CMMI
®
V2.0
MODEL
AT-A-GLANCE
Including the following views:
• Development
• Services
• Supplier Management
CMMI V2.0 outline BOOKLET FOR print.indd 1 4/10/19 11:09 AM
APPRAISAL METHOD
• New appraisal method to increase reliability and reduce cost
TRAINING &
CERTIFICATION
Updated training includes:
• Modular training components
• A focus on learner objectives
• Virtual and in-person options
SYSTEMS & TOOLS
• Redesigned system to access online models and resources
ADOPTION GUIDANCE
• Guidance for new adopters to get started with CMMI
• Guidance for transition from CMMI V1.3 to CMMI V2.0
MODEL
• Clear pathway to performance improvement
•
Simplified for accelerated adoption
Designed to meet the challenges
of the changing global business
landscape, the CMMI model and integrated
product suite help organizations drive business performance
through building and benchmarking key capabilities.
CMMI
®
V2.0
An Integrated
Product Suite
CMMI V2.0 outline BOOKLET FOR print.indd 2 4/10/19 11:09 AM
The Capability Maturity Model Integration (CMMI)® is a proven
set of global best practices that drives business performance
through building and benchmarking key capabilities.
CMMI best practices focus on what needs to be done to
improve performance and align operations to business goals.
Designed to be understandable, accessible, flexible, and
integrate with other methodologies such as agile, CMMI helps
organizations understand their current level of capability and
performance and oers a guide to optimize business results.
CMMI V2.0 is one model with multiple customized views
that apply to dierent business environments, enabling
organizations to create a view of the model that meets their
specific performance improvement needs.
What is the
CMMI V2.0 Model?
The Model At-A-Glance booklet includes a summary of CMMI
Capability Areas, Practice Areas, and practices.
This summary will provide a helpful overview of the model
content areas, but users should read and refer to the complete
model content to ensure full understanding and accurate
interpretation of the model.
The CMMI model is available for purchase at:
https://cmmiinstitute.com/model-viewer
CMMI V2.0
Model At-A-Glance
CMMI V2.0 outline BOOKLET FOR print.indd 3 4/10/19 11:09 AM
Doing
Managing
Enabling
Improving
Capability Area
Practice Area
Selecting & Managing Suppliers
Supplier Agreement Management
Supplier Source Selection
Supporting Implementation
Configuration Management
Decision Analysis & Resolution
Causal Analysis & Resolution
Engineering & Developing Products
Product Integration
Technical Solution
Create products that meet or
exceed customer expectations
Peer Reviews
Verification & Validation
Process Quality Assurance
Requirements Development & Management
Ensuring Quality
Develop and manage
high-quality requirements
and products
Minimize supply chain risk
Ensure solution integrity
and stakeholder buy-in
Managing Business Resilience
Managing the Workforce
Risk & Opportunity Management
Continuity
Incident Resolution & Prevention
Organizational Training
Anticipate and adapt to
disruptions and opportunities
Maximize training eectiveness
and sta productivity
Planning & Managing Work
Planning
Monitor & Control
Optimize schedules to
reduce time-to-market
Sustaining Habit & Persistence
Governance
Implementation Infrastructure
Sustain process eciency
and performance
Improving Performance
Process Asset Development
Process Management
Managing Performance & Measurement
Establish, track, and measure
performance goals aligned
to the business needs
Delivering & Managing Services
Service Delivery Management
Strategic Service Management
Develop and deliver
superior services
Estimating
CMMI V2.0 ARCHITECTURE AND
PRACTICE AREA ORGANIZATION
This Model At-A-Glance booklet contains content from CMMI
®
version 2.1, including the Development, Services,
and Supplier Management views. Refer to the release notes, available from the Model Viewer, for more details.
CMMI V2.0 outline BOOKLET FOR print.indd 4 4/10/19 11:09 AM
| 5
© 2019 CMMI
®
Institute. All rights reserved.
Doing
Managing
Enabling
Improving
Capability Area
Practice Area
Selecting & Managing Suppliers
Supplier Agreement Management
Supplier Source Selection
Supporting Implementation
Configuration Management
Decision Analysis & Resolution
Causal Analysis & Resolution
Engineering & Developing Products
Product Integration
Technical Solution
Create products that meet or
exceed customer expectations
Peer Reviews
Verification & Validation
Process Quality Assurance
Requirements Development & Management
Ensuring Quality
Develop and manage
high-quality requirements
and products
Minimize supply chain risk
Ensure solution integrity
and stakeholder buy-in
Managing Business Resilience
Managing the Workforce
Risk & Opportunity Management
Continuity
Incident Resolution & Prevention
Organizational Training
Anticipate and adapt to
disruptions and opportunities
Maximize training eectiveness
and sta productivity
Planning & Managing Work
Planning
Monitor & Control
Optimize schedules to
reduce time-to-market
Sustaining Habit & Persistence
Governance
Implementation Infrastructure
Sustain process eciency
and performance
Improving Performance
Process Asset Development
Process Management
Managing Performance & Measurement
Establish, track, and measure
performance goals aligned
to the business needs
Delivering & Managing Services
Service Delivery Management
Strategic Service Management
Develop and deliver
superior services
Estimating
TABLE OF CONTENTS
Service Delivery Management (SDM) ......................................................... 6
Strategic Service Management (STSM) ..................................................... 7
Product Integration (PI) ............................................................................. 8
Technical Solution (TS) .............................................................................. 9
Peer Reviews (PR) .................................................................................. 10
Process Quality Assurance (PQA) ........................................................... 11
Requirements Development and Management (RDM) ............................. 12
Verication and Validation (VV) ................................................................ 13
Supplier Agreement Management (SAM) ................................................. 15
Supplier Source Selection (SSS) ............................................................. 14
Continuity (CONT) ................................................................................... 16
Incident Resolution and Prevention (IRP) ................................................. 17
Risk and Opportunity Management (RSK) ............................................... 18
Organizational Training (OT) ................................................................... 19
Estimating (EST) ..................................................................................... 20
Monitor and Control (MC) ....................................................................... 21
Planning (PLAN) ...................................................................................... 22
Causal Analysis and Resolution (CAR)..................................................... 24
Conguration Management (CM) ............................................................ 25
Decision Analysis and Resolution (DAR) .................................................. 26
Managing Performance and Measurement (MPM) ................................... 27
Process Management (PCM) .................................................................. 30
Process Asset Development (PAD) .......................................................... 32
Governance (GOV) .................................................................................. 33
Implementation Infrastructure (II) ............................................................. 35
MWF
MBR
SMS
ENQ
DMS
EDP
PMW
SI
IMP
SHP
CMMI V2.0 outline BOOKLET FOR print.indd 5 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
6
PLANNING AND MANAGING WORK
SERVICE DELIVERY
MANAGEMENT
Intent
Deliver services and manage the service delivery system.
Value
Increase customer satisfaction by delivering services that meet or exceed
customer expectations.
Additional Required PA Information
This includes:
• Delivering services in accordance with service delivery
approaches and agreements
• Managing changes to the service delivery system
• Receiving and processing service requests
• Maintaining service delivery performance when changes occur
Practice Summary
SDM 1.1 Use the service system to deliver services.
SDM 2.1 Develop, record, keep updated, and follow
service agreements.
SDM 2.2 Receive and process service requests in
accordance with service agreements.
SDM 2.3 Deliver services in accordance with service
agreements.
SDM 2.4 Analyze existing service agreements and
service data to prepare for updated or new
agreements.
SDM 2.5 Develop, record, keep updated, and follow
the approach for operating and changing
the service system.
SDM 2.6 Conrm the readiness of the service system
to support the delivery of services.
SDM 3.1 Develop, record, keep updated, and use
organizational standard service systems
and agreements.
2
3
1
DELIVERING & MANAGING SERVICES
CMMI V2.0 outline BOOKLET FOR print.indd 6 4/10/19 11:09 AM
| 7
© 2019 CMMI
®
Institute. All rights reserved.
STRATEGIC SERVICE
MANAGEMENT
Intent
Develop and deploy standard services that are compatible with
strategic business needs and plans.
Value
Increases likelihood of meeting business objectives by aligning
standard services with customer needs.
Practice Summary
STSM 1.1 Develop a list of current services.
STSM 2.1 Develop, keep updated, and use
descriptions of current services.
STSM 2.2 Collect, record, and analyze data about
strategic needs and capabilities for service
delivery.
STSM 2.3 Develop, keep updated, and follow an
approach for providing new or changed
services derived from strategic needs and
capabilities.
STSM 3.1 Develop, keep updated, and use the set
of organizational standard services and
service levels.
2
3
1
DELIVERING & MANAGING SERVICES
CMMI V2.0 outline BOOKLET FOR print.indd 7 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
8
PRODUCT
INTEGRATION
Intent
Integrate and deliver the solution that addresses functionality and quality
requirements.
Value
Increases customers’ satisfaction by giving them a solution that meets or
exceeds their functionality and quality requirements.
Practice Summary
PI 1.1 Assemble solutions and deliver to the customer.
PI 2.1 Develop, keep updated, and follow an
integration strategy.
PI 2.2 Develop, keep updated, and use the integration
environment.
PI 2.3 Develop, keep updated, and follow procedures
and criteria for integrating solutions and
components.
PI 2.4 Conrm, prior to integration, that each
component has been properly identied and
operates according to its requirements
and design.
PI 2.5 Evaluate integrated components to ensure
conformance to the solution’s requirements and
design.
PI 2.6 Integrate solutions and components according
to the integration strategy.
PI 3.1 Review and keep updated interface or
connection descriptions for coverage,
completeness, and consistency throughout the
solution’s life.
PI 3.2 Conrm, prior to integration, that component
interfaces or connections comply with interface
or connection descriptions.
PI 3.3 Evaluate integrated components for interface or
connection compatibility.
2
3
1
ENGINEERING & DEVELOPING PRODUCTS
CMMI V2.0 outline BOOKLET FOR print.indd 8 4/10/19 11:09 AM
| 9
© 2019 CMMI
®
Institute. All rights reserved.
TECHNICAL
SOLUTION
Intent
Design and build solutions that meet customer requirements.
Value
Provides a cost-eective design and solution that meets customer
requirements and reduces rework.
Practice Summary
TS 1.1 Build a solution to meet requirements.
TS 2.1 Design and build a solution to meet
requirements.
TS 2.2 Evaluate the design and address
identied issues.
TS 2.3 Provide guidance on use of the solution.
TS 3.1 Develop criteria for design decisions.
TS 3.2 Develop alternative solutions for
selected components.
TS 3.3 Perform a build, buy, or reuse analysis.
TS 3.4 Select solutions based on design
criteria.
TS 3.5 Develop, keep updated, and use
information needed to implement the
design.
TS 3.6 Design solution interfaces or
connections using established criteria.
2
3
1
ENGINEERING & DEVELOPING PRODUCTS
CMMI V2.0 outline BOOKLET FOR print.indd 9 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
10
PLANNING AND MANAGING WORK
ENSURING QUALITY
PEER
REVIEWS
Intent
Identify and address work product issues through reviews by the
producer’s peers or Subject Matter Experts (SMEs).
Value
Reduce cost and rework by uncovering issues or defects early.
Practice Summary
PR 1.1 Perform reviews of work products and
record issues.
PR 2.1 Develop and keep updated procedures
and supporting materials used to
prepare for and perform peer reviews.
PR 2.2 Select work products to be peer
reviewed.
PR 2.3 Prepare and perform peer reviews
on selected work products using
established procedures.
PR 2.4 Resolve issues identied in peer reviews.
PR 3.1 Analyze results and data from peer
reviews.
2
3
1
CMMI V2.0 outline BOOKLET FOR print.indd 10 4/10/19 11:09 AM
| 11
© 2019 CMMI
®
Institute. All rights reserved.
ENSURING QUALITY
PROCESS QUALITY
ASSURANCE
Intent
Verify and enable improvement of the quality of the performed processes and
resulting work products.
Value
Increases the consistent use and improvement of the processes to maximize
business benet and customer satisfaction.
Practice Summary
2
3
PQA 1.1 Identify and address process and work product
issues.
PQA 2.1 Develop, keep updated, and follow a quality
assurance approach and plan based on historical
quality data.
PQA 2.2 Throughout the project, objectively evaluate
selected performed processes and work
products against the recorded process and
applicable standards.
PQA 2.3 Communicate quality and non-compliance issues
and ensure their resolution.
PQA 2.4 Record and use results of quality assurance
activities.
PQA 3.1 Identify and record opportunities for improvement
during quality assurance activities.
1
CMMI V2.0 outline BOOKLET FOR print.indd 11 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
12
ENSURING QUALITY
REQUIREMENTS
DEVELOPMENT
AND MANAGEMENT
Intent
Elicit requirements, ensure common understanding by stakeholders, and align
requirements, plans, and work products.
Value
Ensures that customers’ needs and expectations are satised.
Practice Summary
RDM 1.1 Record requirements.
RDM 2.1 Elicit stakeholder needs, expectations, constraints,
and interfaces or connections.
RDM 2.2 Transform stakeholder needs, expectations,
constraints, and interfaces or connections into
prioritized customer requirements.
RDM 2.3 Develop an understanding with the requirements
providers on the meaning of the requirements.
RDM 2.4 Obtain commitment from project participants that
they can implement the requirements.
RDM 2.5 Develop, record, and maintain bidirectional
traceability among requirements and activities or
work products.
RDM 2.6 Ensure that plans and activities or work products
remain consistent with requirements.
RDM 3.1 Develop and keep requirements updated for the
solution and its components.
RDM 3.2 Develop operational concepts and scenarios.
RDM 3.3 Allocate the requirements to be implemented.
RDM 3.4 Identify, develop, and keep updated interface or
connection requirements.
RDM 3.5 Ensure that requirements are necessary and
sucient.
RDM 3.6 Balance stakeholder needs and constraints.
RDM 3.7 Validate requirements to ensure the resulting solution
will perform as intended in the target environment.
2
3
1
CMMI V2.0 outline BOOKLET FOR print.indd 12 4/10/19 11:09 AM
| 13
© 2019 CMMI
®
Institute. All rights reserved.
VERIFICATION
AND VALIDATION
Intent
Verication and validation includes activities that:
• Conrm selected solutions and components
meet their requirements
• Demonstrate selected solutions and components
fulll their intended use in their target environment
Value
Verication and validation of selected solutions and components throughout
the project increases the likelihood that the solution will satisfy the customer.
Practice Summary
VV 1.1 Perform verication to ensure the
requirements are implemented and
record and communicate results.
VV 1.2 Perform validation to ensure the
solution will function as intended in
its target environment and record and
communicate results.
VV 2.1 Select components and methods for
verication and validation.
VV 2.2 Develop, keep updated, and use
the environment needed to support
verication and validation.
VV 2.3 Develop, keep updated, and follow
procedures for verication and validation.
VV 3.1 Develop, keep updated, and use criteria
for verication and validation.
VV 3.2 Analyze and communicate verication
and validation results.
2
3
1
ENSURING QUALITY
CMMI V2.0 outline BOOKLET FOR print.indd 13 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
14
PLANNING AND MANAGING WORK
SELECTING & MANAGING SUPPLIERS
SUPPLIER AGREEMENT
MANAGEMENT
Intent
Establish an agreement with selected suppliers, ensure that the supplier and
the acquirer perform according to the terms over the course of the agreement,
and evaluate the supplier’s deliverables.
Value
Provides an explicit understanding between the acquirer and supplier to
maximize the success of agreed-on eorts to deliver a supplier deliverable.
Additional Required PA Information
The term “supplier deliverable” is an item to be provided to an acquirer or other
recipient as specied in an agreement. The item can be a document, hardware
or software item, a service, or any type of solution or work product.
Practice Summary
2
3
1
SAM 1.1 Develop and record the supplier agreement.
SAM 1.2 Accept or reject the supplier deliverables.
SAM 1.3 Process supplier invoices.
SAM 2.1 Monitor supplier as specied in the supplier
agreement and keep agreement updated.
SAM 2.2 Perform activities as specied in the supplier
agreement.
SAM 2.3 Verify that the supplier agreement is satised
before accepting the acquired supplier
deliverable.
SAM 2.4 Manage invoices submitted by the supplier
according to the supplier agreements.
SAM 3.1 Select technical supplier deliverables for analysis
and conduct technical reviews.
SAM 3.2 Select and monitor supplier processes and
deliverables based on criteria in the supplier
agreement.
SAM 4.1 Select measures and apply analytical techniques
to quantitatively manage supplier performance
to achieve quality and process performance
objectives.
4
CMMI V2.0 outline BOOKLET FOR print.indd 14 4/10/19 11:09 AM
| 15
© 2019 CMMI
®
Institute. All rights reserved.
SUPPLIER SOURCE
SELECTION
Intent
Develop and keep updated a package of materials used to seek
proposals from potential suppliers and select one or more suppliers
to deliver the solution.
Value
Improves the ability to select the most qualied suppliers to deliver
solutions.
Practice Summary
SSS 1.1 Determine the type of acquisition.
SSS 1.2 Identify potential suppliers and distribute
requests for proposals.
SSS 1.3 Evaluate proposals and select suppliers.
SSS 2.1 Develop a solicitation package and keep
it updated.
SSS 2.2 Identify qualied potential suppliers and
distribute the solicitation package for
their response.
SSS 2.3 Evaluate proposed solutions according
to recorded evaluation criteria and select
suppliers.
SSS 3.1 Develop, keep updated, and follow
negotiation approaches for soliciting,
evaluating, and selecting suppliers.
2
3
1
SELECTING & MANAGING SUPPLIERS
CMMI V2.0 outline BOOKLET FOR print.indd 15 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
16
PLANNING AND MANAGING WORK
MANAGING BUSINESS RESILIENCE
CONTINUITY
Intent
Plan mitigation activities for signicant disruptions to business operations
so that work can continue or resume.
Value
Enables continued operation when serious disruptions or catastrophic
events occur.
Practice Summary
2
3
1
CONT 1.1 Develop contingency approaches for managing
signicant disruptions to operations.
CONT 2.1 Identify and prioritize functions essential for
continuity.
CONT 2.2 Identify and prioritize resources essential for
continuity.
CONT 2.3 Develop, keep updated, and follow continuity
plans to resume performing essential functions.
CONT 3.1 Develop and keep updated materials for
continuity training.
CONT 3.2 Provide and evaluate continuity training
according to the plan.
CONT 3.3 Prepare, conduct, and analyze results from
verication and validation of the continuity plan.
CMMI V2.0 outline BOOKLET FOR print.indd 16 4/10/19 11:09 AM
| 17
© 2019 CMMI
®
Institute. All rights reserved.
MANAGING BUSINESS RESILIENCE
INCIDENT RESOLUTION
AND PREVENTION
Intent
Resolve and prevent disruptions promptly to sustain service delivery levels.
Value
Minimize the impact of disruptions to meet objectives and customer
commitments more eectively.
Practice Summary
IRP 1.1 Record and resolve incidents.
IRP 2.1 Develop, keep updated, and follow an
approach for incident resolution and
prevention.
IRP 2.2 Monitor and resolve each incident to
closure.
IRP 2.3 Communicate incident status.
IRP 3.1 Develop, keep updated, and use an incident
management system for processing and
tracking incidents and their resolution.
IRP 3.2 Analyze selected incident and resolution
data for prevention of future incidents.
2
3
1
CMMI V2.0 outline BOOKLET FOR print.indd 17 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
18
PLANNING AND MANAGING WORK
MANAGING BUSINESS RESILIENCE
RISK AND OPPORTUNITY
MANAGEMENT
Intent
Identify, record, analyze, and manage potential risks or opportunities.
Value
Mitigate adverse impacts or capitalize on positive impacts to increase the
likelihood of meeting objectives.
Additional Required PA Information
The term risk refers to uncertainties that may have a negative impact on
achieving objectives. The term opportunity refers to uncertainties that may
have a positive impact on achieving objectives.
Practice Summary
2
3
1
RSK 1.1 Identify and record risks or opportunities
and keep them updated.
RSK 2.1 Analyze identied risks or opportunities.
RSK 2.2 Monitor identied risks or opportunities
and communicate status to aected
stakeholders.
RSK 3.1 Identify and use risk or opportunity
categories.
RSK 3.2 Dene and use parameters for risk or
opportunity analysis and handling.
RSK 3.3 Develop and keep updated a risk or
opportunity management strategy.
RSK 3.4 Develop and keep updated risk or
opportunity management plans.
RSK 3.5 Manage risks or opportunities by
implementing planned risk or opportunity
management activities.
CMMI V2.0 outline BOOKLET FOR print.indd 18 4/10/19 11:09 AM
| 19
© 2019 CMMI
®
Institute. All rights reserved.
ORGANIZATIONAL
TRAINING
Intent
Develop the skills and knowledge of personnel so they perform their roles
eciently and eectively.
Value
Enhances individuals’ skills and knowledge to improve organizational work
performance.
Practice Summary
MANAGING THE WORKFORCE
OT 1.1 Train people.
OT 2.1 Identify training needs.
OT 2.2 Train personnel and keep records.
OT 3.1 Develop and keep updated the
organization’s strategic and short-term
training needs.
OT 3.2 Coordinate training needs and
delivery between the projects and the
organization.
OT 3.3 Develop, keep updated, and follow
organizational strategic and short-term
training plans.
OT 3.4 Develop, keep updated, and use
a training capability to address
organizational training needs.
OT 3.5 Assess the eectiveness of the
organization’s training program.
OT 3.6 Record, keep updated, and use the set
of organizational training records.
2
3
1
CMMI V2.0 outline BOOKLET FOR print.indd 19 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
20
ESTIMATING
Intent
Estimate the size, eort, duration, and cost of the work and resources needed
to develop, acquire, or deliver the solution.
Value
Estimation provides a basis for making commitments, planning, and reducing
uncertainty, which allows for early corrective actions and increases the
likelihood of meeting objectives.
Practice Summary
2
3
1
EST 1.1 Develop high-level estimates to perform the
work.
EST 2.1 Develop, keep updated, and use the scope of
what is being estimated.
EST 2.2 Develop and keep updated estimates for the
size of the solution.
EST 2.3 Based on size estimates, develop and record
eort, duration, and cost estimates and their
rationale for the solution.
EST 3.1 Develop and keep updated a recorded
estimation method.
EST 3.2 Use the organizational measurement
repository and process assets for estimating
work.
PLANNING & MANAGING WORK
CMMI V2.0 outline BOOKLET FOR print.indd 20 4/10/19 11:09 AM
| 21
© 2019 CMMI
®
Institute. All rights reserved.
PLANNING & MANAGING WORK
MONITOR
AND CONTROL
Intent
Provide an understanding of the project progress so appropriate corrective
actions can be taken when performance deviates signicantly from plans.
Value
Increases the probability of meeting objectives by taking early actions to
adjust for signicant performance deviations.
Practice Summary
2
3
1
MC 1.1 Record task completions.
MC 1.2 Identify and resolve issues.
MC 2.1 Track actual results against estimates for
size, eort, schedule, resources, knowledge
and skills, and budget.
MC 2.2 Track the involvement of identied
stakeholders and commitments.
MC 2.3 Monitor the transition to operations and
support.
MC 2.4 Take corrective actions when actual results
dier signicantly from planned results and
manage to closure.
MC 3.1 Manage the project using the project plan
and the project process.
MC 3.2 Manage critical dependencies and activities.
MC 3.3 Monitor the work environment to identify
issues.
MC 3.4 Manage and resolve issues with aected
stakeholders.
CMMI V2.0 outline BOOKLET FOR print.indd 21 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
22
PLANNING & MANAGING WORK
PLANNING
Intent
Develop plans to describe what is needed to accomplish the work within the
standards and constraints of the organization, including the:
• Budget
• Schedule
• Resource demand, capacity and availability
• Quality
• Functionality requirements
• Risks and opportunities
Plans also describe:
• The work to be performed
• Applicable organizational set of standard processes,
assets, and tailoring guidelines
• Dependencies
• Who performs the work
• Relationships with other plans
• Stakeholders and their role
Value
Optimizes cost, functionality, and quality to increase the likelihood of
meeting objectives.
Additional Required PA Information
Planning includes developing budgets and schedules based on estimates;
identifying the appropriate set of stakeholders and tasks; managing risks;
determining the necessary resources; and developing and keeping the project
plan updated to reect how to perform the work. An important aspect of
planning is capacity and availability management.
Capacity and availability management activities can be performed at dierent
levels of the organization and applied to any type of work. Capacity and
availability management activities typically involve:
• Developing a capacity and availability management approach and
keeping it updated
• Providing and allocating resources
• Monitoring, analyzing, understanding, forecasting, adjusting, and
reporting on current demand for:
- Work activities
- Services
- Solutions and Deliverables
CMMI V2.0 outline BOOKLET FOR print.indd 22 4/10/19 11:09 AM
| 23
© 2019 CMMI
®
Institute. All rights reserved.
- Resources
- Capacity and availability
- Service or service system performance
- Availability
• Determining corrective actions to ensure appropriate capacity and
availability while balancing costs against resources needed and
supply against demand
Practice Summary
2
3
1
4
PLAN 1.1 Develop a list of tasks.
PLAN 1.2 Assign people to tasks.
PLAN 2.1 Develop and keep updated the approach for
accomplishing the work.
PLAN 2.2 Plan for the knowledge and skills needed to
perform the work.
PLAN 2.3 Based on recorded estimates, develop and
keep the budget and schedule updated.
PLAN 2.4 Plan the involvement of identied stakeholders.
PLAN 2.5 Plan transition to operations and support.
PLAN 2.6 Ensure plans are feasible by reconciling
available and estimated resources.
PLAN 2.7 Develop the project plan, ensure consistency
among its elements, and keep it updated.
PLAN 2.8 Review plans and obtain commitments from
aected stakeholders.
PLAN 3.1 Use the organization’s set of standard
processes and tailoring guidelines to develop,
keep updated, and follow the project process.
PLAN 3.2 Develop a plan and keep it updated, using the
project process, the organization’s process
assets, and the measurement repository.
PLAN 3.3 Identify and negotiate critical dependencies.
PLAN 3.4 Plan for the project environment and keep it
updated based on the organization’s standards.
PLAN 4.1 Use statistical and other quantitative techniques
to develop and keep the project processes
updated to enable achievement of the quality
and process performance objectives.
PLANNING & MANAGING WORK
CMMI V2.0 outline BOOKLET FOR print.indd 23 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
24
PLANNING AND MANAGING WORK
CAUSAL ANALYSIS
AND RESOLUTION
Intent
Identify causes of selected outcomes and take action to either prevent
recurrence of undesirable outcomes or ensure recurrence of positive
outcomes.
Value
Addressing root cause issues eliminates rework and directly improves
quality and productivity.
Practice Summary
2
3
1
CAR 1.1 Identify and address causes of selected
outcomes.
CAR 2.1 Select outcomes for analysis.
CAR 2.2 Analyze and address causes of outcomes.
CAR 3.1 Determine root causes of selected outcomes by
following an organizational process.
CAR 3.2 Propose actions to address identied root causes.
CAR 3.3 Implement selected action proposals.
CAR 3.4 Record root cause analysis and resolution data.
CAR 3.5 Submit improvement proposals for changes
proven to be eective.
CAR 4.1 Perform root cause analysis of selected outcomes
using statistical and other quantitative techniques.
CAR 4.2 Evaluate the eect of implemented actions on
process performance using statistical and other
quantitative techniques.
CAR 5.1 Use statistical and other quantitative techniques
to evaluate other solutions and processes to
determine if the resolution should be applied on a
broader scale.
4
5
SUPPORTING IMPLEMENTATION
CMMI V2.0 outline BOOKLET FOR print.indd 24 4/10/19 11:09 AM
| 25
© 2019 CMMI
®
Institute. All rights reserved.
SUPPORTING IMPLEMENTATION
CONFIGURATION
MANAGEMENT
Intent
Manage the integrity of work products using conguration identication,
version control, change control, and audits.
Value
Reduces loss of work and increases the ability to deliver the correct
version of the solution to the customer.
Practice Summary
2
1
CM 1.1 Perform version control.
CM 2.1 Identify items to be placed under
conguration management.
CM 2.2 Develop, keep updated, and use a
conguration and change management
system.
CM 2.3 Develop or release baselines for internal use
or for delivery to the customer.
CM 2.4 Manage changes to the items under
conguration management.
CM 2.5 Develop, keep updated, and use records
describing items under conguration
management.
CM 2.6 Perform conguration audits to maintain
the integrity of conguration baselines,
changes, and content of the conguration
management system.
CMMI V2.0 outline BOOKLET FOR print.indd 25 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
26
PLANNING AND MANAGING WORK
SUPPORTING IMPLEMENTATION
DECISION ANALYSIS
AND RESOLUTION
Intent
Make and record decisions using a recorded process that analyzes
alternatives.
Value
Increases the objectivity of decision making and the probability of
selecting the optimal solution.
Practice Summary
2
3
1
DAR 1.1 Dene and record the alternatives.
DAR 1.2 Make and record the decision.
DAR 2.1 Develop, keep updated, and use rules to
determine when to follow a recorded process for
criteria-based decisions.
DAR 2.2 Develop criteria for evaluating alternatives.
DAR 2.3 Identify alternative solutions.
DAR 2.4 Select evaluation methods.
DAR 2.5 Evaluate and select solutions using criteria and
methods.
DAR 3.1 Develop, keep updated, and use a description of
role-based decision authority.
CMMI V2.0 outline BOOKLET FOR print.indd 26 4/10/19 11:09 AM
| 27
© 2019 CMMI
®
Institute. All rights reserved.
MANAGING PERFORMANCE
AND MEASUREMENT
Intent
Manage performance using measurement and analysis to achieve business
objectives.
Value
Maximizes business return on investment by focusing management and
improvement eorts on cost, schedule, and quality performance.
Additional Required PA Information
Managing performance helps to:
• Ensure that benets and business performance are the leading
factors in driving performance and improvement
• Change the paradigm from “process improvement leads to
performance improvement” to “performance is the primary driver of
process improvement”
• Use the results of measurement and analysis to manage and control
performance at various work and business levels
Performance and measurement management includes:
• Setting objectives for:
- The business
- Measurement and performance
- Quality and process performance
• Allocating and tracing objectives to subordinate levels in the business
and processes
• Dening measurements to improve the understanding of progress
towards achieving the objectives
• Analyzing measurement and performance data to:
- Understand the relationship and interactions between
performance and process
- Dene and take actions to address any observed issues with
achieving objectives
- Make the performance results and related benets clearly
visible to all stakeholders
Measurement and performance objectives are quantitative or qualitative
objectives that do not require the additional rigor of statistical and other
quantitative techniques. Quality and process performance objectives apply
IMPROVING PERFORMANCE
CMMI V2.0 outline BOOKLET FOR print.indd 27 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
28
PLANNING AND MANAGING WORK
IMPROVING PERFORMANCE
1
2
3
to High Maturity activities using statistical and other quantitative techniques.
These objectives include the use of statistical and other quantitative
techniques on the related data.
Practice Summary
MPM 1.1 Collect measures and record performance.
MPM 1.2 Identify and address performance issues.
MPM 2.1 Derive and record measurement and
performance objectives from selected business
needs and objectives and keep them updated.
MPM 2.2 Develop, keep updated, and use operational
denitions for measures.
MPM 2.3
Obtain specied measurement data according
to the operational denitions.
MPM 2.4 Analyze performance and measurement data
according to the operational denitions.
MPM 2.5 Store measurement data, measurement
specications, and analysis results according to
the operational denitions.
MPM 2.6 Take actions to address identied issues
with meeting measurement and performance
objectives.
MPM 3.1 Develop, keep updated, and use organizational
measurement and performance objectives
traceable to business objectives.
MPM 3.2 Follow organizational processes and standards
to develop and use operational denitions for
measures and keep them updated.
MPM 3.3 Develop, keep updated, and follow a data
quality process.
MPM 3.4 Develop, keep updated, and use the
organization’s measurement repository.
MPM 3.5 Analyze organizational performance using
measurement and performance data to
determine performance improvement needs.
MPM 3.6 Periodically communicate performance results
to the organization.
CMMI V2.0 outline BOOKLET FOR print.indd 28 4/10/19 11:09 AM
| 29
© 2019 CMMI
®
Institute. All rights reserved.
MPM 4.1 Use statistical and other quantitative
techniques to develop, keep updated,
and communicate quality and process
performance objectives that are traceable to
business objectives.
MPM 4.2 Select measures and analytic techniques to
quantitatively manage performance to achieve
quality and process performance objectives.
MPM 4.3 Use statistical and other quantitative
techniques to develop and analyze process
performance baselines and keep them
updated.
MPM 4.4 Use statistical and other quantitative
techniques to develop and analyze process
performance models and keep them updated.
MPM 4.5 Use statistical and other quantitative
techniques to determine or predict
achievement of quality and process
performance objectives.
MPM 5.1 Use statistical and other quantitative
techniques to ensure that business objectives
are aligned with business strategy and
performance.
MPM 5.2 Analyze performance data using statistical and
other quantitative techniques to determine
the organization’s ability to satisfy selected
business objectives and identify potential
areas for performance improvement.
MPM 5.3 Select and implement improvement proposals,
based on the statistical and quantitative
analysis of the expected eect of proposed
improvements on meeting business, quality,
and process performance objectives.
IMPROVING PERFORMANCE
4
5
CMMI V2.0 outline BOOKLET FOR print.indd 29 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
30
PLANNING AND MANAGING WORK
PROCESS
MANAGEMENT
Intent
Manages and implements the continuous improvement of processes and
infrastructure to:
• Support accomplishing business objectives
• Identify and implement the most benecial process improvements
• Make the results of process improvement visible, accessible, and
sustainable
Value
Ensures that processes, infrastructure, and their improvement contribute to
successfully meeting business objectives.
Practice Summary
PCM 1.1 Develop a support structure to provide process
guidance, identify and x process problems, and
continuously improve processes.
PCM 1.2 Appraise the current process implementation and
identify strengths and weaknesses.
PCM 1.3 Address improvement opportunities or process
issues.
PCM 2.1 Identify improvements to the processes and
process assets.
PCM 2.2 Develop, keep updated, and follow plans for
implementing selected process improvements.
PCM 3.1 Develop, keep updated, and use process
improvement objectives traceable to the business
objectives.
PCM 3.2 Identify processes that are the largest
contributors to meeting business objectives.
PCM 3.3 Explore and evaluate potential new processes,
techniques, methods, and tools to identify
improvement opportunities.
PCM 3.4 Provide support for implementing, deploying, and
sustaining process improvements.
PCM 3.5 Deploy organizational standard processes and
process assets.
2
3
1
IMPROVING PERFORMANCE
CMMI V2.0 outline BOOKLET FOR print.indd 30 4/10/19 11:09 AM
| 31
© 2019 CMMI
®
Institute. All rights reserved.
IMPROVING PERFORMANCE
PCM 3.6 Evaluate the eectiveness of deployed
improvements in achieving process improvement
objectives.
PCM 4.1 Use statistical and other quantitative techniques
to validate selected performance improvements
against proposed improvement expectations,
business objectives, or quality and process
performance objectives.
4
CMMI V2.0 outline BOOKLET FOR print.indd 31 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
32
PLANNING AND MANAGING WORK
IMPROVING PERFORMANCE
PROCESS ASSET
DEVELOPMENT
Intent
Develop and keep updated the process assets necessary to perform the work.
Value
Provides a capability to understand and repeat successful performance.
Practice Summary
2
3
1
PAD 1.1 Develop process assets to perform the work.
PAD 2.1 Determine what process assets will be needed
to perform the work.
PAD 2.2 Develop, buy, or reuse process assets.
PAD 2.3 Make processes and assets available.
PAD 3.1 Develop, keep updated, and follow a strategy
for building and updating process assets.
PAD 3.2 Develop, record, and keep updated a process
architecture that describes the structure of the
organization’s processes and process assets.
PAD 3.3 Develop, keep updated, and make processes
and assets available for use.
PAD 3.4 Develop, keep updated, and use tailoring
criteria and guidelines for the set of standard
processes and assets.
PAD 3.5 Develop, keep updated, and make the
organization’s process asset library available for
use.
PAD 3.6 Develop, keep updated, and make work
environment standards available for use.
PAD 3.7 Develop, keep updated, and make
organizational measurement and analysis
standards available for use.
CMMI V2.0 outline BOOKLET FOR print.indd 32 4/10/19 11:09 AM
| 33
© 2019 CMMI
®
Institute. All rights reserved.
SUSTAINING HABIT & PERSISTENCE
GOVERNANCE
Intent
Provides guidance to senior management on their role in the sponsorship
and governance of process activities.
Value
Minimizes the cost of process implementation, increases the likelihood of
meeting objectives, and ensures that the implemented processes support
and contribute to the success of the business.
Practice Summary
GOV 1.1 Senior management identies what is
important for doing the work and denes
the approach needed to accomplish the
objectives of the organization.
GOV 2.1 Senior management denes, keeps updated,
and communicates organizational directives
for process implementation and improvement
based on organization needs and objectives.
GOV 2.2 Senior management ensures resources
and training are provided for developing,
supporting, performing, improving, and
evaluating adherence to expected processes.
GOV 2.3 Senior management identies their
information needs and uses the collected
information to provide governance and
oversight of eective process implementation
and improvement.
GOV 2.4 Senior management holds people
accountable for adhering to organization
directives and achieving process
implementation and improvement objectives.
GOV 3.1 Senior management ensures that measures
supporting objectives throughout the
organization are collected, analyzed, and
used.
2
3
1
CMMI V2.0 outline BOOKLET FOR print.indd 33 4/10/19 11:09 AM
|
Get Started: Visit https://cmmiinstitute.com/cmmi
34
SUSTAINING HABIT & PERSISTENCE
GOV 3.2 Senior management ensures that
competencies and processes are aligned
with the objectives of the organization.
GOV 4.1 Senior management ensures that selected
decisions are driven by statistical and
quantitative analysis related to performance
and achievement of quality and process
performance objectives.
4
CMMI V2.0 outline BOOKLET FOR print.indd 34 4/10/19 11:09 AM
| 35
© 2019 CMMI
®
Institute. All rights reserved.
IMPLEMENTATION
INFRASTRUCTURE
Intent
Ensure that the processes important to an organization are persistently
and habitually used and improved.
Value
Sustains the ability to consistently achieve goals and objectives
eciently and eectively.
Practice Summary
II 1.1 Perform processes that address the intent of the Level
1 practices.
II 2.1 Provide sucient resources, funding, and training for
developing and performing processes.
II 2.2 Develop and keep processes updated, and verify they
are being followed.
II 3.1 Use organizational processes and process assets to
plan, manage, and perform the work.
II 3.2 Evaluate the adherence to and eectiveness of the
organizational processes.
II 3.3 Contribute process-related information or process
assets to the organization.
2
3
1
SUSTAINING HABIT & PERSISTENCE
CMMI V2.0 outline BOOKLET FOR print.indd 35 4/10/19 11:09 AM
Getting Started
with CMMI V2.0
Explore the many ways practitioners
and organizations can get started with
CMMI V2.0 by visiting:
https://cmmiinstitute.com/cmmi
Adoption and Transition Guidance
Whether you are new to CMMI or an existing user, the Adoption and Transition
Guidance is your roadmap and the rst step on your performance improvement
journey. Get started with the Adoption and Transition Guidance today!
CMMI Model
The model provides an integrated approach to building, improving, and
sustaining organizational performance, with built-in domain-specic views for
Development, Services, and Supplier Management..
Purchase a CMMI model license at
https://cmmiinstitute.com/model-viewer
CMMI Training and Certifications
CMMI Training Courses and Certications are designed to prepare
individuals to successfully understand and adopt the CMMI to achieve
improved performance results.
CMMI Appraisals
CMMI Appraisals help businesses identify the strengths and weaknesses of
existing organizational performance and processes. The results provide a clear
path to adopt model best practices for improving performance.
Connect with a CMMI Institute Partner
CMMI Institute has experienced partners to get you started on your journey to
improve your organizational performance. Contact us for more information at
[email protected], or connect with a CMMI Institute Partner through
our Partner Directory at https://cmmiinstitute.com/partners/directory.
Explore CMMI Resources
Visit the CMMI Institute Resource Center and browse through our collection of
presentations, webinars, articles, case studies, and white papers to answer all
your CMMI questions.
© 2019 CMMI
®
Institute. All rights reserved.
CMMI V2.0 outline BOOKLET FOR print.indd 36 4/10/19 11:09 AM