysis and Resolution - Summary Decision Analysis and Resolution includesestablishing guidelines to determine which decisions will be subject to a formal evaluation processestablishing evaluation criteriaidentifying alternative solutionsselecting evaluation methodsevaluating alternat

188、ivesselecting solutions 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 133CMMITopicsMaturity Level 3Maturity Level 3 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-09010

189、3 - Page 134CMMIThe Engineering PAs RDPIValCustomerTSVerREQMRequirementsCustomer needsProduct and product component requirementsProduct components, work products, verification and validation reportsProductcomponentsAlternativesolutionsRequire-mentsProduct 2002-2003 by Carnegie Mellon UniversityIntro

190、duction to CMMI-Staged V 1.1 Module 5-090103 - Page 135CMMIBasic Process Management PAs OPFOPDResources and CoordinationOTStd Processand OtherAssetsTraining for Projectsand Support Groups in Std Process and AssetsOrganizationsprocess needsand objectives Std Process and OtherAssetsSenior Management O

191、rganizationsbusiness objectivesProject Management,Support, and Engineering process areas Training needs Improvement information(e.g., lessons learned, data, artifacts)Process Improvement Proposals; Participation in defining, assessing, and deploying processes 2002-2003 by Carnegie Mellon UniversityI

192、ntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 136CMMIAdvanced Project Management PAs Basic Project Management process areasRSKMRisk statusRisk mitigation plansCorrective actionRisk taxonomies& parametersRisk exposure due to unstable processesIdentified risksITIntegrated work environment an

193、d people practices Process Performance objectives, baselines, modelsQPMOrganizations standard processes and supporting assetsIPM forIPPDProjectsdefinedprocessStatistical Mgmt DataProcess Managementprocess areasQuantitative objectivesSubprocesses to statistically manageEngineering and Supportprocess

194、areasCoordination,commitments,issues to resolveMonitoring data as part of supplier agreementConfiguration management, verification, and integration dataISMProject performance data Integrated team management for performing engineering processesShared vision and integrated team structure for the proje

195、ctCoordination and collaboration among project stakeholdersLessons Learned,Planning and Performance DataProjectsdefinedprocessProduct architecture for structuring teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 137CMMIAdvanced Support PAs DARAll

196、process areasCARDefects and other problemsSelected issuesProcessimprovementproposalsStructured decisionsProcess Management Process AreasProjectManagement Process AreasOEIIntegrated workenvironment and people practicesIPPD knowledgeand skillneedsAbility to developand deploy IPPDprocesses andsupportin

197、gassetsOrganizationIPPD Infrastructure 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 138CMMIExercisePlease follow the instructions for exercise. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 139CMMITo

198、picsMaturity Level 3Maturity Level 3 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 140CMMISummary 1Requirements Development includes collecting and eliciting needs; developing customer requirements; esta

199、blishing and allocating product and product-component requirements; identifying interface requirements; establishing operational concepts, scenarios, and a definition of required functionality; ensuring requirements are necessary and sufficient; balancing needs and constraints; and validating requir

200、ements.Technical Solution includes developing alternatives; evolving operational concepts and scenarios; selecting solutions and developing a design; establishing a technical data package; designing interfaces; performing make, buy, or reuse analysis; and implementing the design and developing suppo

201、rt documentation. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 141CMMISummary 2Product Integration includes determining the sequence of product integration; establishing an integration environment; establishing procedures and criteria; reviewing int

202、erface descriptions for coverage and completeness; managing internal and external interfaces; confirming readiness for assembling components; and assembling, evaluating, packaging, and delivering the product or product component.Verification asks: are you building the product right? Verification inc

203、ludes selecting work products for verification; establishing a verification environment; establishing criteria and procedures; preparing for and conducting peer reviews; analyzing peer review data; performing verification; and analyzing verification results and identifying corrective actions. 2002-2

204、003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 142CMMISummary 3 Validation asks: are you building the right product?Validation includes selecting products for validation; establishing the validation environment; establishing validation procedures and criter

205、ia; performing validation activities; and analyzing results and identifying issues.Organizational Process Focus includes establishing process needs and objectives; appraising processes and identifying improvements; establishing and implementing action plans; deploying process assets; and incorporati

206、ng experiences and improvement information into organizational process assets. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 143CMMISummary 4 Organizational Process Definition includes establishing the organizations set of standard processes; establi

207、shing approved life-cycle model descriptions; establishing tailoring criteria and guidelines; establishing the measurement repository; and establishing the process asset library.Organizational Training includes establishing strategic training needs of the organization; determining which needs are th

208、e responsibility of the organization, project, or group; establishing a tactical training plan; establishing a training capability; delivering the training, establishing training records, and assessing training effectiveness. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 M

209、odule 5-090103 - Page 144CMMISummary 5 Integrated Project Management includes establishing the projects defined process; using the organizational process assets; integrating plans; managing the project using integrated plans; contributing experiences to the organizational process assets; managing st

210、akeholder involvement and dependencies; and resolving coordination issues.Integrated Supplier Management includes analyzing potential sources of products; evaluating and determining sources of products; monitoring selected supplier processes; evaluating selected supplier work products; and revising

211、the supplier agreement or relationship as appropriate. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 145CMMISummary 6 Risk Management includes determining risk sources and categories, and defining risk parameters; establishing a risk management strat

212、egy; identifying and analyzing risks; evaluating, categorizing, and prioritizing risks; developing mitigation plans for the most important risks; and monitoring risks and implementing mitigation plans, as appropriate.Decision Analysis and Resolution includes establishing guidelines to determine whic

213、h decisions will be subject to a formal evaluation process; establishing evaluation criteria; identifying alternative solutions; selecting evaluation methods; evaluating alternatives; and selecting solutions.Pittsburgh, PA 15213-3890Introduction to CMMI-Staged V 1.1 Module 5-090103 - Page 146CMMISpo

214、nsored by the U.S. Department of Defense 2002-2003 by Carnegie Mellon UniversityThis material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees.Integrated Product andProcess DevelopmentModule 6SMCMM Integration, IDEAL, and SCAMPI are service m

215、arks of Carnegie Mellon University. Capability Maturity Model, Capability Maturity Modeling, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 147CMMIObje

216、ctives This module will enable the attendees todefine special CMMI IPPD (Integrated Product and Process Development) terminologyintroduce concepts relating to IPPD structural elements of CMMI models introduce IPPD process area purpose statements, goals, context, and elaborations 2002-2003 by Carnegi

217、e Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 148CMMITopicsDefinitionOrganizational Environment for IntegrationIntegrated Project Management for IPPDIntegrated Teaming Process Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V

218、 1.1 Module 5-090103 - Page 149CMMIIPPD Defined“. . .a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements.” 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-S

219、taged V 1.1 Module 5-090103 - Page 150CMMIIPPD Affects All Process AreasIPPD is a way of doing business.It is employed in conjunction with other CMMI disciplines (software and systems engineering).It shapes how you perform the work in these disciplines. 2002-2003 by Carnegie Mellon UniversityIntrodu

220、ction to CMMI-Staged V 1.1 Module 5-090103 - Page 151CMMIDefinition An integrated team is a group of people with complementary skills and expertise who are committed to delivering specified work products in timely collaboration. Integrated team members provide skills and advocacy appropriate to all

221、phases of the work products life and are collectively responsible for delivering the work products as specified. An integrated team should include empowered representatives from organizations, disciplines, and functions that have a stake in the success of the work products. 2002-2003 by Carnegie Mel

222、lon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 152CMMIIPPD-Specific ContentIn CMMI models there aretwo IPPD-specific process areastwo specific goals in Integrated Project Managementamplifications and references 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Stage

223、d V 1.1 Module 5-090103 - Page 153CMMIIPPD Fundamental ConceptsIPPD process areas and goals add the following concepts:effective use of cross-functional or multidisciplinary development teams leadership commitmentappropriate allocation and delegation of decision makingorganizational structure that r

224、ewards team performance 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 154CMMICritical ConceptsThe following concepts are embedded in the SE/SW practices of the model:design of downstream processes during product designfocus on the customers needs dur

225、ing product and process developmenttimely and appropriate collaboration of all relevant stakeholderscontinuous and proactive identification and management of riskfocus on measurement and improvement of processes to develop and deliver the product 2002-2003 by Carnegie Mellon UniversityIntroduction t

226、o CMMI-Staged V 1.1 Module 5-090103 - Page 155CMMIIPPD - OverviewOEIIPMITOrganizationalFocusProjectFocusTeamFocus 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 156CMMI Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing

227、4 Quantitatively Managed3 Defined2 ManagedContinuousProcess ImprovementQuantitativeManagementProcessStandardizationBasicProjectManagementOrganizational Process PerformanceQuantitative Project Management Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational

228、 Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project ManagementRisk ManagementIntegrated TeamingIntegrated Supplier Management Decision Analysis and ResolutionOrganizational Environment for IntegrationRequirements Management Project PlanningProject Monitoring and

229、 ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration ManagementQualityProductivityRiskRework1 InitialProcess Areas LevelFocus 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 157CMMITopicsDefini

230、tionOrganizational Environment for IntegrationIntegrated Project Management for IPPDIntegrated Teaming Process Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 158CMMIOrganizational Environment for IntegrationPurpose:Provide an

231、 Integrated Product and Process Development (IPPD) infrastructure and manage people for integration. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 159CMMIOrganizational Environmentfor Integration Specific GoalsSG 1: Provide IPPD InfrastructureAn infr

232、astructure that maximizes the productivity of people and affects the collaboration necessary for integration is provided.SG 2: Manage People for IntegrationPeople are managed to nurture the integrative and collaborative behaviors of an IPPD environment. 2002-2003 by Carnegie Mellon UniversityIntrodu

233、ction to CMMI-Staged V 1.1 Module 5-090103 - Page 160CMMIOrganizational Environment for Integration - ContextGuidelines for Leadership,Decision-makingContextOrganizationsShared Vision Establish an Integrated Work EnvironmentManage People for Integration Establish the Organizations Shared VisionProvi

234、de IPPD Infrastructure IntegratedWork Environment Identify IPPD-Unique Skill RequirementsGuidelines for Shared VisionBuildingOTIPPD Tactical and StrategicTraining Needs Establish Leadership Mechanisms Establish Incentives for Integration Establish Mechanisms to Balance Responsi- bilitiesGuidelines f

235、or EmpowermentProcess for Issue ResolutionTeam and IndividualRewardsOrganizational GuidelinesTeam andHome Organization 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 161CMMIMapping of Goals and PracticesGoalPracticeProvide IPPD InfrastructureManage Pe

236、ople for IntegrationEstablish the Organizations Shared VisionEstablish an Integrated Work EnvironmentIdentify IPPD-Unique Skill RequirementsEstablish Leadership MechanismsEstablish Incentives for IntegrationEstablish Mechanisms to Balance Team and Home Organization Responsibilities 2002-2003 by Carn

237、egie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 162CMMIGeneric Practice Elaboration ExampleGP 2.2: Plan the ProcessEstablish and maintain the plan for performing the organizational environment for integration process.Elaboration for Organizational Environment for Integ

238、rationThis plan for performing the organizational environment for integration process may be included in or referenced by the organizations process improvement plan, which is described in the Organizational Process Focus process area, or it may be documented in a separate plan that describes only th

239、e plan for the organizational environment for integration process. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 163CMMIOrganizational Environment for Integration- SummaryOrganizational Environment for Integration includesestablishing a shared vision

240、 for the organizationenabling collaboration and concurrent developmentidentifying unique skills to support IPPDestablishing leadership mechanisms and incentives for integrationestablishing guidelines to balance team and home responsibilities 2002-2003 by Carnegie Mellon UniversityIntroduction to CMM

241、I-Staged V 1.1 Module 5-090103 - Page 164CMMITopicsDefinitionOrganizational Environment for IntegrationIntegrated Project Management for IPPDIntegrated Teaming Process Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 165CMMIInt

242、egrated Project Management for IPPDPurpose:For Integrated Product and Process Development Integrated Project Management also covers the establishment of a shared vision for the project and a team structure for integrated teams that will carry out the objectives of the project. 2002-2003 by Carnegie

243、Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 166CMMIIntegrated Project Management - Specific Goals for IPPDSG 3: Use the Projects Shared Vision for IPPDThe project is conducted using the projects shared vision.SG 4: Organize Integrated Teams for IPPDThe integrated teams

244、needed to execute the project are identified, defined, structured, and tasked. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 167CMMIIPM (IPPD) Context 1 Use the Projects Defined ProcessCoordinate and Collaborate with Relevant StakeholdersStakeholders

245、ProductRequirements Defined Process Based on Project PlanContributions toOrganizations Process AssetsUse the Projects Shared Visionfor IPPDProjects Shared VisionStakeholdersPPOrganize Integrated Teamsfor IPPDIntegratedTeamsOEIRDIPPD Goals 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-S

246、taged V 1.1 Module 5-090103 - Page 168CMMIIntegrated Project Management for IPPD Context 2 Integrated Team Structure Responsibility & Requirements Allocation Org. Expectations, Constraints, ConditionsOrganize Integrated Teamsfor IPPDUse the ProjectsShared Visionfor IPPD Define Projects Shared- Visio

247、n Context Establish the Projects Shared VisionOEI Projects Shared Vision Communications StrategyEstablishIntegrated TeamsSelectedTeam Structure ExternalInterfacesRelevant StakeholdersProjectPlanningIntegratedTeamingDetermine Integrated Team Structurefor theProjectDevelop aPrelim.Dist. of Req. to Int

248、egrated Teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 169CMMIMapping of Goals and Practices for IPPD Specific GoalsUse the Projects Shared Vision for IPPDPracticeDefine the Projects Shared Vision ContextEstablish the Projects Shared VisionOrgan

249、ize Integrated Teams for IPPDDetermine Integrated Team Structure for the ProjectDevelop Preliminary Distribution of Requirements to Integrated TeamsEstablish Integrated Teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 170CMMIGeneric Practice Elabo

250、ration ExampleGP 2.1: Establish an Organizational PolicyEstablish and maintain an organizational policy for planning and performing the integrated project management process.Elaboration for Integrated Project Management This policy establishes organizational expectations for using the projects defin

251、ed process and coordinating and collaborating with relevant stakeholders. Discipline Amplification for Integrated Product and Process DevelopmentThis policy also establishes organizational expectations for using Integrated Product and Process Development concepts for carrying out the objectives of t

252、he organization. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 171CMMIIntegrated Project Management for IPPD - SummaryIntegrated Project Management for IPPD includesdefining and establishing a shared vision for the projectdetermining the integrated t

253、eam structuredistributing requirements, responsibilities, authorities, tasks, and interfaces to teamsestablishing the integrated teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 172CMMITopicsDefinitionOrganizational Environment for IntegrationInte

254、grated Project Management for IPPDIntegrated Teaming Process Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 173CMMIIntegrated TeamingPurpose:Form and sustain an integrated team for the development of work products. 2002-2003

255、by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 174CMMIIntegrated Teaming Specific GoalsSG 1: Establish Team CompositionA team composition that provides the knowledge and skills required to deliver the teams product is established and maintained.SG 2: Govern Tea

256、m OperationOperation of the integrated team is governed according to established principles. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 175CMMIIntegrated Teaming Context 1Establish TeamCompositionGovern TeamOperationRelevantStakeholdersSponsorsObj

257、ectivesAssignedProductRequirementsIntegratedTeamMembershipListOEIPPIPM 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 176CMMIIntegrated Teaming Context 2 Identify Team TasksEstablish Team CompositionTaskDescriptions Identify NeededKnowledge and Skills

258、Functions, Skills,& Expertise Lists Assign Appropriate Team MembersIntegratedTeamMembership ListRelevant StakeholdersSponsorsObjectivesProductRequirementsIPMPP 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 177CMMIIntegrated Teaming Context 3 Establis

259、h TeamCompositionGovern TeamOperationRelevantStakeholdersSponsorsObjectivesAssignedProductRequirementsIntegratedTeamMembershipListOEIPPIPM 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 178CMMIIntegrated Teaming Context 4 Govern Team Operation Establi

260、sh a Shared VisionTeamCharter Establish a Team CharterAssignments,and Respon-sibilities Define Roles and Respon- sibilitiesGround Rulesand Procedures Establish Operating Procedures Collaborate Among Interfacing TeamsPlans and CommitmentsDocumentedTeamShared VisionOrganizationand ProjectShared Vision

261、sOEI 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 179CMMIMapping of Goals and PracticesGoalPracticeEstablish Team CompositionGovern Team OperationIdentify Team TasksIdentify Needed Knowledge and SkillsAssign Appropriate Team MembersEstablish a Share

262、d VisionEstablish a Team CharterDefine Roles and ResponsibilitiesEstablish Operating ProceduresCollaborate Among Interfacing Teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 180CMMIGeneric Practice Elaboration ExampleGP 2.7: Identify and Involve R

263、elevant StakeholdersIdentify and involve the relevant stakeholders of the integrated teaming process as planned.Elaboration for Integrated TeamingExamples of activities for stakeholder involvement include the following: establishing and maintaining the teams shared vision establishing and maintainin

264、g the teams charter establishing and maintaining the teams operating procedures collaborating with interfacing teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 181CMMIIntegrated Teaming - SummaryIntegrated Teaming includesidentifying and defining

265、the integrated teams internal tasks to generate the expected outputidentifying needed knowledge and skillsassigning appropriate personnel to teamsestablishing the teams shared visionestablishing a team charterdefining team roles and responsibilitiesestablishing team operating proceduresestablishing

266、collaboration among interfacing teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 182CMMITopicsDefinitionOrganizational Environment for IntegrationIntegrated Project Management for IPPDIntegrated Teaming Process Area RelationshipsSummary 2002-2003

267、by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 183CMMIAdvanced Project Management PAs Basic Project Management process areasRSKMRisk statusRisk mitigation plansCorrective actionRisk taxonomies& parametersRisk exposure due to unstable processesIdentified risksIT

268、Integrated work environment and people practices Process Performance objectives, baselines, modelsQPMOrganizations standard processes and supporting assetsIPM forIPPDProjectsdefinedprocessStatistical Mgmt DataProcess Managementprocess areasQuantitative objectivesSubprocesses to statistically manageE

269、ngineering and Supportprocess areasCoordination,commitments,issues to resolveMonitoring data as part of supplier agreementConfiguration management, verification, and integration dataISMProject performance data Integrated team management for performing engineering processesShared vision and integrate

270、d team structure for the projectCoordination and collaboration among project stakeholdersLessons Learned,Planning and Performance DataProjectsdefinedprocessProduct architecture for structuring teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 184CM

271、MIAdvanced Support PAs DARAll process areasCARDefects and other problemsSelected issuesProcessimprovementproposalsStructured decisionsProcess Management Process AreasProjectManagement Process AreasOEIIntegrated workenvironment and people practicesIPPD knowledgeand skillneedsAbility to developand dep

272、loy IPPDprocesses andsupportingassetsOrganizationIPPD Infrastructure 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 185CMMITopicsDefinitionOrganizational Environment for IntegrationIntegrated Project Management for IPPDIntegrated Teaming Process Area

273、RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 186CMMISummary 1Organizational Environment for Integration includes establishing a shared vision for the organization; enabling collaboration and concurrent development; identifying u

274、nique skills to support IPPD; establishing leadership mechanisms and incentives for integration; and establishing guidelines to balance team and home responsibilities.Integrated Project Management for IPPD includes determining and establishing a shared vision for the project; determining the integra

275、ted team structure; distributing requirements, responsibilities, authorities, tasks, and interfaces to teams; and establishing the integrated teams. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 187CMMISummary 2Integrated Teaming includes identifying

276、 and defining the integrated teams internal tasks to generate the expected output; identifying needed knowledge and skills; assigning appropriate personnel to teams; establishing the teams shared vision; establishing a team charter; defining team roles and responsibilities; establishing team operati

277、ng procedures; and establishing collaboration among interfacing teams.Pittsburgh, PA 15213-3890Introduction to CMMI-Staged V 1.1 Module 5-090103 - Page 188CMMISponsored by the U.S. Department of Defense 2002-2003 by Carnegie Mellon UniversityThis material is approved for public release. Distribution

278、 is limited by the Software Engineering Institute to attendees.Maturity Level 4:Quantitatively ManagedModule 7SMCMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. Capability Maturity Model, Capability Maturity Modeling, CMM, and CMMI are registered in the U.S. Patent

279、 and Trademark Office by Carnegie Mellon University. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 189CMMIObjectivesThis module will enable the student tointroduce concepts relating to structural elements of CMMI modelsillustrate organizational behav

280、ior characteristics of each maturity levelintroduce process area purpose, goals, context, and elaborations Participants will practice the following skill:identify how the practices of a process area would be performed as quantitatively managed processes 2002-2003 by Carnegie Mellon UniversityIntrodu

281、ction to CMMI-Staged V 1.1 Module 5-090103 - Page 190CMMITopicsMaturity Level 4The Maturity Level 4 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 191CMMIThe Maturity Levels Process unpredictable, poorly

282、controlled, and reactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on processimprovementOptimizingDefinedQuantitatively ManagedInitialOptimizingDefinedManaged1 24 5 3 2002-2003 by Carnegie Mel

283、lon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 192CMMIEstablishing a Foundation for Maturity Level 4Maturity levels 2 and 3 build a foundation necessary for quantitative management. This foundation includesdefined processes, which -achieve consistency across the organization-

284、provide a qualitative understanding of sub-processes and their relationshipscommon measures to accumulate meaningful data across the organization 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 193CMMIMoving from Maturity Level 3 to Maturity Level 4At

285、maturity level 3, measures are collected and analyzed to understand and manage activities and results.Threshold limits are set, but not using statistical and other quantitative methods.Exceeding threshold limits triggers actions. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1

286、.1 Module 5-090103 - Page 194CMMIAt Maturity Level 4, Processes Are Quantitatively ManagedThe behavior of the process is predictable and quantitatively understood.A quantitative basis exists for decisions to achieve established product quality, service quality, and process-performance goals.InOut 20

287、02-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 195CMMIAt Maturity Level 4Statistical and other quantitative methods are used, at the organizational and project levels, tounderstand past process performance, past product quality, and past service quality

288、predict future process performance, future product quality, and future service quality 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 196CMMIWhat Is Maturity Level 4 All About?Projects use measurable objectives to meet the needs of the customers, end-

289、users, and the organization.Managers and engineers use the data with statistical and other quantitative techniques in managing the processes and results. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 197CMMIAddressing Special Causes of Process Variat

290、ionApply the principles of statistical process control (address special causes of process variation).Indicates a problemControl chart 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 198CMMIWhy Is Early Consideration of Maturity Level 4 Important?Measur

291、ements needed for maturity level 4 analyses may (or may not) be different from measurements needed for maturity level 3 analyses. Maturity level 4 analyses require a history of measurement data.Delaying consideration of maturity level 4 measurement needs willimpact the existing measurement programde

292、lay maturity level 4 analysis after maturity level 3 is achieved 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 199CMMITopicsMaturity Level 4The Maturity Level 4 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityInt

293、roduction to CMMI-Staged V 1.1 Module 5-090103 - Page 200CMMIProcess Areas for Maturity Level 4 DefinedOptimizingInitialManagedQuantitativelyManagedOrganizational Process PerformanceQuantitative Project Management 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-0901

294、03 - Page 201CMMIOrganizational Process PerformancePurpose:Establish and maintain a quantitative understanding of the performance of the organizations set of standard processes in support of quality and process-performance objectives, and to provide the process- performance data, baselines, and mode

295、ls to quantitatively manage the organizations projects. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 202CMMIOrganizational Process Performance - Specific GoalsSG 1: Establish Performance Baselines and ModelsBaselines and models that characterize the

296、 expected process performance of the organizations set of standard processes are established and maintained. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 203CMMIOrganizational Process Performance - Context SelectProcessesEstablishProcessPerformanceM

297、odelsEstablishQuality andProcess- PerformanceObjectivesEstablish Process PerformanceMeasuresSelected Subprocesses from Org. Std. ProcessesOrganizational Process Performance Baselines Process Performance ModelsEstablishProcessPerformanceBaselinesOrganizations Quality and Process-Performance Objective

298、sEstablish Performance Baselines and ModelsMAQPMOrganizations Set ofStandard Processes 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 204CMMIMapping of Goals and Practices Specific GoalEstablish Performance Baselines and ModelsSpecific PracticeSelect

299、ProcessesEstablish Process Performance MeasuresEstablish Quality and Process- Performance ObjectivesEstablish Process Performance BaselinesEstablish Process Performance Models 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 205CMMIGeneric Practice Elab

300、oration ExampleGP 2.5: Train PeopleTrain the people performing or supporting the organizational process performance process as needed.Elaboration for Organizational Process PerformanceExamples of training topics include the following: process and process-improvement modeling quantitative and statist

301、ical methods (e.g., estimating models, Pareto analysis, and control charts) 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 206CMMIOrganizational Process Performance - SummaryOrganizational Process Performance includesselecting processes to include in

302、performance analysisestablishing measures to use in process performance analysisestablishing quantitative objectives for quality and process performanceestablishing process performance baselines and models 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Pag

303、e 207CMMIProcess Areas for Maturity Level 4 DefinedOptimizingInitialManagedQuantitativelyManagedOrganizational Process PerformanceQuantitative Project Management 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 208CMMIQuantitative Project ManagementPurp

304、ose:Quantitatively manage the projects defined process to achieve the projects established quality and process-performance objectives. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 209CMMIQuantitative Project Management - Specific GoalsSG 1: Quantita

305、tively Manage the ProjectThe project is quantitatively managed using quality and process-performance objectives.SG 2: Statistically Manage Subprocess PerformanceThe performance of selected subprocesses within the projects defined process is statistically managed. 2002-2003 by Carnegie Mellon Univers

306、ityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 210CMMIEstablishProjectsObjectivesCompose the Defined ProcessProjects Quality and Process-Performance ObjectivesRemedial ActionsQuantitative Project Management - ContextOPPSelect theSubprocessesthat Will Be StatisticallyManagedQuantitativel

307、y Manage the ProjectManageProjectPerformancePredictions ofQuality andProcess PerformanceSelectedSubprocessesOrganizationsMeasurementRepositoryStatistically Manage Subprocess PerformanceRecordStatisticalManagementDataMonitorPerformance of the SelectedSub-processesApplyStatisticalMethods toUnderstandV

308、ariationSelectMeasures and AnalyticTechniquesSubprocessCapabilityIPMMA 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 211CMMIMapping of Goals and Practices Specific GoalQuantitatively Manage the ProjectSpecific PracticeEstablish the Projects Objective

309、sCompose the Defined ProcessSelect the Subprocesses that Will Be Statistically Managed Manage Project PerformanceStatistically Manage SubprocessPerformanceSelect Measures and Analytic TechniquesApply Statistical Methods to Understand VariationMonitor Performance of the Selected SubprocessesRecord St

310、atistical Management Data 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 212CMMIGeneric Practice Elaboration ExampleGP 2.5: Train PeopleTrain the people performing or supporting the quantitative project management process as needed.Elaboration for Qua

311、ntitative Project ManagementExamples of training topics include the following: process modeling and analysis process measurement data selection, definition, and collection 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 213CMMIQuantitative Project Mana

312、gement - SummaryQuantitative Project Management includesestablishing the projects objectivescomposing the defined process selecting subprocesses to be statistically managedmanaging project performance against objectivesselecting and applying analytical techniques to understand variationmonitoring su

313、bprocess performancerecording statistical data in the organizations measurement repository 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 214CMMITopicsMaturity Level 4The Maturity Level 4 Process AreasProcess Area RelationshipsSummary 2002-2003 by Car

314、negie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 215CMMIAdvanced Process Management PAs Senior ManagementOPPProgress towardachieving businessobjectivesOID Quality and process performance objectives, measures, baselines, modelsCost and benefitdata from pilotedimprovemen

315、ts Quality and processperformance objectives, measures, baselines, models Process performanceand capability dataBasic Set of Process Managementprocess areasAbility to developand deploy processand supporting assetsOrganizationImprovements Common measuresProject Management,Support, and Engineering pro

316、cess areas 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 216CMMIAdvanced Project Management PAs Basic Project Management process areasRSKMRisk statusRisk mitigation plansCorrective actionRisk taxonomies& parametersRisk exposure due to unstable proces

317、sesIdentified risksITIntegrated work environment and people practices Process Performance objectives, baselines, modelsQPMOrganizations standard processes and supporting assetsIPM forIPPDProjectsdefinedprocessStatistical Mgmt DataProcess Managementprocess areasQuantitative objectivesSubprocesses to

318、statistically manageEngineering and Supportprocess areasCoordination,commitments,issues to resolveMonitoring data as part of supplier agreementConfiguration management, verification, and integration dataISMProject performance data Integrated team management for performing engineering processesShared

319、 vision and integrated team structure for the projectCoordination and collaboration among project stakeholdersLessons Learned,Planning and Performance DataProjectsdefinedprocessProduct architecture for structuring teams 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module

320、5-090103 - Page 217CMMIExercisePlease follow the instructions for the exercise. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 218CMMITopicsMaturity Level 4The Maturity Level 4 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mello

321、n UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 219CMMISummaryOrganizational Process Performance includes selecting processes to include in performance analysis; establishing measures to use in process performance analysis; establishing quantitative objectives for quality and pr

322、ocess performance; and establishing process performance baselines and models.Quantitative Project Management includes establishing the projects objectives; composing the defined process; selecting subprocesses to be statistically managed; managing project performance against objectives; selecting an

323、d applying analytical techniques to understand variation; monitoring subprocess performance; and recording statistical data in the organizations measurement repository.Pittsburgh, PA 15213-3890Introduction to CMMI-Staged V 1.1 Module 5-090103 - Page 220CMMISponsored by the U.S. Department of Defense

324、 2002-2003 by Carnegie Mellon UniversityThis material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees.Maturity Level 5:OptimizingModule 8SMCMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. Capability Maturit

325、y Model, Capability Maturity Modeling, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 221CMMIObjectivesThis module will enable the student tointroduce

326、concepts relating to structural elements of maturity level 5 Pas illustrate organizational behaviors characteristic of maturity level 5introduce process area purpose, goals, context, and elaborations for maturity level 5 PAs 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Mo

327、dule 5-090103 - Page 222CMMITopicsMaturity Level 5The Maturity Level 5 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 223CMMIThe Maturity Levels Process unpredictable, poorly controlled, and reactiveProce

328、ss characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on processimprovement1 234 5 OptimizingQuantitatively ManagedDefinedInitialOptimizingDefinedManaged 2002-2003 by Carnegie Mellon UniversityIntroduction to

329、 CMMI-Staged V 1.1 Module 5-090103 - Page 224CMMIMoving from Maturity Level 4 to Maturity Level 5 1At Maturity level 4analyses are concerned with addressing special causes of process variationmeasurements are analyzed quantitatively to establish objectives and requirements for product quality, servi

330、ce quality, and process performance 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 225CMMIMoving from Maturity Level 4 to Maturity Level 5 2At Maturity level 5analyses are concerned with addressing common causes of process variationmeasurements are us

331、ed to -select improvements and innovations-estimate the costs and benefits of the improvements and innovations-measure the actual cost and benefits of the improvements and innovations 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 226CMMIUnderstanding

332、 Maturity Level 5, the Optimizing Maturity Level 1Both the projects defined processes and the organizations set of standard processes are targets of the improvement activities. Quantitative process-improvement objectives for the organization are established and continually revised to reflect changin

333、g business objectives. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 227CMMIUnderstanding Maturity Level 5,the Optimizing Maturity Level 2Incremental and innovative improvements that measurably increase process capabilities are identified, evaluated,

334、 and deployed. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 228CMMIUnderstanding Maturity Level 5,the Optimizing Maturity Level 3 Continual and measurable process improvement(while managing process stability) is a way of life. InOut 2002-2003 by Car

335、negie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 229CMMIContinual Improvement Focus New zone ofquality controlQualityImprovementOriginal zone ofquality controlChronic wasteCapability control chart QualityimprovementNew zone ofquality controlLess chronic wasteContinual

336、improvement means measurably improving process capability in a controlled fashion. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 230CMMITopicsMaturity Level 5The Maturity Level 5 Process AreasProcess Area Relationships Summary 2002-2003 by Carnegie M

337、ellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 231CMMIProcess Areas for Level 5 Organizational Innovation and DeploymentCausal Analysis and ResolutionDefinedOptimizingInitialManagedQuantitativelyManaged 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.

338、1 Module 5-090103 - Page 232CMMIOrganizational Innovation and DeploymentPurpose:Select and deploy incremental and innovative improvements that measurably improve the organizations processes and technologies. The improvements support the organizations quality and process-performance objectives as der

339、ived from the organizations business objectives. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 233CMMIOrganizational Innovation and Deployment - Specific GoalsSG 1: Select ImprovementsProcess and technology improvements that contribute to meeting qua

340、lity and process- performance objectives are selected.SG 2: Deploy ImprovementsMeasurable improvements to the organizations processes and technologies are continually and systematically deployed. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 234CMMIO

341、rganizational Innovation and Deployment - ContextCollectand AnalyzeImprovementProposalsCandidate Innovative Improvements PilotImprovements Pilot Evaluation ReportsLessons LearnedSelect Improvementsfor DeploymentManage theDeploymentMeasureImprovementEffectsPlan theDeploymentDeploy ImprovementsSelect

342、ImprovementsIdentify and AnalyzeInnovationsProcess and Technology Improvement ProposalsDeployment PlanUpdated Training MaterialsMeasurement ResultsMAOPFUpdated Processes 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 235CMMIMapping of Goals and Practi

343、ces Specific GoalSelect ImprovementsSpecific PracticeCollect and Analyze Improvement ProposalsIdentify and Analyze InnovationsPilot ImprovementsSelect Improvements for DeploymentDeploy Improvements Plan the Deployment Manage the Deployment Measure Improvement Effects 2002-2003 by Carnegie Mellon Uni

344、versityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 236CMMIGeneric Practice Elaboration ExampleGP 2.6: Manage ConfigurationsPlace designated work products of the organizational innovation and deployment process under appropriate levels of configuration management.Elaboration for Organiza

345、tional Innovation and DeploymentExamples of work products placed under configuration management include the following: documented lessons learned from pilots revised process- and technology-improvement measures, objectives, priorities, and deployment plans updated training material 2002-2003 by Carn

346、egie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 237CMMIOrganizational Innovation and Deployment - SummaryOrganizational Innovation and Deployment involvescollecting and analyzing innovative technology improvement proposalspiloting and selecting improvements for deploym

347、ent planning and managing the deployment of improvementsmeasuring the effects of deployed processes and technology improvements 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 238CMMIProcess Areas for Maturity Level 5 Organizational Innovation and Depl

348、oymentCausal Analysis and ResolutionDefinedOptimizingInitialManagedQuantitativelyManaged 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 239CMMICausal Analysis and ResolutionPurpose:Identify causes of defects and other problems and take action to preve

349、nt them from occurring in the future. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 240CMMICausal Analysis and Resolution - Specific GoalsSG 1: Determine Causes of DefectsRoot causes of defects and other problems are systematically determined.SG 2: A

350、ddress Causes of DefectsRoot causes of defects and other problems are systematically addressed to prevent their future occurrence. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 241CMMICausal Analysis and Resolution - ContextSelect Defect Data for Ana

351、lysisAnalyzeCausesImplementthe ActionProposalsEvaluate the Effect of ChangesRecordDataSelected Action Proposals &Improvement ProposalsCAR RecordsPerformanceMeasuresDetermineCauses of DefectsAddress Causesof DefectsQPMDefects and ProblemsAction ProposalsOID 2002-2003 by Carnegie Mellon UniversityIntr

352、oduction to CMMI-Staged V 1.1 Module 5-090103 - Page 242CMMIMapping of Goals and Practices Specific GoalDetermine Causes of DefectsSpecific PracticeSelect Defect Data for AnalysisAnalyze CausesAddress Causes of Defects Implement the Action Proposals Evaluate the Effect of Changes Record Data 2002-20

353、03 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 243CMMIGeneric Practice Elaboration ExampleGP 2.7: Identify and Involve Relevant StakeholdersIdentify and involve the relevant stakeholders of the causal analysis and resolution process as planned.Elaboration fo

354、r Causal Analysis and ResolutionExamples of activities for stakeholder involvement include the following: conducting causal analysis assessing the action proposals 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 244CMMICausal Analysis and Resolution -

355、SummaryCausal Analysis and Resolution includesSelecting defect data for analysisAnalyzing causes of defectsImplementing action proposalsEvaluating effects of changesRecording data 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 245CMMITopicsMaturity Le

356、vel 5The Maturity Level 5 Process AreasProcess Area Relationships Summary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 246CMMIAdvanced Process Management PAs Senior ManagementOPPProgress towardachieving businessobjectivesOID Quality and process perf

357、ormance objectives, measures, baselines, modelsCost and benefitdata from pilotedimprovements Quality and processperformance objectives, measures, baselines, models Process performanceand capability dataBasic Set of Process Managementprocess areasAbility to developand deploy processand supporting ass

358、etsOrganizationImprovements Common measuresProject Management,Support, and Engineering process areas 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 247CMMIAdvanced Support PAs DARAll process areasCARDefects and other problemsSelected issuesProcessimpr

359、ovementproposalsStructured decisionsProcess Management Process AreasProjectManagement Process AreasOEIIntegrated workenvironment and people practicesIPPD knowledgeand skillneedsAbility to developand deploy IPPDprocesses andsupportingassetsOrganizationIPPD Infrastructure 2002-2003 by Carnegie Mellon

360、UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 248CMMITopicsMaturity Level 5The Maturity Level 5 Process AreasProcess Area RelationshipsSummary 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 249CMMISummary 1Benefits of a maturity l

361、evel 5 organizationOptimizing processes are agile and innovative and depend on the participation of an empowered workforce aligned with the business values and objectives of the organization. The organizations ability to rapidly respond to changes and opportunities is enhanced by finding ways to acc

362、elerate and share learning. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 250CMMISummary 2Benefits of a maturity level 5 organizationImprovement of the process is inherently part of everybodys role in the process, resulting in a cycle of continual im

363、provement. -Many mature organizations use the guideline of 70-80% participation in process-improvement activities at any given time. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 251CMMISummary 3Organizational Innovation and Deployment involves colle

364、cting and analyzing innovative technology improvement proposals; piloting and selecting improvements for deployment; planning and managing the deployment of improvements; measuring the effects of deployed processes and technology improvements.Causal Analysis and Resolution includes selecting defect

365、data for analysis; analyzing causes of defects; implementing action proposals; evaluating effects of changes; and recording data.Pittsburgh, PA 15213-3890Introduction to CMMI-Staged V 1.1 Module 5-090103 - Page 252CMMISponsored by the U.S. Department of Defense 2002-2003 by Carnegie Mellon Universit

366、yThis material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees.SummaryModule 9SMCMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. Capability Maturity Model, Capability Maturity Modeling, CMM, and CMMI are re

367、gistered in the U.S. Patent and Trademark Office by Carnegie Mellon University. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 253CMMIObjectivesBy the end of this module, you willreview material covered in the course 2002-2003 by Carnegie Mellon Unive

368、rsityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 254CMMITopicsEstablishing the FoundationWe Hope You Walk Away withRevisit Course ExpectationsCourse Evaluation 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 255CMMIEstablishing the Foundat

369、ion This course provided the following context for understanding CMMI models:information about the history of CMMIfundamentals of model-based process improvementbenefits of process improvementinterpretation of CMMI in the context of how it may be implemented in an organization 2002-2003 by Carnegie

370、Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 256CMMIHow CMMI Helps YouCMMI provides guidance for improving your organizations processes and your ability to manage the development, acquisition, and maintenance of products or services.CMMI places proven approaches into a s

371、tructure that helps your organizationappraise its organizational maturity or process area capabilityestablish priorities for improvementimplement these improvements 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 257CMMIThe IDEALSM Model SM IDEAL is a

372、service mark of Carnegie Mellon University. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 258CMMIUsing CMMI Models with the IDEAL Model 1 Initiating phaseCMMI models can assist an organization in understanding how to build sponsorship and in developi

373、ng the infrastructure for improvement.Diagnosing phaseThe Standard CMMI Appraisal Methodology for Process Improvement (SCAMPISM) provides a yardstick for appraising processes based on CMMI. SM SCAMPI is a service mark of Carnegie Mellon University. 2002-2003 by Carnegie Mellon UniversityIntroduction

374、 to CMMI-Staged V 1.1 Module 5-090103 - Page 259CMMIUsing CMMI Models with the IDEAL Model 2 Establishing phaseCMMI process areas focus the process improvement teams.Acting phase CMMI models provide guidance for defining or improving processes.Learning phaseLessons learned are documented and are the

375、 basis for revision of an organizational approach. 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 260CMMITopicsEstablishing the FoundationWe Hope You Walk Away withRevisit Course ExpectationsCourse Evaluation 2002-2003 by Carnegie Mellon UniversityInt

376、roduction to CMMI-Staged V 1.1 Module 5-090103 - Page 261CMMIWe Hope You Walk Away with. . . An overview of the CMMI Product SuiteThe ability to locate and begin to apply relevant information in the model to your organizationAwareness of the components of CMMI models and how they may be applied to y

377、our organizationA reinforcement of key concepts about model structure and function, and important model relationshipsAwareness of behavioral characteristics associated with each maturity level 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 262CMMIThe

378、Maturity Levels Process unpredictable, poorly controlled, andreactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on processimprovement1 234 5 OptimizingDefinedQuantitativelyManagedInitialManage

379、dOptimizingDefined 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 263CMMIOrganizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing4 Quantitatively Managed3 Defined2 ManagedContinuousProcess ImprovementQuantitativeManagementPro

380、cessStandardizationBasicProjectManagementOrganizational Process PerformanceQuantitative Project Management Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project Manage

381、ment Risk ManagementIntegrated TeamingIntegrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationRequirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality Assuran

382、ceConfiguration ManagementQualityProductivityRiskRework1 InitialProcess AreasLevelFocus 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 264CMMIStructure of the CMMI Staged RepresentationCommitmentto PerformMaturity LevelsGenericPracticesGenericGoalsPro

383、cess Area 2Common FeaturesProcess Area 1Process Area nAbilityto PerformDirectingImplementationVerifyingImplementationSpecificGoalsSpecificPractices 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 265CMMITopicsEstablishing the FoundationWe Hope You Walk

384、 Away withRevisit Course ExpectationsCourse Evaluation 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 266CMMIRevisit Course ExpectationsDiscussion: Were your expectations met? 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Mo

385、dule 5-090103 - Page 267CMMITopicsEstablishing the FoundationWe Hope You Walk Away withRevisit Course ExpectationsCourse Evaluation 2002-2003 by Carnegie Mellon UniversityIntroduction to CMMI-Staged V 1.1 Module 5-090103 - Page 268CMMICourse EvaluationPlease fill out a course evaluation form and return it to one of the instructors.Thank you for your participation.