CMMI: Capability Maturity Model Integration - Projektmanagement

In recent years, CMMI has developed into a helpful tool, or rather a cookbook, which can be briefly described as "best practices" (good practices). Our company uses this approach.

The CMMI models are primarily a means of improving the work of an organization. Secondarily, official reviews of a level of maturity are a de facto recognized award in the industry. CMMI is therefore often referred to as a maturity model, although maturity levels are only one aspect among many of CMMI.

ISACA's Capability Maturity Model Integration is a family of reference models for different areas of application – currently for product development, product purchasing and service provision. A CMMI model is a systematic preparation of best practices to support the improvement of an organization

The Capability Maturity Model Integration (CMMI) defines a process domain as „a cluster of related practices in a domain that, when implemented together, meets a set of objectives considered important to achieve improvements in that domain.“ Both CMMI for Development v1.3 as well as CMMI for Acquisition v1.3 identify 22 process areas, while CMMI for Services v1.3 24 Process areas identified. Many of the process areas are the same in these three models.

• 1 Process area organization
• 2 Maturity levels: CMMI for development
• 3 Maturity levels: CMMI for Services
• 4 Maturity levels: CMMI for acquisition
• 5 Goals and practices
  • 5.1 Generic objectives and practices
  • 5.2 Specific objectives and practices
• 6 Process areas
  • 6.1 Contract Management (AM)
  • 6.2 Capacity and Availability Management (CAM)
  • 6.3 Root Cause Analysis and Elimination (CAR)
  • 6.4 Configuration management (CM)
  • 6.5 Decision Analysis and Resolution (DAR)
  • 6.6 Integrated Project Management (IPM)
  • 6.7 Measurement and Analysis (MA)
  • 6.8 Organizational Process Definition (OPD)
  • 6.9 Organizational Process Focus (OPF)
  • 6.10 Organizational Performance Management (OPM) / Organizational Innovation and Delivery
  • 6.11 Organizational Process Performance (OPP)
  • 6.12 Organisationstraining (OT)
  • 6.13 Producting (PI)
  • 6.14 Project monitoring and control (PMC)
  • 6.15 Project planning (PP)
  • 6.16 Process and Product Quality Assurance (PPQA)
  • 6.17 Quantitative Project Management (QPM)
  • 6.18 Requirements Development (RD)
  • 6.19 Requirements Management (REQM)
  • 6.20 Risikomanagement (RSKM)
  • 6.21 Supplier Agreement Management (SAM)
  • 6.22 Technical solution (TS)
  • 6.23 Validation (VAL)
  • 6.24 Verification (VER)
• 7 Changes in version 1.2
• 8 Changes in version 1.3
• 9 Process areas, categories and maturity levels
• 10 References
• 11 Official sources
• 12 Read more

Process area organization

In CMMI models, the process areas are organized in alphabetical order according to their acronym. Process areas, however, can be grouped by maturity levels or process area categories.

Maturity levels: CMMI for development

There are five levels of maturity. However, maturity ratings are awarded for levels 2 to 5. The following process areas and their maturity levels are listed for the CMMI for Development model:

Maturity level 2 – Managed

• CM - Configuration Management
• MA - Measurement and Analysis
• PMC - Project monitoring and control
• PP - Project planning
• PPQA - Process and Product Quality Assurance
• REQM - requirements management
• SAM - Management of supplier agreements

Maturity level 3 - Defined

• DAR - Decision Analysis and Resolution
• IPM - Integrated Project Management
• OPD - Organizational Process Definition
• OPF - Organizational Process Focus
• OT - Organisationstraining
• PI - Produktintegration
• RD - requirements development
• RSKM - Risikomanagement
• TS - Technical solution
• VAL - Validation
• VER - Review

Maturity level 4 – Quantitatively managed

• OPP - Organizational Process Performance
• QPM - Quantitative Project Management

Maturity level 5 - optimization

• CAR - Root Cause Analysis and Resolution
• OPM - Organizational Performance Management

Maturity levels: CMMI for Services

The following process areas and their maturity levels are listed for the CMMI for Services model:

Maturity level 2 – Managed

• CM - Configuration Management
• MA - Measurement and Analysis
• PPQA - Process and Product Quality Assurance
• REQM - requirements management
• SAM - Management of supplier agreements
• SD - Service Delivery
• WMC - Work Monitoring and Control
• WP - Work planning

Maturity level 3 – Defined (this includes the process areas that make up the previous levels; maturity level 3 is made up of the process areas in level 2 and level 3)

• CAM - Capacity and Availability Management
• DAR - Decision Analysis and Resolution
• IRP - incident resolution and prevention
• IWM - Integrated Work Management
• OPD - Organizational Process Definition
• OPF - Organizational Process Focus
• OT - Organisationstraining
• RSKM - Risikomanagement
• SCON - Service Continuity
• SSD - Development of service systems
• SST - Service System Transition
• STSM - Strategic Service Management

Maturity level 4 – Quantitatively managed

• OPP - Organizational Process Performance
• QPM - Quantitative Work Management

Maturity level 5 - optimization

• CAR - Root Cause Analysis and Resolution
• OPM - Organizational Performance Management

Maturity levels: CMMI for acquisition 

The following process areas and their maturity levels are listed for the CMMI for Acquisition model:

Maturity level 2 – Managed

• AM - Contract management
• ARD - Development of acquisition requirements
• CM - Configuration Management
• MA - Measurement and Analysis
• PMC - Project monitoring and control
• PP - Project planning
• PPQA - Process and Product Quality Assurance
• REQM - requirements management
• SSAD - tendering and development of supplier contracts

Maturity level 3 - Defined

• ATM - Procurement Engineering Management
• AVAL - Acquisition Validation
• AVER - Acquisition Review
• DAR - Decision Analysis and Resolution
• IPM - Integrated Project Management
• OPD - Organizational Process Definition
• OPF - Organizational Process Focus
• OT - Organisationstraining
• RSKM - Risikomanagement.

Maturity level 4 – Quantitatively managed

• OPP - Organizational Process Performance
• QPM - Quantitative Project Management

Maturity level 5 - optimization

• CAR - Casual Analysis and Resolution
• OPM - Organizational Performance Management

Goals and practices 

There are two categories of objectives and practices: general and specific. Specific objectives and practices are specific to a process area. Generic objectives and practices are part of each process area. A process area is fulfilled when organizational processes cover all generic and specific objectives and practices for that process area.

Generic objectives and practices 

Generic objectives and practices are part of each process area.

• GG 1 Achieving specific objectives
  • GP 1.1 Perform specific exercises
• GG 2 Institutionalize a managed process
  • GP 2.1 Create an organization policy
  • GP 2.2 Plan the process
  • GP 2.3 Provision of resources
  • Assign responsibility to GP 2.4
  • GP 2.5 training people
  • GP 2.6 Check work results
  • GP 2.7 Identifying and involving relevant stakeholders
  • GP 2.8 Monitoring and controlling the process
  • GP 2.9 Evaluate adherence objectively
  • GP 2.10 Parent Management Review Status
• GG 3 Institutionalize a defined process
  • GP 3.1 Establish a defined process
  • GP 3.2 Gain process-related experience

Specific objectives and practices 

Each process area is defined by a set of objectives and practices. These goals and practices appear only in this process area.

Process areas 

CMMI for Development, version 1.2 contains 22 Process areas, Which indicate the aspects of product and service development to be covered by organisational processes. A summary of the process areas for each model can be found in these quick reference documents available on the SEI website:

• CMMI for Acquisition [1]
• CMMI for Development [2]
• CMMI for Services [3]

Contract management (AM) 

• A project management process area at maturity level 2

Purpose

The purpose of the Contract management (AM) consists in ensuring that the supplier and the transferee operate in accordance with the terms of the supplier's contract.

Specific practices by objective

• SG 1 Meet supplier agreements
  • SP 1.1 Execute the supplier contract
  • SP 1.2 Monitor selected supplier processes
  • SP 1.3 Accept the purchased product
  • SP 1.4 Manage supplier invoices

Capacity and Availability Management (CAM) 

• A support process area at maturity level 3

Purpose

The purpose of the Capacity and availability management (CAM) is to ensure effective service system performance and to ensure that resources are provided and used effectively to support service requirements.

Specific practices by objective

• SG 1 Prepare capacity and availability management
  • SP 1.1 Establishing a capacity and availability management strategy
  • SP 1.2 Selected measures and analytical techniques
  • SP 1.3 Establish service system representations
• SG 2 Monitor and analyze capacity and availability
  • SP 2.1 Monitor and analyze capacity
  • SP 2.2 Monitor and analyze availability
  • SP 2.3 Report capacity and availability management data

Root Cause Analysis and Resolution (CAR) 

• A support process area at maturity level 5

Purpose

The purpose of the Cause analysis and resolution (CAR) consists of identifying causes for selected results and taking steps to improve process performance.

Specific practices by objective

• SG 1 Determine causes for selected results
  • SP 1.1 Select results for analysis
  • SP 1.2 Analyze causes
• SG 2 Address causes of selected outcomes
  • SP 2.1 Implementation of proposals for action
  • SP 2.2 Assessment of the impact of implemented measures
  • SP 2.3 Record root cause analysis data

Configuration management (CM) 

• A support process area at maturity level 2

Purpose

The purpose of the Configuration management (CM) consists of establishing and maintaining the integrity of work results using configuration identification, configuration control, configuration status accounting, and configuration checks.

Specific practices by objective

• Set SG 1 baselines
  • SP 1.1 Identify configuration elements
  • SP 1.2 Establishment of a configuration management system
  • SP 1.3 Create or release baselines
• SG 2 Tracking and controlling changes
  • SP 2.1 Track change requests
  • SP 2.2 Control configuration elements
• SG 3 Establish integrity
  • SP 3.1 Creating configuration management records
  • SP 3.2 Conducting configuration audits

Decision Analysis and Resolution (DAR) 

• A support process area at maturity level 3

Purpose

The purpose of the Decision analysis and resolution (DAR) consists of analysing possible decisions using a formal evaluation process that assesses identified alternatives against established criteria.

Specific practices by objective

• SG 1 Evaluate alternatives
  • SP 1.1 Establish guidelines for decision analysis
  • SP 1.2 Establish evaluation criteria
  • SP 1.3 Identifying alternative solutions
  • SP 1.4 Select evaluation methods
  • SP 1.5 Evaluation of alternative solutions
  • SP 1.6 Selected solutions

Integrated Project Management (IPM) 

• A project management process area at maturity level 3

Purpose

The purpose of the integrated project management (IPM) consists of establishing and managing the project and the involvement of relevant stakeholders according to an integrated and defined process tailored from the organization's set of standard processes.

Specific practices by objective

• SG 1 Use the defined process of the project
  • SP 1.1 Establish the defined process of the project
  • SP 1.2 Use the organization's process assets to plan project activities
  • SP 1.3 Setting up the project's working environment
  • SP 1.4 Integrate plans
  • SP 1.5 Managing the project using the integrated plans
  • SP 1.6 Establish teams
  • SP 1.7 Contribute to organizational process resources
• SG 2 Coordination and cooperation with relevant stakeholders
  • SP 2.1 Manage stakeholder participation
  • SP 2.2 Manage dependencies
  • SP 2.3 Solving coordination problems

Measurement and analysis (MA) 

• A support process area at maturity level 2

Purpose

The purpose of Measurement and analysis (MA) is to develop and maintain a measurement capability that is used to support management's information needs.

Specific practices by objective

• SG 1 Coordinate measurement and analysis activities
  • SP 1.1 Setting measurement objectives
    • Resources, people, facilities and techniques.
  • SP 1.2 Specify measures
    • Information needs document, guidance, reference and reporting.
  • SP 1.3 Establish procedures for data collection and storage
    • Sources, methods, frequency and ownership.
  • SP 1.4 Specify analysis methods
    • Rules, alarms, SPC and variance.
• SG 2 Provide measurement results
  • SP 2.1 Measurement data obtained
    • Is, plan, automatic and manual.
  • SP 2.2 Analyze measurement data
    • Evaluate, drill down, RCA.
  • SP 2.3 Save data and results
    • Store, Secure, Accessible, History and Evidence.
  • SP 2.4 Communicating results
    • Information exchange, dashboards, up-to-date, simple and interpretable.

Organizational Process Definition (OPD) 

• A process management process area at maturity level 3

Purpose

The purpose of the organizational process definition (OPD) consists of creating and maintaining a usable set of organizational process resources, work environment standards, and rules and guidelines for teams.

Specific practices by objective

• SG 1 Establish organizational process asset
  • SP 1.1 Establish standard processes
  • SP 1.2 Create life cycle model descriptions
  • SP 1.3 Establishing criteria and guidelines for adaptation
  • SP 1.4 Setting up the organization's measurement memory
  • SP 1.5 Establishment of the organization's process asset library
  • SP 1.6 Establish working environment standards
  • SP 1.7 Establish rules and guidelines for teams

Organizational Process Focus (OPF) 

• A process management process area at maturity level 3

Purpose

The purpose of Organizational Process Focus (OPF) consists of planning, implementing and delivering organizational process improvements based on a thorough understanding of the current strengths and weaknesses of the organization's processes and process resources.

Specific practices by objective

• SG 1 Determine opportunities for process improvement
  • SP 1.1 Identify organizational process requirements
  • SP 1.2 Evaluate the organization's processes
  • SP 1.3 Identify the organization's process improvements
• SG 2 Planning and implementing process improvements
  • SP 2.1 Preparation of process action plans
  • SP 2.2 Implementing Process Action Plans
• SG 3 Provide organizational process resources and incorporate experience
  • SP 3.1 Provide process resources to the organization
  • SP 3.2 Providing standard processes
  • SP 3.3 Monitoring implementation
  • SP 3.4 Integrate experiences into the organization's process assets

Organizational Performance Management (OPM) / Organizational Innovation and Deployment 

• A process management process area at maturity level 5

Purpose

The purpose of the Organizational Performance Management (OPM) consists of proactively managing the organization's performance to achieve its business goals.

Specific practices by objective

• SG 1 Manage company performance
  • SP 1.1 Maintain business objectives
  • SP 1.2 Analyze process performance data
  • SP 1.3 Identify potential areas for improvement
• SG 2 Select Improvements
  • SP 2.1 Identifying suggestions for improvement
  • SP 2.2 Analyze proposed improvements
  • SP 2.3 Validation of improvements
  • SP 2.4 Select and implement deployment improvements
• SG 3 Deployment Improvements
  • SP 3.1 Planning deployment
  • SP 3.2 Managing Deployment
  • SP 3.3 Evaluation of improvement effects

Organizational Process Performance (OPP) 

• A process management process area at maturity level 4

Purpose

The purpose of the organizational process performance (OPP) is to establish and maintain a quantitative understanding of the performance of selected processes in the set of standard processes of the organization to support the achievement of quality and process performance objectives, and to provide process performance data, baselines and models to manage the organization's projects quantitatively.

Specific practices by objective

• SG 1 Establish performance baselines and models
  • SP 1.1 Setting quality and process performance targets
  • SP 1.2 Select processes
  • SP 1.3 Set process performance metrics
  • SP 1.4 Analyze process performance and set process performance baselines
  • SP 1.5 Establishing Process Performance Models

Organisationstraining (OT) 

• A process management process area at maturity level 3

Purpose

The purpose of the Organizational training (OT) consists in developing skills and knowledge of people so that they can fulfil their roles effectively and efficiently.

Specific practices by objective

• SG 1 Establishment of an organizational training capacity
  • SP 1.1 Identify strategic training needs
  • SP 1.2 Determining which training needs are the responsibility of the organization
  • SP 1.3 Preparation of a tactical training plan for the organization
  • SP 1.4 Establish a training capacity
• Offer SG 2 training
  • SP 2.1 Provision of training
  • SP 2.2 Preparation of training records
  • SP 2.3 Evaluation of training effectiveness

Producting (PI) 

• An engineering process area at maturity level 3

Purpose

The purpose of the Product integration (PI) consists of assembling the product from the product components, ensuring that the product behaves properly when integrated (i.e. has the necessary functions and quality attributes) and delivering the product.

Specific practices by objective

• SG 1 Prepare product integration
  • SP 1.1 Establish an integration strategy
  • SP 1.2 Setting up the product integration environment
  • SP 1.3 Establish product integration procedures and criteria
• SG 2 Ensure interface compatibility
  • SP 2.1 Check interface descriptions for completeness
  • SP 2.2 Manage interfaces
• Assemble SG 3 product components and deliver the product
  • SP 3.1 Confirmation of the willingness of the product components to integrate
  • SP 3.2 Assemble product components
  • SP 3.3 Evaluate composite product components
  • SP 3.4 Packing and delivering the product or product component

Project monitoring and control (PMC) 

• A project management process area at maturity level 2

Purpose

The purpose of the Project monitoring and control (PMC) consists of providing an overview of project progress so that appropriate corrective action can be taken when project performance deviates significantly from the plan.

Specific practices by objective

• SG 1 Monitoring the project against the plan
  • SP 1.1 Monitor project planning parameters
  • SP 1.2 Monitor commitments
  • SP 1.3 Monitor project risks
  • SP 1.4 Monitor data management
  • SP 1.5 Monitoring stakeholder participation
  • SP 1.6 Conducting progress reviews
  • SP 1.7 Conducting Milestone Reviews
• SG 2 Manage corrective actions until completion
  • SP 2.1 Analyze problems
  • SP 2.2 Take corrective action
  • SP 2.3 Manage corrective actions

Project planning (PP) 

• A project management process area at maturity level 2

Purpose

The purpose of the Project planning (PP) consists of creating and maintaining plans that define project activities.

Specific practices by objective

• SG 1 Produce estimates
  • SP 1.1 Estimate the scope of the project
  • SP 1.2 Produce estimates of work results and task attributes
  • SP 1.3 Define phases of the project life cycle
  • SP 1.4 Estimate effort and costs
• SG 2 Develop a project plan
  • SP 2.1 Set the budget and timetable
  • SP 2.2 Identifying project risks
  • SP 2.3 Plandatenmanagement
  • SP 2.4 Plan the resources of the project
  • SP 2.5 Plan required knowledge and skills
  • SP 2.6 Planning stakeholder participation
  • SP 2.7 Preparation of the project plan
• SG 3 Obtain commitment to the plan
  • SP 3.1 Review plans affecting the project
  • SP 3.2 Matching work and resource levels
  • SP 3.3 Plan commitment received

Process and Product Quality Assurance (PPQA) 

• A support process area at maturity level 2

Purpose

The purpose of the Process and Product quality assurance (PPQA) consists of giving employees and managers an objective insight into processes and associated work results.

Specific practices by objective

• SG 1 objectively evaluate processes and work results
  • SP 1.1 Evaluate processes objectively
  • SP 1.2 Evaluate work results objectively
• SG 2 Provide objective insights
  • SP 2.1 Communication and resolution of non-compliance issues
  • SP 2.2 Creating records.

Quantitative Project Management (QPM) 

• A project management process area at maturity level 4

Purpose

The purpose of the process area Quantitative project management (QPM) consists of managing the project quantitatively to achieve the project's established quality and process performance objectives.

Specific practices by objective

• SG 1 Preparation for quantitative management
  • SP 1.1 Set the objectives of the project
  • SP 1.2 Create the defined processes
  • SP 1.3 Select subprocesses and attributes
  • SP 1.4 Selected measures and analytical techniques
• Manage SG 2 project quantitatively
  • SP 2.1 Monitoring the performance of selected sub-processes
  • SP 2.2 Manage project performance
  • SP 2.3 Carrying out a root cause analysis

Requirements Development (RD) 

• An engineering process area at maturity level 3.

Purpose

The purpose of the Requirements development (RD) consists in collecting, analysing and establishing customer, product and product component requirements.

Specific practices by objective

• SG 1 Develop customer requirements
  • SP 1.1 Identifying needs
  • SP 1.2 Transforming stakeholder needs into customer requirements
• SG 2 Develop product requirements
  • SP 2.1 Establish requirements for products and product components
  • SP 2.2 Assign requirements for product components
  • SP 2.3 Identify interface requirements
• SG 3 Analyze and validate requirements
  • SP 3.1 Establish operational concepts and scenarios
  • SP 3.2 Create a definition of required functionality and quality attributes
  • SP 3.3 Analyze requirements
  • SP 3.4 Analyze requirements to achieve balance
  • SP 3.5 Validate requirements

Requirements Management (REQM) 

• A project management process area at maturity level 2

Purpose

The purpose of the Requirements management (REQM) consists of managing requirements for the project's products and product components and ensuring alignment between these requirements and the project's plans and work results.

Specific practices by objective

• SG 1 Manage requirements
  • SP 1.1 Understanding requirements
  • SP 1.2 Obligation to receive requirements
  • SP 1.3 Manage requirements changes
  • SP 1.4 Maintaining bidirectional traceability of requirements
  • SP 1.5 Ensuring alignment between project work and requirements

Risikomanagement (RSKM) 

• A project management process area at maturity level 3

Purpose

The purpose of the Risk management (RSKM) consists of identifying potential problems before they occur, so that risk management activities can be planned and called upon as necessary throughout the life of the product or project to mitigate negative impacts on the achievement of the objectives.

Specific practices by objective

• SG 1 Prepare risk management
  • SP 1.1 Determination of sources and categories of risk
  • SP 1.2 Define risk parameters
  • SP 1.3 Establish a risk management strategy
• SG 2 Identify and analyze risks
  • SP 2.1 Identifying risks
  • SP 2.2 Assessing, categorizing and prioritizing risks
• SG 3 Mitigate risks
  • SP 3.1 Develop risk mitigation plans
  • SP 3.2 Implementation of risk mitigation plans

Supplier Agreement Management (SAM) 

• A project management process area at maturity level 2

Purpose

The purpose of the Supplier Agreement Management (SAM) consists of managing the purchase of products from suppliers.

Specific practices by objective

• SG 1 Create supplier agreements
  • SP 1.1 Determine type of acquisition
  • SP 1.2 Select Suppliers
  • SP 1.3 Establish supplier agreements
• SG 2 Meet supplier agreements
  • SP 2.1 Execute the supplier contract
  • SP 2.2 Accept the purchased product
  • SP 2.3 Ensuring the transition of products

Technical solution (TS) 

• An engineering process area at maturity level 3

Purpose

The purpose of the technical solution (TS) is the selection of design and implementation solutions for requirements. Solutions, designs and implementations include products, product components and product-related life cycle processes, either individually or in combination as needed.

Specific practices by objective

• SG 1 Select Product Component Solutions
  • SP 1.1 Development of alternative solutions and selection criteria
  • SP 1.2 Selected product component solutions
• Develop SG 2 design
  • SP 2.1 Design of the Product of Product Components
  • SP 2.2 Preparation of a technical data package
  • SP 2.3 Designing interfaces using criteria
  • SP 2.4 Performing make, buy or reuse analysis
• SG 3 Implementation of product design
  • SP 3.1 Implementing the design
  • SP 3.2 Develop product support documentation

Validation (VAL) 

• An engineering process area at maturity level 3

Purpose

The purpose of the Validation (VAL) consists in demonstrating that a product or component of a product fulfils the intended purpose when placed in the intended environment.

Specific practices by objective

• Prepare SG 1 validation
  • SP 1.1 Select products for validation
  • SP 1.2 Setting up the validation environment
  • SP 1.3 Establish validation procedures and criteria
• SG 2 Validate product or product components
  • SP 2.1 Perform validation
  • SP 2.2 Analyze validation results

Verification (VER) 

• An engineering process area at maturity level 3

Purpose

The purpose of the Verification (VER) consists in ensuring that selected work results meet their specified requirements.

Specific practices by objective

• SG 1 Prepare verification
  • SP 1.1 Select work results for verification
  • SP 1.2 Setting up the verification environment
  • SP 1.3 Establishment of verification procedures and criteria
• Conduct SG 2 peer reviews
  • SP 2.1 Prepare for peer reviews
  • SP 2.2 Conduct peer reviews
  • SP 2.3 Analyze peer review data
• SG 3 Verify selected work results
  • SP 3.1 Perform verification
  • SP 3.2 Analyze verification results

Changes in version 1.2 

Only changes made to the set of process areas are considered here. For more information about the changes made to version 1.2, see the version release notes 1.2 or take for the final list of changes to the CMMI Version 1.2 Upgrade Training part .

• The following process areas were removed (all at maturity level 3):
  • Organizational environment for integration (OEI)
  • Integrated Teaming (IT)
  • Integrated Supplier Management (ISM)
• The following additions were made within existing process areas:
  • IPM – SG3 and SG4 were eliminated, new SG3 was added (as an IPPD supplement)
  • OPD – SG2 was added (as an IPPD add-on)
  • OPF – two SPs were extracted from the old SG3 and combined with two new SPs to create the new SG3
  • REQD – SP3.5 has been renamed Validate Requirements
  • SAM – SP2.1 was eliminated, two new SPs were added in SG2
  • TS – SP1.2 has been incorporated into RD SP 3.1
  • VER – SP3.2 has been renamed Analyze Verification Results

Changes in version 1.3 

Some major improvements in CMMI-DEV, V1.3 include the following:

• High maturity process areas have been significantly improved to reflect industry best practices, ^[1] including a new specific objective and several new specific practices in the process area renamed from Organizational Innovation and Deployment (OID) to Organizational Performance Management (OPM).
• Agile practices ^[2] were included with an interpretation guide and by adding notes on the applicable process areas in the process area introduction and interpretation of agile practices.
• Improvements have been made to the model architecture, simplifying the use of multiple models.
• The information material has been improved, including the revision of engineering practices to reflect industry best practices and the addition of guidance for organizations using agile methods.
• Glossary definitions and model terminology have been improved to improve the clarity, accuracy and usability of the model.
• Level 4 and 5 generic objectives and practices and Levels 4 and 5 of capability have been eliminated in order to adequately focus the high level of maturity on achieving the business objectives, which is achieved by applying Levels 1-3 of capability to the high level process areas (causal analysis and resolution, quantitative project management, organizational performance management and organizational process performance).

Process areas, categories and maturity levels

References 

1. ^ CMMI V1.3, Practices of high maturity clarified
2. ^ CMMI V1.3: Agil
3. ^ CMMI Product Team (2010). "CMMI for Development, Version 1.3" ( PDF ) . Technical report CMU/SEI-2010-TR-033. Institute of Software Engineering : 33 . Retrieved on 25.10.2012 .

Official sources 

• Maturity model
• Integration of the skill maturity model

Further reading 

• CMMI Product Team (November 2010). "CMMI for Development, Version 1.3" ( PDF ) ... Technical report CMU/SEI-2010-TR-033. Institute of Software Engineering . Retrieved on February 16, 2011 .

• Chrissis, Mary Beth; Mike Konrad; Sandy Shrum (16. February 2011). CMMI: Process Integration and Product Improvement Guidelines (3. Ed). Addison-Wesley Professional . ISBN 978-0-321-71150-2.