The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing. The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model. The workshop will help the participants to: Understand the CMMI framework Understand the detailed requirements of the process areas in the CMMI V1.3 Make valid judgments regarding the organization's implementation of process areas Identify issues that should be addressed in performing process improvements using the CMMI V1.3

1. Sherif Salah, MBA

2. Module 4 – Maturity Level 4

3. Page  3
CMMI-Dev V1.3 Levels of Maturity Overview
Level Focus Process Areas Including IPPD Productivity
Productivity
Organizational Performance Management Quality
Causal Analysis and Resolution 5 Optimizing
4 Quantitatively
Managed
3 Defined
2 Managed
Continuous
Process
Improvement
Quantitative
Management
Process
Standardization
Basic
Project
Management
Organizational Process Performance
Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management
Risk Management
Decision Analysis and Resolution
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Risk
Rework
1 Initial
Quality
Quantitatively Managed,
eliminating special causes
of variation

4. Page  4
Organizational Process Performance
Purpose: to establish and maintain a quantitative understanding of the
performance of selected processes in the organization’s set of standard
processes in support of achieving quality and process performance
objectives, and to provide process performance data, baselines, and
models to quantitatively manage the organization’s work.

5. Page  5
From the Glossary
Quality and process performance objectives: Quantitative objectives and
requirements for product quality, service quality, and process performance.
Process performance: measure of results achieved by following a process.
Process performance baselines: A documented characterization of process
performance, which can include central tendency and variation.

6. Page  6
From the Glossary
Process performance: A measure of results achieved by following a process. Process
performance is characterized by both process measures (e.g., effort, cycle time, defect
removal efficiency) and product or service measures (e.g., reliability, defect density,
response time).
Process performance baseline: A documented characterization of process
performance, which can include central tendency and variation. A process performance
baseline can be used as a benchmark for comparing actual process performance against
expected process performance.
Process performance model: A description of relationships among the measurable
attributes of one or more processes or work products that is developed from historical
process performance data and is used to predict future performance..
Quality and process performance objectives: Quantitative objectives and
requirements for product quality, service quality, and process performance.

7. Organizational Performance Management - Activities
The Organizational Process Performance process area involves the following
activities:
Page  7
Establishing organizational quantitative quality and process
performance objectives based on business objectives
Selecting processes or sub-processes for process
performance analyses
Establishing definitions of the measures to be used in
process performance
Establishing process performance baselines and process
performance models

8. Organizational Performance Management - Need
When the organization has sufficient measures, data, and analytical techniques for
critical process, product, and service characteristics, it is able to do the following:
Page  8
Determine whether processes are behaving consistently or have
stable trends (i.e., are predictable)
Identify processes in which performance is within natural bounds that
are consistent across projects and could potentially be aggregated
Identify processes that show unusual (e.g., sporadic, unpredictable)
behaviour
Identify aspects of processes that can be improved in the
organization’s set of standard processes
Identify the implementation of

9. Organizational Process Performance - Specific Goals & Practices
Page  9
SG 1 Establish Performance Baselines and Models – “Baselines and models,
which characterize the expected process performance of the organization’s set
of standard processes, are established and maintained.”
SP 1.1 Establish Quality and Process Performance Objectives
SP 1.2 Select Processes
SP 1.3 Establish Process Performance Measures
SP 1.4 Analyse Process Performance and Establish Process Performance Baselines
SP 1.5 Establish Process Performance Models

10. SP 1.1 Establish Quality and Process Performance Objectives
Establish and maintain the organization’s quantitative objectives for quality and
process performance, which are traceable to business objectives.
Sub-practices:
1. Review the organization’s business objectives related to quality and process performance.
2. Define the organization’s quantitative objectives for quality and process performance.
3. Define the priorities of the organization’s objectives for quality and process performance.
4. Review, negotiate, and obtain commitment to the organization’s quality and process
performance objectives and their priorities from relevant stakeholders.
5. Revise the organization’s quantitative objectives for quality and process performance as
necessary.
Page  10

11. Page  11
SP 1.2 Select Processes
Select processes or sub-processes in the organization’s set of standard
processes to be included in the organization’s process performance analyses
and maintain traceability to business objectives.
Sub-practices:
1. Establish the criteria to use when selecting sub-processes..
2. Select the sub-processes and document the rationale for their selection.
3. Establish and maintain traceability between the selected sub-processes, quality and process
performance objectives, and business objectives.
4. Revise the selection as necessary.

12. Page  12
SP 1.3 Establish Process Performance Measures
Establish and maintain definitions of measures to be included in the
organization’s process performance analyses.
Sub-practices:
1. Select measures that reflect appropriate attributes of the selected processes or sub-processes to
provide insight into the organization’s quality and process performance.
2. Establish operational definitions for the selected measures.
3. Incorporate selected measures into the organization’s set of common measures.
4. Revise the set of measures as necessary.

13. Page  13
SP 1.4 Establish Process Performance Measures
Analyse the performance of the selected processes, and establish and
maintain the process performance baselines.
Sub-practices:
1. Collect the selected measurements for the selected processes and sub-processes.
2. Analyse the collected measures to establish a distribution or range of results that characterize the
expected performance of selected processes or sub-processes when used on a project.
3. Establish and maintain the process performance baselines from collected measurements and analyses.
4. Review and get agreement with relevant stakeholders about the process performance baselines.
5. Make the process performance information available across the organization in the measurement
repository.
6. Compare the process performance baselines to associated quality and process performance objectives to
determine if those quality and process performance objectives are being achieved.
7. Revise the process performance baselines as necessary.

14. The processes that the process performance baselines can address include
the following:
Sequence of connected processes
Processes that cover the entire life of the project
Processes for developing individual work products
Page  14
Process Performance Measures - Applicability
There can be several process performance baselines to characterize
performance for subgroups of the organization.
Examples of criteria used to categorize subgroups include the following:
• Product line
• Line of business
• Application domain
• Complexity
• Team size
• Work product size
• Process elements from the organization’s set of standard processes

15. SP 1.5 Establish Process Performance Models
Establish and maintain process performance models for the
organization’s set of standard processes. and process performance
objectives.
Sub-practices:
1. Establish process performance models based on the organization’s set of standard
processes and process performance baselines.
2. Calibrate process performance models based on the past results and current needs.
3. Review process performance models and get agreement with relevant stakeholders.
4. Support the projects’ use of process performance models.
5. Revise process performance models as necessary
Page  15

16. Page  16
Process Performance Models - Usage
Process performance models are used as follows:
The organization uses them for estimating, analysing, and predicting the process
performance associated with processes in and changes to the organization’s set of
standard processes.
The organization uses them to assess the (potential) return on investment for
process improvement activities.
Projects use them for estimating, analysing, and predicting the process performance
of their defined processes.
Projects use them for selecting processes or sub-processes for use. Projects use
them for estimating progress toward achieving the project’s quality and process
performance objectives.

17. Page  17
Related Process Areas
Refer to the Measurement and Analysis process area for more information about specifying
measures, obtaining measurement data, and analysing measurement data.
Refer to the Organizational Performance Management process area for more information about
proactively managing the organization’s performance to meet its business objectives.
Refer to the Quantitative Project Management process area for more information
about quantitatively managing the project to achieve the project’s established quality
and process performance objectives.

18. Page  18
CMMI-Dev V1.3 Levels of Maturity Overview
Level Focus Process Areas Including IPPD Productivity
Productivity
Organizational Performance Management Quality
Causal Analysis and Resolution 5 Optimizing
4 Quantitatively
Managed
3 Defined
2 Managed
Continuous
Process
Improvement
Quantitative
Management
Process
Standardization
Basic
Project
Management
Organizational Process Performance
Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management
Risk Management
Decision Analysis and Resolution
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Risk
Rework
1 Initial
Quality
Quantitatively Managed,
eliminating special causes
of variation

19. Page  19
Quantitative Project Management
Purpose: to quantitatively manage the project to achieve the project’s established quality
and process performance objectives.
?

20. Quantitative Project Management - Activities
The Quantitative Project Management process area involves the following activities:
• Establishing and maintaining the project’s quality and process performance objectives
• Composing a defined process for the project to help to achieve the project's quality and
process performance objectives
• Selecting sub-processes and attributes critical to understanding performance and that help
to achieve the project’s quality and process performance objectives
• Selecting measures and analytic techniques to be used in quantitative management
• Monitoring the performance of selected sub-processes using statistical and other
quantitative techniques
• Managing the project using statistical and other quantitative techniques to determine
whether or not the project’s objectives for quality and process performance are being
satisfied
• Performing root cause analysis of selected issues to address deficiencies in achieving the
project’s quality and process performance objectives
Page  20

21. Quantitative Project Management - Application
Groups and functions that could benefit from using this process area include the
following:
• Quality assurance or quality control functions
• Process definition and improvement
• Internal research and development functions
• Risk identification and management functions
• Technology scouting functions
• Market research
• Customer satisfaction assessment
• Problem tracking and reporting
Page  21

22. Quantitative Project Management - Specific Goals & Practices
Page  22
SG 1 Prepare for Quantitative Management
SP 1.1 Establish the Project’s Objectives
SP 1.2 Compose the Defined Process
SP 1.3 Select Sub-processes and Attributes
SP 1.4 Select Measures and Analytic Techniques
SG 2 Quantitatively Manage the Project
SP 2.1 Monitor the Performance of Selected Sub-processes
SP 2.2 Manage Project Performance
SP 2.3 Perform Root Cause Analysis

23. Page  23
SP 1.1 Establish the Project’s Objectives
Establish and maintain the project’s quality and process performance objectives.
Sub-practices:
1. Review the organization's objectives for quality and process performance.
2. Identify the quality and process performance needs and priorities of the customer, suppliers, end users, and other
relevant stakeholders.
3. Define and document measurable quality and process performance objectives for the project.
4. Derive interim objectives to monitor progress toward achieving the project’s objectives.
5. Determine the risk of not achieving the project’s quality and process performance objectives.
6. Resolve conflicts among the project’s quality and process performance objectives (e.g., if one objective cannot be
achieved without compromising another).
7. Establish traceability to the project’s quality and process performance objectives from their sources.
8. Define and negotiate quality and process performance objectives for suppliers.
9. Revise the project’s quality and process performance objectives as necessary.

24. Page  24
Establish the Project’s Objectives - Activities
Activities involved in defining and documenting objectives for the project include
the following:
• Incorporating appropriate organizational quality and process performance objectives
• Writing objectives that reflect the quality and process performance needs and
priorities of the customer, end users, and other relevant stakeholders
• Determining how each objective will be achieved
• Reviewing the objectives to ensure they are sufficiently specific, measurable,
attainable, relevant, and time-bound

25. Page  25
Project’s Objectives - Sample
Examples of measurable quality attributes include the following:
• Mean time between failures
• Number and severity of defects in the released product
• Critical resource utilization
• Number and severity of customer complaints concerning the provided service

26. Page  26
Project’s Objectives – Conflict Resolution
Resolving conflicts involves the following activities:
• Setting relative priorities for objectives
• Considering alternative objectives in light of long-term business strategies as well as
short-term needs
• Involving the customer, end users, senior management, project management, and
other relevant stakeholders in trade-off decisions
• Revising objectives as necessary to reflect results of conflict resolution

27. Page  27
SP 1.2 Compose the Defined Process
Using statistical and other quantitative techniques, compose a defined process that
enables the project to achieve its quality and process performance objectives.
Sub-practices:
1. Establish the criteria to use in evaluating
process alternatives for the project.
2. Identify alternative processes and sub-processes
for the project.
3. Analyse the interaction of alternative sub-processes
to understand relationships
among the sub-processes, including their
attributes.
4. Evaluate alternative sub-processes
against the criteria.

28. Alternative Processes
Identifying alternatives can include one or more of the following:
• Analysing organizational process performance baselines to identify candidate sub-processes
Page  28
that would help achieve the project’s quality and process performance
objectives
• Identifying sub-processes from the organization’s set of standard processes as well as
tailored processes in the process asset library that can help to achieve the objectives
• Identifying processes from external sources (e.g., such as other organizations,
professional conferences, academic research)
• Adjusting the level or depth of intensity with which a sub-process is applied (as
described in further detail in a sub-practice that follows)

29. Page  29
Alternative Processes – Evaluation Criteria
Evaluation criteria can be based on the following:
• Quality and process performance objectives
• Availability of process performance data and the relevance of the
data to evaluating an alternative
• Familiarity with an alternative or with alternatives similar in
composition
• Existence of process performance models that can be used in
evaluating an alternative
• Product line standards
• Project lifecycle models
• Stakeholder requirements
• Laws and regulations

30. Page  30
SP 1.3 Select Sub-processes and Attributes
Select sub-processes and attributes critical to evaluating performance and that help to
achieve the project’s quality and process performance objectives. Select sub-processes
and attributes critical to evaluating performance and that help to achieve the project’s
quality and process performance objectives.
Sub-practices:
1. Analyse how sub-processes, their attributes, other factors, and project performance results relate to each
other.
2. Identify criteria to be used in selecting sub-processes that are key contributors to achieving the project’s
quality and process performance objectives.
3. Select sub-processes using the identified criteria.
4. Identify product and process attributes to be monitored.

31. Criteria used to select sub-processes include the following:
• There is a strong correlation with performance results that are addressed in the
project’s objectives.
• Stable performance of the sub-process is important.
• Poor sub-process performance is associated with major risks to the project.
• One or more attributes of the sub-process serve as key inputs to process performance
models used in the project.
• The sub-process will be executed frequently enough to provide sufficient data for
analysis.
Page  31
Sub-processes and Attributes - Selection

32. SP 1.4 Select Measures and Analytic Techniques
Select measures and analytic techniques to be used in quantitative management.
Sub-practices:
1. Identify common measures from the organizational process assets that support quantitative management.
2. Identify additional measures that may be needed to cover critical product and process attributes of the selected sub-processes.
3. Identify the measures to be used in managing sub-processes.
4. Specify the operational definitions of measures, their collection points in sub-processes, and how the integrity of
measures will be determined.
5. Analyse the relationship of identified measures to the project quality and process performance objectives and derive sub-process
Page  32
quality and process performance objectives that state targets (e.g., thresholds, ranges) to be met for each
measured attribute of each selected sub-process.
6. Identify the statistical and other quantitative techniques to be used in quantitative management.
7. Determine what process performance baselines and models may be needed to support identified analyses.
8. Instrument the organizational or project support environment to support collection, derivation, and analysis of measures.
9. Revise measures and statistical analysis techniques as necessary.

33. SP 2.1 Monitor the Performance of Selected Sub-processes
Monitor the performance of selected sub-processes using statistical and other
quantitative techniques.
Sub-practices:
1. Collect data, as defined by the selected measures, on the sub-processes as they execute.
2. Monitor the variation and stability of the selected sub-processes and address deficiencies. .
3. Monitor the capability and performance of the selected sub-processes and address deficiencies.
4. The intent of this sub-practice is to identify what actions to take to help the sub-process achieve its quality and process
performance objectives. Be sure that the sub-process performance is stable relative to the selected measures (previous
sub-practice) before comparing its capability to its quality and process performance objectives.
5. Establish and maintain the budget and schedule.
6. Establish corrective action criteria. .
Page  33

34. Page  34
Selecting Measures - Considerations
When selecting measures, keep the following considerations in mind:
Measures that aggregate data from multiple sources (e.g., different processes, input sources,
environments) or over time (e.g., at a phase level) can mask underlying problems, making problem
identification and resolution difficult.
For short-term projects, it may be necessary to aggregate data across similar instances of a process to
enable analysis of its process performance while continuing to use the un-aggregated data in support of
individual projects.
Selection should not be limited to progress or performance measures only. ―Analysis measures (e.g.,
inspection preparation rates, staff member skill levels, path coverage in testing) may provide better insight
into process performance.
Examples of graphical displays include the following:
• Scatterplots
• Histograms
• Box and whiskers plots
• Run charts
• Ishikawa diagrams

35. Page  35
Action Proposals - Examples
Actions that can be taken when the performance of a selected sub-process fails to
satisfy its objectives include the following:
• Improving the implementation of the existing sub-process to reduce its variation
or improve its performance (i.e., addressing common causes of variation)
• Identifying and implementing an alternative sub-process through identifying and
adopting new process elements, sub-processes, and technologies that may help
better align with objectives
• Identifying risks and risk mitigation strategies for each deficiency in sub-process
capability
• Renegotiating or re-deriving objectives for each selected attribute of a sub-process
so that they can be met by the sub-process

36. Page  36
SP 2.2 Manage Project Performance
Manage the project using statistical and other quantitative techniques to determine
whether or not the project’s objectives for quality and process performance will be
satisfied.
Sub-practices:
1. Periodically review the performance of sub-processes.
2. Monitor and analyse suppliers’ progress toward achieving their quality and process performance
objectives.
3. Periodically review and analyse actual results achieved against established interim objectives.
4. Use process performance models calibrated with project data to assess progress toward achieving the
project’s quality and process performance objectives.
5. Identify and manage risks associated with achieving the project’s quality and process performance
objectives.
6. Determine and implement actions needed to address deficiencies in achieving the project’s quality and
process performance objectives.

37. Page  37
SP 2.3 Perform Root Cause Analysis
Perform root cause analysis of selected issues to address deficiencies in achieving the
project’s quality and process performance objectives.
Sub-practices:
1. Perform root cause analysis, as appropriate, to diagnose process performance deficiencies.
2. Identify and analyse potential actions.
3. Implement selected actions.
4. Assess the impact of the actions on sub process performance. controlled. .

38. Page  38
Related Process Areas
Refer to the Causal Analysis and Resolution process area for more information about identifying causes of selected outcomes
and taking action to improve process performance.
Refer to the Integrated Project Management process area for more information about establishing the project’s defined process.
Refer to the Measurement and Analysis process area for more information about aligning measurement and analysis activities
and providing measurement results.
Refer to the Organizational Process Definition process area for more information about establishing organizational process
assets.
Refer to the Organizational Performance Management process area for more information about proactively managing the
organization’s performance to meet its business objectives.
Refer to the Organizational Process Performance process area for more information about establishing and maintaining a
quantitative understanding of the performance of selected processes in the organization’s set of standard processes in support of
achieving quality and process performance objectives, and providing process performance data, baselines, and models to
quantitatively manage the organization’s projects.
Refer to the Project Monitoring and Control process area for more information about providing an understanding of the project’s
progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.
Refer to the Supplier Agreement Management process area for more information about managing the acquisition of products and
services from suppliers

39. Module 5 – Maturity Level 5

40. Page  40
CMMI-Dev V1.3 Levels of Maturity Overview
Level Focus Process Areas Including IPPD Productivity
Productivity
Organizational Performance Management Quality
Causal Analysis and Resolution 5 Optimizing
4 Quantitatively
Managed
3 Defined
2 Managed
Continuous
Process
Improvement
Quantitative
Management
Process
Standardization
Basic
Project
Management
Organizational Process Performance
Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management
Risk Management
Decision Analysis and Resolution
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Risk
Rework
1 Initial
Quality
Improving, addressing common
causes of variation

41. Page  41
Organizational Performance Management
Purpose: to proactively manage the organization’s performance to meet
its business objectives.
Applicable only for organizations where projects are quantitatively
managed.

42. Page  42
Organizational Improvements
Organizational Improvements include the following:
Improved product quality (e.g., functionality, quality attributes)
Increased productivity
Increased process efficiency and effectiveness
Increased consistency in meeting budget and schedule
Decreased cycle time
Greater customer and end-user satisfaction
Shorter development or production time to change functionality, add
new features, or adapt to new technologies
Improved performance of a supply chain involving multiple suppliers
Improved use of resources across the organization

43. Page  43
From the Glossary
Quality and process performance objectives: Quantitative objectives and
requirements for product quality, service quality, and process performance.
Process performance: measure of results achieved by following a process. (See
also
process performance baseline: A documented characterization of process
performance, which can include central tendency and variation.

44. Page  44
Organizational Performance Management – Specific Goals
SG 1 Manage Business Performance
“The organization’s business performance is managed using statistical and other
quantitative techniques to understand process performance shortfalls, and to identify
areas for process improvement. ”
SG 2 Select Improvements
“Improvements are proactively identified, evaluated using statistical and other
quantitative techniques, and selected for deployment based on their contribution to
meeting quality and process performance objectives. ”
SG 3 Deploy Improvements
“Measurable improvements to the organization’s processes and technologies are
deployed and evaluated using statistical and other quantitative techniques.”

45. Organizational Performance Management– Specific Goals & Practices
Page  45
SG 1 Manage Business Performance
SP 1.1 Maintain Business Objectives
SP 1.2 Analyse Process Performance Data
SP 1.3 Identify Potential Areas for Improvement
SG 2 Select Improvements
SP 2.1 Elicit Suggested Improvements
SP 2.2 Analyse Suggested Improvements
SP 2.3 Validate Improvements
SP 2.4 Select and Implement Improvements for Deployment
SG 3 Deploy Improvements
SP 3.1 Plan the Deployment
SP 3.2 Manage the Deployment
SP 3.3 Evaluate Improvement Effects

46. Page  46
SP 1.1 Maintain Business Objectives
Maintain business objectives based on an understanding of business
strategies and actual performance results.
Sub-practices:
1. Evaluate business objectives periodically to ensure they are aligned with business strategies.
2. Compare business objectives with actual process performance results to ensure they are realistic.
3. Prioritize business objectives based on documented criteria, such as the ability to win new business, retain
existing clients, or accomplish other key business strategies.
4. Maintain quality and process performance objectives to address changes in business objectives.
5. Revise process performance measures to align with quality and process performance objectives.

47. Business Objectives - Ideal Characteristics
Page  47

48. Page  48
SP 1.2 Analyse Process Performance Data
Analyse process performance data to determine the organization’s
ability to meet identified business objectives.
Sub-practices:
1. Periodically compare quality and process performance objectives to current
process performance baselines to evaluate the ability of the organization to meet
its business objectives.
2. Identify shortfalls where the actual process performance is not satisfying the
business objectives.
3. Identify and analyse risks associated with not meeting business objectives.
4. Report results of the process performance and risk analyses to organizational
leadership.

49. Page  49
SP 1.3 Identify Potential Areas for Improvement
Identify potential areas for improvement that could contribute to meeting
business objectives.
Sub-practices:
1. Identify potential improvement areas based on the analysis of process performance shortfalls.
2. Document the rationale for the potential improvement areas, including references to applicable business
objectives and process performance data.
3. Document anticipated costs and benefits associated with addressing potential improvement areas.
4. Communicate the set of potential improvement areas for further evaluation, prioritization, and use.

50. Page  50
Typical Areas for Improvement
Examples of areas to consider for improvement include
.
Product technology
Process technology
Staffing and staff development
Team structures
Supplier selection and management
Other organizational infrastructures

51. Page  51
SP 2.1 Elicit Suggested Improvements
Elicit and categorize suggested improvements. to meeting quality and
process performance objectives.
Sub-practices:
1. Elicit suggested improvements.
2. Identify suggested improvements as incremental or
innovative.
3. Investigate innovative improvements that may
improve the organization's processes and
technologies.

52. Examples of incremental improvements include the following:
• Adding an item to a peer review checklist.
• Combining the technical review and management review for suppliers into a single review.
Introducing an incident workaround.
• Substituting a new component.
• Making minor updates to a tool.
Examples of innovative improvements typically include additions or major updates to the
following:
• Computer and related hardware products
• Transformational support tools
• New or redesigned workflows
• Processes or lifecycle models
• Interface standards Reusable components
• Management techniques and methodologies
• Quality improvement techniques and methodologies
• Development techniques and methodologies
Page  52
Incremental and Innovative Improvements

53. Page  53
Improvements - Sources
Examples of sources for improvements include the following:
1. Findings and recommendations from process appraisals
2. The organization’s quality and process performance objectives
3. Analysis of data about customer and end-user problems as well as customer and end
user satisfaction
4. Results of process and product benchmarking efforts
5. Measured effectiveness of process activities
6. Measured effectiveness of project work environments
7. Examples of improvements that were successfully adopted elsewhere
8. Feedback on previous improvements
9. Spontaneous ideas from managers and staff
10.Improvement proposals from Causal Analysis and Resolution processes resulting from
implemented actions with proven effectiveness
11.Analysis of technical performance measures
12.Analysis of data on defect causes
13.Analysis of project and organizational performance compared to quality and productivity
objectives

54. Page  54
SP 2.2 Analyse Suggested Improvements
Analyse suggested improvements for their possible impact on achieving the
organization’s quality and process performance objectives.
Sub-practices :
1. Analyse the costs and benefits of suggested improvements.
2. Identify potential barriers and risks to deploying each suggested improvement.
3. Estimate the cost, effort, and schedule required for implementing, verifying, and deploying each
suggested improvement.
4. Select suggested improvements for validation and possible implementation and deployment based on
the evaluations.
5. Document the evaluation results of each selected improvement suggestion in an improvement proposal.
6. Determine the detailed changes needed to implement the improvement and document them in the
improvement proposal.
7. Determine the validation method that will be used before broad-scale deployment of the change and
document it in the improvement proposal.
8. Document results of the selection process.

55. Criteria and Risks to Analyse Suggested Improvements
Criteria for evaluating costs and benefits include the following:
• Contribution toward meeting the organization’s quality and process performance
objectives
• Effect on mitigating identified project and organizational risks
• Ability to respond quickly to changes in project requirements, market situations, and the
business environment
• Effect on related processes and associated assets
• Cost of defining and collecting data that support the measurement and analysis of the
process and technology improvement
• Expected life span of the improvement
Page  55

56. Page  56
SP 2.3 Validate Improvements
Validate selected improvements.
Sub-practices:
1. Plan the validation.
2. Review and get relevant stakeholder agreement on validation plans.
3. Consult with and assist those who perform the validation.
4. Create a trial implementation, in accordance with the validation plan, for selected improvements to be
piloted.
5. Perform each validation in an environment that is similar to the environment present in a broad scale
deployment.
6. Track validation against validation plans.
7. Review and document the results of validation..

57. Page  57
SP 2.4 Select and Implement Improvements for Deployment
Select and implement improvements for deployment throughout the
organization based on an evaluation of costs, benefits, and other
factors.
Sub-practices:
1. Prioritize improvements for deployment.
2. Select improvements to be deployed.
3. Determine how to deploy each improvement.
4. Assist projects in tailoring the organization’s set of standard processes to meet their needs.
5. Maintain records of tailoring and implementing processes on the identified projects.
6. Update the organizational process assets.

58. Page  58
SP 3.1 Plan the Deployment
Establish and maintain plans for deploying selected improvements.
Sub-practices:
1. Determine how each improvement should be adjusted for deployment.
2. Identify strategies that address the potential barriers to deploying each improvement that were defined
in the improvement proposals.
3. Identify the target project population for deployment of the improvement.
4. Establish measures and objectives for determining the value of each improvement with respect to the
organization’s quality and process performance objectives.
5. Document the plans for deploying selected improvements.
6. Review and get agreement with relevant stakeholders on the plans for deploying selected
improvements.
7. Revise the plans for deploying selected improvements as necessary.

59. Page  59
SP 3.2 Manage the Deployment
Manage the deployment of selected improvements.
Sub-practices:
1. Monitor the deployment of improvements using deployment plans.
2. Coordinate the deployment of improvements across the organization. Monitor the deployment of
improvements using deployment plans. 2. Coordinate the deployment of improvements across the
organization..
3. Deploy improvements in a controlled and disciplined manner.
4. Coordinate the deployment of improvements into the projects’ defined processes as appropriate.
5. Provide consulting as appropriate to support deployment of improvements.
6. Provide updated training materials or develop communication packages to reflect improvements to
organizational process assets.
7. Confirm that the deployment of all improvements is completed in accordance with the deployment plan.
8. Document and review results of improvement deployment. action plans.

60. Page  60
SP 3.3 Evaluate Improvement Effects
Evaluate the effects of deployed improvements on quality and process
performance using statistical and other quantitative techniques..
Sub-practices:
1. Measure the results of each improvement as implemented on the target projects, using
the measures defined in the deployment plans.
2. Measure and analyse progress toward achieving the organization’s quality and process
performance objectives using statistical and other quantitative techniques and take
corrective action as needed.

61. Page  61
Typical Process Assets

62. Page  62
Related Process Areas
Refer to the Causal Analysis and Resolution process area for more information about identifying
causes of selected outcomes and taking action to improve process performance.
Refer to the Decision Analysis and Resolution process area for more information about analyzing
possible decisions using a formal evaluation process that evaluates identified alternatives
against established criteria.
Refer to the Measurement and Analysis process area for more information about aligning
measurement and analysis activities and providing measurement results.
Refer to the Organizational Process Focus process area for more information about planning,
implementing, and deploying organizational process improvements based on a thorough
understanding of current strengths and weaknesses of the organization’s processes and process
assets.
Refer to the Organizational Process Performance process area for more information about
establishing quality and process performance objectives and establishing process performance
baselines and models.
Refer to the Organizational Training process area for more information about providing
training

63. Page  63
CMMI-Dev V1.3 Levels of Maturity Overview
Level Focus Process Areas Including IPPD Productivity
Productivity
Organizational Performance Management Quality
Causal Analysis and Resolution 5 Optimizing
4 Quantitatively
Managed
3 Defined
2 Managed
Continuous
Process
Improvement
Quantitative
Management
Process
Standardization
Basic
Project
Management
Organizational Process Performance
Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management
Risk Management
Decision Analysis and Resolution
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Risk
Rework
1 Initial
Quality
Improving, addressing common
causes of variation

64. Page  64
Causal Analysis and Resolution
Purpose: to identify causes of selected outcomes and take action to
improve process performance.
Causal analysis and resolution improves quality and productivity by preventing
the introduction of defects or problems and by identifying and appropriately
incorporating the causes of superior process performance.

65. Causal Analysis and Resolution - Activities
The Causal Analysis and Resolution process area involves the following activities:
• Identifying and analysing causes of selected outcomes. The selected outcomes can
represent defects and problems that can be prevented from happening in the future or
successes that can be implemented in projects or the organization.
• Taking actions to complete the following:
Page  65
o Remove causes and prevent the recurrence of those types of defects and
problems in the future
o Proactively analyse data to identify potential problems and prevent them from
occurring
o Incorporate the causes of successes into the process to improve future process
performance

66. Causal Analysis and Resolution – Specific Goals & Practices
SG 1 Determine Causes of Selected Outcomes
SP 1.1 Select Outcomes for Analysis
SP 1.2 Analyse Causes
SG 2 Address Causes of Selected Outcomes
SP 2.1 Implement Action Proposals
SP 2.2 Evaluate the Effect of Implemented Actions
SP 2.3 Record Causal Analysis Data
Page  66

67. Page  67
SP 1.1 Select Outcome for Analysis
Sub-practices:
1. Gather relevant data.
2. Determine which outcomes to analyse further.
3. Formally define the scope of the analysis, including a clear definition of the improvement
needed or expected, stakeholders affected, target affected, etc.

68. Examples of when to perform causal analysis include the following:
• When a stable sub-process does not meet its specified quality and process performance
objectives, or when a sub-process needs to be stabilized
• During the task, if and when problems warrant a causal analysis meeting
• When a work product exhibits an unexpected deviation from its requirements
• When more defects than anticipated escape from earlier phases to the current phase
• When process performance exceeds expectations
• At the start of a new phase or task
Page  68
Analyse Causes - Triggers

69. Analyse Causes – Triggers Identification
Page  69
Examples of methods for selecting outcomes include the
following:
• Pareto analysis
• Histograms
• Box and whisker plots for attributes
• Failure mode and effects analysis (FMEA)
• Process capability analysis

70. Examples of relevant data include the following:
• Defects reported by customers or end users
• Defects found in peer reviews or testing
• Productivity measures that are higher than expected
• Project management problem reports requiring corrective action
• Process capability problems
• Earned value measurements by process (e.g., cost performance
index) Resource throughput, utilization, or response time
measurements Service fulfilment or service satisfaction problems
Page  70
Data Sources

71. Page  71
SP 1.2 Analyse Causes
Perform causal analysis of selected outcomes and propose actions to
address them.
Sub-practices:
1. Conduct causal analysis with those who are responsible for performing the task.
2. Analyse selected outcomes to determine their root causes.
3. Combine selected outcomes into groups based on their root causes.
4. Create an action proposal that documents actions to be taken to prevent the future occurrence of similar
outcomes or to incorporate best practices into processes.

72. Page  72
Root Causes - Examples

73. Defect Prevention - Examples
Examples of incorporating best practices include the following:
• Creating activity checklists, which reinforce training or
Page  73
communications related to common problems and techniques
for preventing them
• Changing a process so that error-prone steps do not occur
• Automating all or part of a process
• Reordering process activities
• Adding process steps, such as task kick-off meetings to review
common problems as well as actions to prevent them

74. Page  74
SP 2.1 Implement Action proposals
Implement selected action proposals developed in causal analysis.
Sub-practices:
1. Analyse action proposals and determine their priorities.
2. Select action proposals to be implemented.
3. Create action plans for implementing the selected
action proposals.
4. Implement action plans.
5. Look for similar causes that may exist in other
processes and work products and take action as
appropriate.

75. Page  75
Action Plans
Examples of information provided in an action plan include the
following:
• Person responsible for implementation
• Detailed description of the improvement
• Description of the affected areas
• People who are to be kept informed of status
• Schedule
• Cost expended
• Next date that status will be reviewed
• Rationale for key decisions
• Description of implementation actions

76. SP 2.2 Evaluate the Effect of Implemented Actions
Evaluate the effect of implemented actions on process performance.
Sub-practices:
1. Measure and analyse the change in process
Page  76
performance of the project’s affected processes
or sub-processes.
2. Determine the impact of the change on achieving
the project’s quality and process performance
objectives.
3. Determine and document appropriate actions if
the process or sub-process improvements did not
result in expected project benefits.

77. Page  77
SP 2.3 Record Causal Analysis Data
Record causal analysis and resolution data for use across projects and
the organization.
Sub-practices:
1. Record causal analysis data and make the data available so that other projects can make appropriate
process changes and achieve similar results.
2. Submit process improvement proposals for the organization when the implemented actions are
effective for the project as appropriate.

78. Page  78
Typical Process Asset
Product design consists of two broad
phases that can overlap in execution:

79. Page  79
Related Process Areas
Refer to the Measurement and Analysis process area for more information
about aligning measurement and analysis activities and providing
measurement results.
Refer to the Organizational Performance Management process area for more
information about selecting and implementing improvements for deployment.
Refer to the Quantitative Project Management process area for more
information about quantitatively managing the project to achieve the project’s
established quality and process performance objectives

80. Appraisals

81. Page  81
What is Assessment?
Assessment is an activity to collect, review, analyse evidences of
compliance and implementation against a reference standard, reference
model or reference framework. The objective of Assessment is to also to
measure the effectiveness of the implementation of that reference
standard, model or framework. Examples of such reference standards,
reference models or reference frameworks are ISO 9001 (Quality
Management System Standards), ISO 27001 (Information Security
Management System Standard), and CMMI, etc.
The Output of Assessment is generally recorded in the form of an
Assessment Report.

82. Page  82
Appraisal
An organization cannot be certified in CMMI; instead, an organization
is appraised. Depending on the type of appraisal, the organization can be
awarded a maturity level rating (1-5) or a capability level achievement
profile. Many organizations find value in measuring their progress by
conducting an appraisal. Appraisals are typically conducted for one or
more of the following reasons:
1.To determine how well the organization’s processes compare to CMMI
best practices, and to identify areas where improvement can be made
2.To inform external customers and suppliers of how well the organization’s
processes compare to CMMI best practices
3.To meet the contractual requirements of one or more customers

83. Page  83
Appraisal
The SEI has released two guiding documents for CMMI assessments:
•Appraisal Requirements for CMMI (ARC): contains the requirements for
three classes of appraisal methods Class A, Class B, and Class C. These
requirements are the rules for defining each class of appraisal method.
•Standard CMMI Appraisal Method for Process Improvement
(SCAMPI): Method Description Document (MDD): currently the only
approved Class A appraisal method.
SCAMPI is currently the only approved CMMI Class A Appraisal Method.
That is, SCAMPI satisfies all the requirements of an ARC Class A Appraisal
Method and has been approved by the SEI.

84. Page  84
SCAMPI Process
Standard CMMI Appraisal Method for Process Improvement -SCAMPI
 It is the official Software Engineering Institute (SEI) method to provide
benchmark-quality ratings relative to Capability Maturity Model
Integration (CMMI) models. SCAMPI appraisals are used to identify
strengths and weaknesses of current processes, reveal
development/acquisition risks, and determine capability and maturity
level ratings.
• The SCAMPI includes three appraisal classes. SCAMPI A appraisals
are officially recognized appraisals that result in benchmark quality
ratings (e.g., maturity levels). SCAMPI B & C appraisals are less
rigorous appraisals designed to provide information for process
improvement or the status of process improvement work.

85. Page  85
SCAMPI Process
An appraisal is an activity that helps you to identify strengths and
weaknesses of your organization’s processes and to examine how closely
the processes relate to CMMI (or People CMM) best practices. Preparing
for an appraisal helps your organization to do any of the following:
 Plan an improvement strategy for your organization.
 Determine the CMMI levels that represent how well your organization’s
processes conform to CMMI.
 Mitigate risks for product and service acquisition, development,
delivery, and monitoring.
 Demonstrate to customers and business partners the soundness of
your processes by having your appraisal results available on the
Published Appraisal Results (PARS) site.

86. Page  86
SCAMPI A Objectives and Characteristics
The SCAMPI A method has the following primary objectives:
• provide a common, integrated appraisal method capable of supporting
appraisals in the
• context of internal process improvement, supplier selection, and process
monitoring
• provide an efficient appraisal method capable of being implemented within
reasonable
• performance constraints

87. Page  87
Appraisal Process Steps
The appraisal process consists of the following steps:
• Plan and Prepare for Appraisal
• Conduct Appraisal
• Report Results

88. Page  88
Plan and Prepare for Appraisal
The sub-steps in Plan and Prepare for Appraisal are:
• Analyse Requirements
• Develop Appraisal Plan
• Select and Prepare Team
• Obtain and Inventory Initial Objective Evidence

89. Page  89
Conduct Appraisal
The sub-steps in Conduct Appraisal are:
• Prepare Participants
• Examine Objective Evidence
• Document Objective Evidence
• Verify Objective Evidence
• Validate Preliminary Findings
• Generate Appraisal Results

90. Page  90
SCAMPI V1.3 Coverage Rules
•Coverage Rules refer to the amount and kind of Objective Evidence
(Documentation and/or Interviews) is deemed enough for a rating to occur
•There are three sets of coverage rules:
• Process Area
• Basic Unit
• Support Group
• Appraisal teams determine if an organization unit is compliant with the
process or practice by applying the coverage rules.

91. Page  91
Report Results
The sub-steps in Report Appraisal Results are:
• Deliver Appraisal Results
• Package and Archive Appraisal Assets
• Report Results to the CMMI Institute

92. Page  92
Preparing for Appraisals
1. Choose the certification authority.
You can find a CMMI Institute Partner organization near you by using
search criteria that includes location information and the services they
provide. Talk with several and hire the consultant that best suits your
needs.
http://partners.clearmodel.com/find-partner-organization/
http://partners.clearmodel.com/find-partner-sponsored-individual/
2- Members from your organization may be selected as appraisal team
members. All appraisal team members must successfully complete
introductory training for the model used in the appraisal. The SCAMPI
Lead Appraiser will also provide SCAMPI Appraisal Team training to all
team members to prepare them for appraisal activities.
If you are participating in an appraisal as an appraisal team member, you
must register as a user of the SCAMPI Appraisal System. Your lead
appraiser or team leader will provide details on how and when to register.

93. Page  93
Preparing for Appraisals
3- After your appraisal, consider sending us a white paper describing
your experience. Please provide a paper no longer than 10 pages in draft
form to info@cmmiinstitute.com. Your submission may be considered for
publication on our website.
4- Check the results here
https://sas.cmmiinstitute.com/pars/pars.aspx

94. Sampling factors serve to identify meaningful differences in the conditions under
which work is performed in the organizational unit. The following candidate sampling
factors must be evaluated to
determine the organizational scope of the appraisal:
– Location: if work is performed differently in different locations (e.g., countries,
cities, sites or installations).
– Customer: if work is performed differently depending on the customer served by
that work.
– Size: if work is performed differently based on the size of the basic unit or support
function.
– Organizational Structure: if work is performed differently in different parts of the
organizational structure (e.g., different divisions as depicted on an organization
chart).
– Type of Work: if work is performed differently based on the type of work (e.g.,
system integration, software development, IT-support services, or help-desk).”
• Subgroups, derived from the sampling factors, are a collection of basic units that
perform work in a similar way.
• A representative sample for the organizational unit (the name of the group that
can claim the appraisal result) is established by selecting basic units from each of
the subgroups
Page  94
Preparing for Appraisals

95. SCAMPI V1.3 Sampling
• SCAMPI Method now uses a quantitative basis for
documenting a representative sample
– A formula based on sampling factors and basic units (projects,
Page  95
releases, etc)
– Standard sampling factors have to be examined that could affect
different ways in which work could be done (location, customer,
etc.)
– Number of samples may require a re-scoping of the organizational
scope if the appraisal is not achievable within the 90 day limit from
when Characterizations start

96. Page  96
Facts about CMMI Appraisals
 Does my organization receive a certificate for achieving a maturity level
rating?
 No. A certificate is not provided for achieving maturity levels because
the CMMI Institute does not validate the appraisal results of organizations.
 Appraisal results expire after a period of three years.
 The minimum team size is four (the SCAMPI Lead Appraiser counts
toward the team size); the recommended upper limit is nine.
 FAQ about CMMI Appraisals
http://cmmiinstitute.com/cmmi-getting-started/frequently-asked-questions/
faqs-cmmi-appraisals/

97. Page  97
Good Luck