CS 577b Software Engineering II -- Introduction

CS 577b Software Engineering II -- Introduction
19 September 2018 CMMI 1.3 CS 577b Software Engineering II Supannika Koolmanojwong March 2, 2011 © USC Center for Software Engineering

Outline Staged vs Continuous representation New concepts in V1.3
Maturity levels vs Capability levels New concepts in V1.3 Process Areas by Category When the processes are not done well, … 03/02/2011 © 2011 USC-CSSE

Comparison of process areas
CMMI-DEV CMMI - SVC CMMI - ACQ Causal Analysis and Resolution (CAR) Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Project Planning (PP) Work Planning (WP) Project Monitoring and Control Work Monitoring and Control (WMC) Project Monitoring and Control (PMC) Integrated Project Management Integrated Work Management (IWM) Integrated Project Management (IPM) Quantitative Project Management Quantitative Work Management (QWM) Quantitative Project Management (QPM) Supplier Agreement Management (SAM) Product Integration (PI) Requirements Development (RD) Technical Solution (TS) Validation (VAL) Verification (VER) Capacity and Availability Management (CAM) Incident Resolution and Prevention (IRP) Service Continuity (SCON) Service Delivery (SD) Service System Development (SSD) Service System Transition (SST) Strategic Service Management (STSM) Agreement Management (AM) Acquisition Requirements Development (ARD) Acquisition Technical Management (ATM) Acquisition Validation (AVAL) Acquisition Verification (AVER) Solicitation and Supplier Agreement Development (SSAD) Organizational Performance Management (OPM) Organizational Process Performance (OPP) Organizational Training (OT) Process and Product Quality Assurance (PPQA) Requirements Management (REQM) Risk Management (RSKM) 03/02/2011 © 2011 USC-CSSE

Process Area Informative: Specific Goals Generic Goals
Purpose Statement, Introductory Notes, Related Process Areas Specific Goals Specific Practices Example Work Products Subpractices Generic Goals Generic Practices Subpractices Generic Practice Elaborations 03/02/2011 © 2011 USC-CSSE

SGs and # of SGs are different from process area to process area
GGs for every process area are the same 03/02/2011 © 2011 USC-CSSE

Two improvement paths using levels
Capability levels, continuous representation process improvement achievement in individual process areas These levels are a means for incrementally improving the processes corresponding to a given process area. 4 capability levels, numbered 0 through 3. Maturity levels staged representation process improvement achievement across multiple process areas These levels are a means of improving the processes corresponding to a given set of process areas 5 maturity levels, numbered 1 through 5 03/02/2011 © 2011 USC-CSSE

Using Continuous Representation
When you know the processes that need to be improved Improve the performance of a single process area (the trouble spot) or several process areas Allow an organization to improve different processes at different rates. 03/02/2011 © 2011 USC-CSSE [Ref: Lazaris]

Factors in your decision
Business Factors Mature knowledge of its own business objectives (continuous) Product-line focus; entire organization (staged) Cultural Factors Depend on org’s capability Process-based – Continuous Little experience in process improvement - staged Legacy Continuation from using other model 03/02/2011 © 2011 USC-CSSE [Ref: Lazaris]

Comparison of Capability and Maturity Levels
Continuous Representation Capability Levels Staged Representation Maturity Levels Level 0 Incomplete Level 1 Performed Initial Level 2 Managed Level 3 Defined Level 4 Quantitatively Managed Level 5 Optimizing 03/02/2011 © 2011 USC-CSSE

To achieve a capability level, pick a process area
Capability Level 1: Performed - accomplishes the needed work to produce work products; the specific goals of the process area are satisfied Capability Level 2: Managed - A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. Capability Level 3: Defined - A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes process related experiences to the organizational process assets 03/02/2011 © 2011 USC-CSSE

Capability Levels Capability Level 0: Incomplete
not performed or is partially performed. One or more of the specific goals of the process area are not satisfied no generic goals exist for this level since there is no reason to institutionalize a partially performed process Capability Level 1: Performed accomplishes the needed work to produce work products; the specific goals of the process area are satisfied Although capability level 1 results in important improvements, those improvements can be lost over time if they are not institutionalized 03/02/2011 © 2011 USC-CSSE [Ref: CMMI]

Capability Levels Capability Level 2: Managed
A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. Capability Level 3: Defined A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes process related experiences to the organizational process assets 03/02/2011 © 2011 USC-CSSE [Ref: CMMI]

Categories of Process Areas
Category Product Integration (PI) Engineering Requirements Development (RD) Technical Solution (TS) Validation (VAL) Verification (VER) Organizational Process Definition (OPD) Process Management Organizational Process Focus (OPF) Organizational Performance Management (OPM) Organizational Process Performance (OPP) Organizational Training (OT) Integrated Project Management (IPM) Project Management Project Monitoring and Control (PMC) Project Planning (PP) Quantitative Project Management (QPM) Requirements Management (REQM) Risk Management (RSKM) Supplier Agreement Management (SAM) Causal Analysis and Resolution (CAR) Support Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) 03/02/2011 © 2011 USC-CSSE

Process Areas by Maturity Levels
Category Maturity Level Project Monitoring and Control (PMC) Project Management 2 Project Planning (PP) Requirements Management (REQM) Supplier Agreement Management (SAM) Configuration Management (CM) Support Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) Product Integration (PI) Engineering 3 Requirements Development (RD) Technical Solution (TS) Validation (VAL) Verification (VER) Organizational Process Definition (OPD) Process Management Organizational Process Focus (OPF) Organizational Training (OT) Integrated Project Management (IPM) Risk Management (RSKM) Decision Analysis and Resolution (DAR) Organizational Process Performance (OPP) 4 Quantitative Project Management (QPM) Organizational Performance Management (OPM) 5 Causal Analysis and Resolution (CAR) 03/02/2011 © 2011 USC-CSSE

CMMI Process Areas (Staged) V.13
Level Project Management Engineering Support Process Management 5 Optimizing CAR: Causal Analysis and Resolution OPM: Organizational Performance Management 4 Quantitatively Managed QPM: Quantitative Project Management OPP: Organizational Process Performance 3 Defined IPM: Integrated Project Management RSKM: Risk Management RD: Requirements Development TS: Technical Solution PI: Product Integration VER: Verification VAL: Validation DAR: Decision Analysis and Resolution OPF: Organizational Process Focus OPD: Organizational Process Definition OT: Organizational Training 2 Managed PP: Project Planning PMC: Project Monitoring and Control SAM: Supplier Agreement Management REQM: Requirements Management MA: Measurement and Analysis PPQA: Process & Product Quality Assurance CM: Configuration Management 1 Initial 03/02/2011 © 2011 USC-CSSE [Based on Ref: Rudge]

Change from Engineering to Management
CMMI Process Areas (V1.2) CMMI Options: * with Integrated Product & Process Development (IPPD) ** with Supplier Sourcing (SS) Level Project Management Engineering Support Process Management 5 Optimizing CAR: Causal Analysis and Resolution OID: Organizational Innovation &Deployment Change to OPM Combined with IPM 4 Quantitati-vely Managed : Quantitative Project Management QPM OPP: Organizational Process Performance Combined with IPM 3 Defined IPM: Integrated Project Management RSKM: Risk Management IT*: Integrated Teaming ISM**: Integrated Supplier Management RD: Requirements Development TS: Technical Solution PI: Product Integration VER: Verification VAL: Validation DAR: Decision Analysis and Resolution OEI*: Organizational Environment for Integration OPF: Organizational Process Focus OPD: Organizational Process Definition OT: Organizational Training Combined with SAM 2 Managed PP: Project Planning PMC: Project Monitoring and Control SAM: Supplier Agreement Management REQM: Requirements Management MA: Measurement and Analysis PPQA: Process & Product Quality Assurance CM: Configuration Management Change from Engineering to Management 1 Initial Ref: Rudge]

Top new 8 concepts in CMMI1.3
8. Organizational-level contracts Mentioning of preferred suppliers in SAM 7. Prioritized customer requirements Prioritized customer requirements in RD 6. Lifecycle needs and standards Acknowledging standards e.g. ISO in OPD 5. Customer satisfaction Emphasize the importance of customer satisfaction 03/02/2011 © 2011 USC-CSSE [Ref: CMMIRocks]

4. Causal analysis at low levels of maturity Explicit encouragement of using causal analysis New: QPM-SP 2.3 Perform Root Cause Analysis 3. Teaming concepts IPPD (Integrated Process and Product Development) is gone “Teams” is not addition/optional anymore New: IPC-SP1.6 Establish and maintain teams 03/02/2011 © 2011 USC-CSSE [Ref: CMMIRocks]

Modernized development practices Adding concepts of LOS, product line, release increments, architecture-centric, technology maturation Glossary updates Informative material updates in all three constellations (especially in RD, REQM, VAL, and VER) to bring more balance to functional vs. non-functional requirements (e.g., quality attributes) 03/02/2011 © 2011 USC-CSSE [Ref: CMMIRocks]

Agile interpretive guidance Help those who use Agile methods to interpret CMMI Add introductory notes about agile to the following process areas in CM, PI, PMC, PP, PPQA, RD, REQM, RSKM, TS, and VER. Example: "In agile environments... Teams plan, monitor, and adjust plans in each iteration as often as it takes (e.g., daily). Commitments to plans are demonstrated when tasks are assigned and accepted during iteration planning, user stories are elaborated or estimated, and iterations are populated with tasks from a maintained backlog of work. 03/02/2011 © 2011 USC-CSSE [Ref: CMMIRocks]

Category Integrated Project Management (IPM) Project Management Project Monitoring and Control (PMC) Project Planning (PP) Quantitative Project Management (QPM) Requirements Management (REQM) Risk Management (RSKM) Supplier Agreement Management (SAM) 03/02/2011 © 2011 USC-CSSE

Requirements Management
SG 1 Manage Requirements SP 1.1 Understand Requirements SP 1.2 Obtain Commitment to Requirements SP 1.3 Manage Requirements Changes SP 1.4 Maintain Bidirectional Traceability of Requirements SP 1.5 Ensure Alignment Between Project Work and Requirements 03/02/2011 © 2011 USC-CSSE

Project Planning SG 1 Establish Estimates SG 2 Develop a Project Plan
SP 1.1 Estimate the Scope of the Project SP 1.2 Establish Estimates of Work Product and Task Attributes SP 1.3 Define Project Lifecycle Phases SP 1.4 Estimate Effort and Cost SG 2 Develop a Project Plan SP 2.1 Establish the Budget and Schedule SP 2.2 Identify Project Risks SP 2.3 Plan Data Management SP 2.4 Plan the Project’s Resources SP 2.5 Plan Needed Knowledge and Skills SP 2.6 Plan Stakeholder Involvement SP 2.7 Establish the Project Plan SG 3 Obtain Commitment to the Plan SP 3.1 Review Plans That Affect the Project SP 3.2 Reconcile Work and Resource Levels SP 3.3 Obtain Plan Commitment 03/02/2011 © 2011 USC-CSSE

Project Monitoring and Control
SG 1 Monitor 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 Monitor Stakeholder Involvement SP 1.6 Conduct Progress Reviews SP 1.7 Conduct Milestone Reviews SG 2 Manage Corrective Action to Closure SP 2.1 Analyze Issues SP 2.2 Take Corrective Action SP 2.3 Manage Corrective Actions 03/02/2011 © 2011 USC-CSSE

Supplier Agreement Management
SG 1 Establish Supplier Agreements SP 1.1 Determine Acquisition Type SP 1.2 Select Suppliers SP 1.3 Establish Supplier Agreements SG 2 Satisfy Supplier Agreements SP 2.1 Execute the Supplier Agreement SP 2.2 Accept the Acquired Product SP 2.3 Ensure Transition of Products 03/02/2011 © 2011 USC-CSSE

Basic Project Management Category
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Risk Management SG 1 Prepare for Risk Management
SP 1.1 Determine Risk Sources and Categories SP 1.2 Define Risk Parameters SP 1.3 Establish a Risk Management Strategy SG 2 Identify and Analyze Risks SP 2.1 Identify Risks SP 2.2 Evaluate, Categorize, and Prioritize Risks SG 3 Mitigate Risks SP 3.1 Develop Risk Mitigation Plans SP 3.2 Implement Risk Mitigation Plans 03/02/2011 © 2011 USC-CSSE

Quantitative Project Management
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 Subprocesses and Attributes SP 1.4 Select Measures and Analytic Techniques SG 2 Quantitatively Manage the Project SP 2.1 Monitor the Performance of Selected Subprocesses SP 2.2 Manage Project Performance SP 2.3 Perform Root Cause Analysis 03/02/2011 © 2011 USC-CSSE

Integrated Project Management
SG 1 Use the Project’s Defined Process SP 1.1 Establish the Project’s Defined Process SP 1.2 Use Organizational Process Assets for Planning Project Activities SP 1.3 Establish the Project’s Work Environment SP 1.4 Integrate Plans SP 1.5 Manage the Project Using Integrated Plans SP 1.6 Establish Teams SP 1.7 Contribute to Organizational Process Assets SG 2 Coordinate and Collaborate with Relevant Stakeholders SP 2.1 Manage Stakeholder Involvement SP 2.2 Manage Dependencies SP 2.3 Resolve Coordination Issues 03/02/2011 © 2011 USC-CSSE

Advanced Project Management Category
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Requirements Development
SG 1 Develop Customer Requirements SP 1.1 Elicit Needs SP 1.2 Transform Stakeholder Needs into Customer Requirements SG 2 Develop Product Requirements SP 2.1 Establish Product and Product Component Requirements SP 2.2 Allocate Product Component Requirements SP 2.3 Identify Interface Requirements SG 3 Analyze and Validate Requirements SP 3.1 Establish Operational Concepts and Scenarios SP 3.2 Establish 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 03/02/2011 © 2011 USC-CSSE

Product Integration SG 1 Prepare for Product Integration
SP 1.1 Establish an Integration Strategy SP 1.2 Establish the Product Integration Environment SP 1.3 Establish Product Integration Procedures and Criteria SG 2 Ensure Interface Compatibility SP 2.1 Review Interface Descriptions for Completeness SP 2.2 Manage Interfaces SG 3 Assemble Product Components and Deliver the Product SP 3.1 Confirm Readiness of Product Components for Integration SP 3.2 Assemble Product Components SP 3.3 Evaluate Assembled Product Components SP 3.4 Package and Deliver the Product or Product Component 03/02/2011 © 2011 USC-CSSE

Technical Solution SG 1 Select Product Component Solutions
SP 1.1 Develop Alternative Solutions and Selection Criteria SP 1.2 Select Product Component Solutions SG 2 Develop the Design SP 2.1 Design the Product or Product Component SP 2.2 Establish a Technical Data Package SP 2.3 Design Interfaces Using Criteria SP 2.4 Perform Make, Buy, or Reuse Analyses SG 3 Implement the Product Design SP 3.1 Implement the Design SP 3.2 Develop Product Support Documentation 03/02/2011 © 2011 USC-CSSE

Validation SG 1 Prepare for Validation
to demonstrate that a product or product component fulfills its intended use when placed in its intended environment SG 1 Prepare for Validation SP 1.1 Select Products for Validation SP 1.2 Establish 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 03/02/2011 © 2011 USC-CSSE

Verification To ensure that selected work products meet their specified requirements. SG 1 Prepare for Verification SP 1.1 Select Work Products for Verification SP 1.2 Establish the Verification Environment SP 1.3 Establish Verification Procedures and Criteria SG 2 Perform 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 Products SP 3.1 Perform Verification SP 3.2 Analyze Verification Results 03/02/2011 © 2011 USC-CSSE

Category Causal Analysis and Resolution (CAR) Support Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) 03/02/2011 © 2011 USC-CSSE

Measurement and Analysis
SG 1 Align Measurement and Analysis Activities SP 1.1 Establish Measurement Objectives SP 1.2 Specify Measures SP 1.3 Specify Data Collection and Storage Procedures SP 1.4 Specify Analysis Procedures SG 2 Provide Measurement Results SP 2.1 Obtain Measurement Data SP 2.2 Analyze Measurement Data SP 2.3 Store Data and Results SP 2.4 Communicate Results 03/02/2011 © 2011 USC-CSSE

Process and Product Quality Assurance
SG 1 Objectively Evaluate Processes and Work Products SP 1.1 Objectively Evaluate Processes SP 1.2 Objectively Evaluate Work Products SG 2 Provide Objective Insight SP 2.1 Communicate and Resolve Noncompliance Issues SP 2.2 Establish Records 03/02/2011 © 2011 USC-CSSE

Configuration Management
SG 1 Establish Baselines SP 1.1 Identify Configuration Items SP 1.2 Establish a Configuration Management System SP 1.3 Create or Release Baselines SG 2 Track and Control Changes SP 2.1 Track Change Requests SP 2.2 Control Configuration Items SG 3 Establish Integrity SP 3.1 Establish Configuration Management Records SP 3.2 Perform Configuration Audits 03/02/2011 © 2011 USC-CSSE

Causal Analysis and Resolution
SG 1 Determine Causes of Selected Outcomes SP 1.1 Select Outcomes for Analysis SP 1.2 Analyze 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 03/02/2011 © 2011 USC-CSSE

Decision Analysis and Resolution
To analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria. SG 1 Evaluate Alternatives SP 1.1 Establish Guidelines for Decision Analysis SP 1.2 Establish Evaluation Criteria SP 1.3 Identify Alternative Solutions SP 1.4 Select Evaluation Methods SP 1.5 Evaluate Alternative Solutions SP 1.6 Select Solutions 03/02/2011 © 2011 USC-CSSE

Category Organizational Process Definition (OPD) Process Management Organizational Process Focus (OPF) Organizational Performance Management (OPM) Organizational Process Performance (OPP) Organizational Training (OT) 03/02/2011 © 2011 USC-CSSE

Organizational Training
to develop skills and knowledge of people so they can perform their roles effectively and efficiently. SG 1 Establish an Organizational Training Capability SP 1.1 Establish Strategic Training Needs SP 1.2 Determine Which Training Needs Are the Responsibility of the Organization SP 1.3 Establish an Organizational Training Tactical Plan SP 1.4 Establish a Training Capability SG 2 Provide Training SP 2.1 Deliver Training SP 2.2 Establish Training Records SP 2.3 Assess Training Effectiveness 03/02/2011 © 2011 USC-CSSE

Organizational Process Definition
Establish and maintain a usable set of organizational process assets, work environment standards, and rules and guidelines for teams SG 1 Establish Organizational Process Assets SP 1.1 Establish Standard Processes SP 1.2 Establish Lifecycle Model Descriptions SP 1.3 Establish Tailoring Criteria and Guidelines SP 1.4 Establish the Organization’s Measurement Repository SP 1.5 Establish the Organization’s Process Asset Library SP 1.6 Establish Work Environment Standards SP 1.7 Establish Rules and Guidelines for Teams 03/02/2011 © 2011 USC-CSSE

Organizational Process Focus
Plan, implement, and deploy organizational process improvements based on a thorough understanding of current strengths and weaknesses of the organization’s processes and process assets. SG 1 Determine Process Improvement Opportunities SP 1.1 Establish Organizational Process Needs SP 1.2 Appraise the Organization’s Processes SP 1.3 Identify the Organization’s Process Improvements SG 2 Plan and Implement Process Actions SP 2.1 Establish Process Action Plans SP 2.2 Implement Process Action Plans SG 3 Deploy Organizational Process Assets and Incorporate Experiences SP 3.1 Deploy Organizational Process Assets SP 3.2 Deploy Standard Processes SP 3.3 Monitor the Implementation SP 3.4 Incorporate Experiences into Organizational Process Assets 03/02/2011 © 2011 USC-CSSE

Organizational Performance Management
Proactively manage the organization’s performance to meet its business objectives. SG 1 Manage Business 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 Elicit Suggested Improvements SP 2.2 Analyze 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 03/02/2011 © 2011 USC-CSSE

Organizational Process Performance
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 projects. SG 1 Establish Performance Baselines and Models SP 1.1 Establish Quality and Process Performance Objectives SP 1.2 Select Processes SP 1.3 Establish Process Performance Measures SP 1.4 Analyze Process Performance and Establish Process Performance Baselines SP 1.5 Establish Process Performance Models 03/02/2011 © 2011 USC-CSSE

When Project Planning isn’t done well…
What you’ll see… Poor estimates that lead to cost and schedule overruns Unable to discover deviations from undocumented plans Resources aren’t available/applied when needed Unable to meet commitments Why Should You Care? Because…. Customers don’t trust suppliers who waste their resources -- loss of future business No lessons learned for future projects means making the same mistakes on multiple projects Unhappy customers, employees ,and stockholders means a short life for the business If you fail to plan then you plan to fail! 03/02/2011 © 2011 USC-CSSE [Ref: Garcia 2005]

When Project Monitoring and Control isn’t done well….
What you’ll see Crisis management High rework levels throughout the project Lots of time spent in meetings trying to “discover” project status rather than reporting on it Data needed for management decisions is unavailable when needed Actions that should have been taken early on aren’t discovered until it’s too late Why Should You Care? Because…. If you don’t know what’s going on, corrective action can’t be taken early when it’s least expensive Lack of management insight/oversight makes project results highly unpredictable, even later in the project If your confidence in the status you give to your customer is low, they probably perceive that! 03/02/2011 © 2011 USC-CSSE [Ref: Garcia 2005]

When Requirements Management isn’t done well
What you’ll see: High levels of re-work throughout the project Requirements accepted by staff from any source they deem to be authoritative “Galloping” requirements creep Inability to “prove” that the product meets the approved requirements Why Should You Care? Because…. Lack of agreement among stakeholders as to what are the “real” requirements increases time and cost to complete the Project You’re highly likely to deliver an incorrect or incomplete product Revisiting requirements changes over and over is a waste of resource highly visible to the customer 03/02/2011 © 2011 USC-CSSE [Ref: Garcia 2005]

References [Buchholtz 2003 ] Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 [CSSE 2002] USC CSE Annual Research Review 2002 [CMMI]Software Engineering Institute's CMMI website: [CMMIRocks] [CrossTalk 2010] CrossTalk Magazines Jan/Feb 2010 [Garcia 2002] Suz Garcia, Are you prepared for CMMI ? [Garcia 2005] Suzanne Garcia, SEI CMU, Why Should you Care about CMMI? [Lazaris] Chris Lazaris, Continuous and Staged: Choice of CMMI Representations [Rudge ]CMMI® : St George or the Dragon?, T. Rudge, Thales 03/02/2011 © 2011 USC-CSSE

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