1. CMMI 1 The CMM Integration Project Dr. Jack R. FergusonDr. Rick Hefner CMMI Project ManagerAssessment Team Co-Lead

2. CMMI 2 Objectives Present the background and current status of the CMM Integration Project Discuss structure and sample content of the new maturity models Discuss timeline for public release of the models and pilot assessments Discuss transition from the current maturity models and assessment methods

3. CMMI 3 Agenda IntroductionDr. Jack Ferguson (SEI) Background Design Approach Comparison to SW-CMM v1.1Dr. Rick Hefner (TRW) Comparison to EIA IS 731 (SECM) Assessment Methodology Comment ProcessDr. Jack Ferguson (SEI) Transition Process Discussion

4. CMMI 4 Background Dr. Jack Ferguson Objectives Review project objectives Review key requirements and source material Discuss CMMI project team Compare and contrast current maturity models –CMM for Software, SECM, IPD-CMM –Staged, continuous

5. CMMI 5 What are Capability Maturity Models? Organized collections of best practices Based on work by Crosby, Deming, Juran, Humphrey... Systematic ordered approach to process improvement. Means of measuring organizational maturity. Have proven to bring significant return on investment in productivity and quality.

6. CMMI 6 How are CMMs used? Process Improvement Process Definition Competency Assessment Risk Management Communication

7. CMMI 7 The Current Situation - every silver lining has a dark cloud Explosion of CMMs and CMM-like models Multiple models within an organization Multiple assessments Multiple training Multiple expenses

8. CMMI 8 Courtesy Sarah Sheard, SPC

9. CMMI 9 Why is This a Problem? Similar process improvement concepts, but... –Different model representations (e.g. staged, continuous, questionnaire, hybrid) –Different terminology –Different content –Different conclusions –Different appraisal methods

10. CMMI 10 Improvement in any discipline is a function of performing: –Implementing practices that reflect the fundamentals of a particular topic (e.g. configuration management) –Institutionalizing practices that lead to sustainment and improvement of an implementation The Common Basis for Model- Based Process Improvement

11. CMMI 11 All CMMI source models contain: Implementing practices grouped by affinity Institutionalizing practices that vary from model to model, however all models specify levels that describe increasing capability to perform

12. CMMI 12 Initial(1) Managed (2) Defined(3) Quantitatively Managed (4) Optimizing(5) Disciplined process Standard, consistent process Predictable process Continuously improving process Not performed (0) (performed) (planned and tracked) (standard) (measured) Improvement Levels

13. CMMI 13 The CMMI Project DoD sponsored Collaborative endeavor –Industry –Government –Academia Over 100 people involved

14. CMMI 14 CMM Integration Project Project Manager J. Ferguson Chief Architect R. Bate Steering Group Stakeholder/ Reviewers Co-Chairs P. Babel / B. Rassa Reqmts. IPT Architecture IPT PA Author Groups Training Meth. IPT Assessment Meth. IPT Coordinating IPT Team leads Product Development Team IPPD IPT Usability TeamLotus Notes Team Editors (CCB) Pilot Planning

15. CMMI 15 The CMMI Development Team U.S. Air Force U.S. Navy Federal Aviation Administration National Security Agency Software Engineering Institute (SEI) ADP, Inc. Boeing Computer Sciences Corp. Ericsson Canada General Dynamics Honeywell Litton Lockheed Martin Northrop Grumman Pacific Bell Raytheon Rockwell Collins Thomson CSF TRW

16. CMMI 16 Integrate the models, eliminate inconsistencies, reduce duplication Reduce the cost of implementing model- based process improvement Increase clarity and understanding –Common terminology –Consistent style –Uniform construction rules –Common components Assure consistency with ISO 15504 Be sensitive to impact on legacy efforts CMMI Design Goals

17. CMMI 17 Benefits Efficient, effective assessment and improvement across multiple process disciplines in an organization Reduced training and assessment costs A common, integrated vision of improvement for all elements of an organization A means of representing new discipline-specific information in a standard, proven process improvement context

18. CMMI 18 The Challenge Extract the common or best features from the source models Provide users the ability to produce single- or multiple- discipline models, both continuous and staged, tailored to their organizational needs. Provide users the ability to assess and train based on these models.

19. CMMI 19 CMMI Source Models Capability Maturity Model for Software V2, draft C (SW-CMM V2C) EIA Interim Standard 731, System Engineering Capability Model (SECM) Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)

20. CMMI 20 Staged Representations Key Process Areas are grouped in the stages (levels) from 2 to 5 A Key Process Area contains specific practices (activities) to achieve the purpose of the process area. For a Key Process Area at a given stage, institutionalization practices are integral to the process area.

21. CMMI 21 Staged Model 1 Initial Competent people and heroics Org Improvement Deployment Org Process and Tech Innovation Defect Prevention 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Repeatable Continuous process improvement Quantitative management Process Standardization Organization Process Performance Statistical Process Management Org Software Asset Commonality Peer Reviews Project Interface Coordination Software Product Engineering Organization Training Program Organization Process Definition Organization Process Focus LevelFocusKey Process Areas Basic Project Management Software Configuration Management Software Quality Assurance Software Acquisition Management Software Project Control Software Project Planning Requirements Management

22. CMMI 22 Continuous Representations A process area contains specific practices to achieve the purpose of the process area. Generic practices are grouped in Capability Levels Generic practices are added to the specific practices of each process area to attain a capability level for the process area. The order in which Process Areas are addressed can follow a recommended staging.

23. CMMI 23 Continuous Model

24. CMMI 24 Source Model Terminology

25. CMMI 25 Assessment Methods CBA IPI Method –Rating of goals –Single digit rating –Full goal satisfaction –More strict data validation requirement SECM Assessment Method –Rating of practices –Granularity options –Partial credit options –Less strict data validation requirement Both methods use the same basic set of activities

26. CMMI 26 The CMMI Challenge Integrate three source models that have many differences Provide consistency with ISO 15504 Maintain support from user communities Develop framework to allow growth to other disciplines

27. CMMI 27 Design Approach Objectives Review design goals Discuss framework of CMMI models Describe CMMI terminology and components Outline CMMI products Discuss CMMI Schedule and current issues

28. CMMI 28 The CMMI Solution A Product Line Approach CMMI Product Suite CMMI- SW CMMI- SE CMMI- SE/SW CMMI- SE/SW/ IPPD... SW SE IPPD Assess Training... Industry SEI Government Team of Teams Modeling and Discipline Experts Collaborative Process

29. CMMI 29 The CMMI Product Line The CMMI product line is a product suite sharing a common, managed set of features that satisfy specific needs of a selected domain. Domain Architecture Components pertain to share an are built from is satisfied by guides development of Products

30. CMMI 30 Input Common content Discipline content Criteria for content Transform Rules for generating products -Model -Assessment -Training Framework Repository Output Integrated model(s) Assessment method(s) Training materials CMMI Product Suite

31. CMMI 31 Framework Components Construction rules Conceptual architecture

32. CMMI 32 Shared (Discipline X+Y) Discipline Y The CMMI Framework Framework General Glossary Development Standards and Guidelines Document Templates Assessment Methodology Framework Training Materials Process Management Core (PMC) PMC Generic Practices/Templates PMC Process Areas PMC Assessment Material PMC Model Training Material PMC Assessment Training Material Integration Core (IC) IPPD Environment IC Generic Practices/Templates IC Process Areas IC Assessment Material IC Model Training Material IC Assessment Training Material Discipline X (DX) DX Amplifications DX Process Areas DX Assessment Material DX Model Training Material DX Assessment Training Material + Output Models Assessment Methods Model Training Materials Assessment Training Materials

33. CMMI 33 CMMI Terminology CMMI Models contain institutionalization (Generic) and implementation (Specific) parts: Front matter Process Areas that contain: –Generic and Specific Goals –Generic and Specific Practices (in Common Features in staged representation) –Subpractices –Notes –Discipline-specific amplifications Glossary and tailoring guidelines Informative Expected Required

34. CMMI 34 CMMI V0.2 Process Areas - 1 Maturity Level 2 Process Management CoreEngineering Shared (SE & SW) Project PlanningRequirements Management Project Monitoring and Control Configuration Management Process & Product Quality Assurance Supplier Agreement Management Data Management Measurement & Analysis

35. CMMI 35 CMMI V0.2 Process Areas - 2 Maturity Level 3 Process Management Core Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis & Resolution Engineering Shared (SE & SW) Customer & Product Requirements Technical Solution Product Integration Product Verification Validation

36. CMMI 36 CMMI V0.2 Process Areas - 3 Maturity Levels 4 & 5 Process Management Core Quantitative Management of Quality and Process Organizational Process Performance Causal Analysis and Resolution Organizational Process Technology Innovation Process Innovation Deployment

37. CMMI 37 CMMI Products CMMI Models Assessment Material Training Material Model Developer Material

38. CMMI 38 CMMI Models Staged and Continuous (with equivalent staging) versions of: –Software Engineering –Systems Engineering –Systems Engineering + Software –Systems Engineering + Software with IPPD Tailoring Guidance

39. CMMI 39 Assessment Material Assessment requirements Assessment methodology Assessment data collection methods and tools (e.g., questionnaires, interviews) Assessment Team qualifications

40. CMMI 40 Training Material Model Training Assessment Training –Team Training –Lead Assessor Training

41. CMMI 41 Model Developer Material Glossary Framework and model content criteria Framework Training

42. CMMI 42 CMMI Schedule August 31, 1999Release CMMI-SE/SW V0.2 for public review. Nov 30, 1999Release CMMI-SE/SW/IPPD for public review Nov 1999-May 2000 Pilot assessments Jun-Aug 2000Publish models V1.0

43. CMMI 43 Issues Concerning Initial CMMI Drafts Size of model Complexity of model “Normative” model Goals and Themes Order of process areas ISO Consistency Equivalence between staged and continuous representations –“Advanced” practices –Process area boundaries –Generic practices CMMI team received 4000+ change requests from reviewers

44. CMMI 44 CMMI-SE/SW compared to SW-CMM v1.1 Dr. Rick Hefner Objectives Philosophy Model Component Comparison Process Area Comparison Common Features Comparison

45. CMMI 45 Philosophy - 1 SEI had completed updates to the SW-CMM when the CMMI project was started –SW-CMM v2 Draft C was used as the source model for CMMI –Adapted for compatibility with SE Most of the community is currently using SW-CMM v1.1 –Detailed traceability matrices are being developed

46. CMMI 46 Philosophy - 2 CMMI- SE/SW staged representation is similar to SW-CMM v1.1 –Maturity Levels composed of Process Areas –Goals are required; implemented & institutionalized –Key practices are expected; alternative practices are acceptable if effective at meeting the goals –All else is informative CMMI- SE/SW continuous representation reflects the same info in a SPICE-like structure

47. CMMI 47 Process AreaKey Process Area CMMI ModelsSW CMM Generic GoalPlanning Goal sometimes used v1.1, Institutionalization Goal in 2.0 Specific GoalKPA Goal Generic PracticeKey practices from institutionalization common features Specific Practice Key Practice from Activities Performed Common Features Subpractice Maturity Level Capability Level None Notes Explanatory Material Work Products Examples “For Software Engineering”Examples and explanatory materiel Model Component Comparison

48. CMMI 48 SW-CMM v1.1 CMMI Defect preventionCausal Analysis and Resolution Technology change mgmtOrg. Process Technology Innovation Process change mgmtProcess Innovation Deployment Quantitative process mgmtOrg. Process Performance Software quality mgmtQuantitative Mgmt of Quality & ProcessOrganization process focus Organization process definition Training programOrganizational training Integrated software mgmtIntegrated project management Risk Management Software product engrCustomer and Product Reqmts Technical Solution Product Integration Intergroup coordination Product Verification Peer reviews Validation Decision Analysis and ResolutionRequirements management Software project planningProject planning Software project tracking & oversightProject Monitoring and Control Software subcontract mgmtSupplier Agreement Management Software quality assuranceProduct & Process Quality Assurance Software configuration mgmtConfiguration Management Data Management Measurement and Analysis LEVEL 5 OPTIMIZING LEVEL 4 MANAGED LEVEL 3 DEFINED LEVEL 2 REPEATABLE

49. Software Product Engineering SW-CMM v1.1 Activities 1Appropriate software engineering methods and tools are integrated into the project's defined software process. 2The software requirements are developed, maintained, documented, and verified by systematically analyzing the allocated requirements according to the project's defined software process. 3The software design is developed, maintained, documented, and verified, according to the project's defined software process, to accommodate the software requirements and to form the framework for coding. 4The software code is developed, maintained, documented, and verified, according to the project's defined software process, to implement the software requirements and software design. 5Software testing is performed according to the project's defined software process. Customer and Product Req PA Technical Solution PA Product Verification PA

50. Software Product Engineering SW-CMM v1.1 Activities (continued) 6Integration testing of the software is planned and performed according to the project's defined software process. 7System and acceptance testing of the software are planned and performed to demonstrate that the software satisfies its requirements. 8The documentation that will be used to operate and maintain the software is developed and maintained according to the project's defined software process. 9Data on defects identified in peer reviews and testing are collected and analyzed according to the project's defined software process. 10Consistency is maintained across software work products, including the software plans, process descriptions, allocated requirements, software requirements, software design, code, test plans, and test procedures. Product Integration PA Product Verification PA CMMI 50

51. CMMI 51 Common Feature Comparison Handled by the Measurement and Analysis PA

52. CMMI 52 Conclusions Organizations using SW-CMM v1.1 should be able to smoothly transition to CMMI –Measurement and Analysis & Data Mgmt at L2 –Risk Management & Decision Analysis and Resolution at L3 –Expansion of Software Product Engineering –Configuration Management for all Process Areas

53. CMMI 53 Comparing CMMI-SE/SW to EIA IS 731-SECM Objectives Philosophy Process Area Comparison Planned IPPD Extensions

54. CMMI 54 Philosophy - 1 EIA 731 was created as a merger of the SE- CMM and INCOSE SECM models –Used as a source model for CMMI CMMI-SE/SW merges software ideas –Staged representation of SE available –Continuous representation with “equivalent staging”

56. CMMI 56 Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) EIA 731 Focus Areas - 1 Technical Focus Areas –Define Stakeholder and System Level Requirements –Define Technical Problem –Define Solution –Assess and Select –Integrate System –Verify System –Validate System

57. CMMI 57 EIA 731 Focus Areas - 2 Management Focus Areas –Plan and Organize –Monitor and Control –Integrate Disciplines –Coordinate with Suppliers –Manage Risk –Manage Data –Manage Configurations –Ensure Quality Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM)

58. CMMI 58 EIA 731 Focus Areas - 3 Environment Focus Areas –Define and Improve the Systems Engineering Process –Manage Competency –Manage Technology –Manage Systems Engineering Support Environment Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Quantitative Mgmt of Quality and Process (PM) Organizational Process Capability (PM) Quantitative Mgmt of Quality and Process (PM) Organizational Process Capability (PM) Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM)

59. CMMI 59 Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) What’s New? Not a EIA 731 Focus Area (but in the content) –Causal Analysis and Resolution –Process Innovation Deployment –Quantitative Process and Quality Mgmt –Organizational Process Performance

60. CMMI 60 Conclusions EIA 731 users should be able to smoothly transition to the CMMI-SE/SW model –Continuous representation (+ “equivalent” staged representation) –Some lower level differences Integrated Product and Process Development (IPPD) will be added –Based on IPPD-CMM practices

61. CMMI 61 Assessment Methodology Dr. Rick Hefner (TRW) Assessment Methodology Team Co-lead Objectives Assessment approach Assessment Requirements for CMMI (ARC) SCAMPI assessment method Lead Assessor program, transition plan

62. CMMI 62 Assessment Methods CBA IPI Method –Rating of goals –Single digit rating –Full goal satisfaction –More strict data validation requirement SECM Method –Rating of practices –Granularity options –Partial credit options –Less strict data validation requirement Essentially the same activities in the two methods

63. CMMI 63 Assessment Requirements for CMMI (ARC) Similar to the current CMM Appraisal Framework (CAF) V1.0 –Specifies the minimum requirements for full, comprehensive assessment methods, e.g., SCAMPI Other assessment methods may be defined for situations not requiring a comprehensive assessment –initial assessment, quick-look, process improvement monitoring, etc.

64. CMMI 64 Standard CMMI Assessment Method for Process Improvement (SCAMPI) Similar to CBA IPI method Led by authorized Lead Assessor Tailorable to organization and model scope Artifacts: –SCAMPI Method description document –Maturity questionnaire, work aids, templates Current activities –Merger of SECM appraisal method features

65. CMMI 65 CMMI Lead Assessor Program Similar to existing SEI Lead Assessor and Lead Evaluator programs Grandfather current Lead Assessors Under consideration –Delineate by discipline, e.g., SW Lead Assessors, SE Lead Assessors? –Details of transition process for current Lead Assessors and other assessment leaders –Required training in CMMI models

66. CMMI 66 Comment Process Dr. Jack Ferguson Release CMMI-SE/SW v0.2 August 31 –Available at http://www.sei.cmu.edu –Public comments due November 30 Release CMMI-SE/SW/IPPD November 30 –Comments due February 28 Hold Focus Group discussions –SEI Transition –Assessors for both communities –SPINs

67. CMMI 67 Nine initial assessments (desired) –Supported by 3 Product Development Team (PDT) members, –Covering all CMMI models, staged and continuous representations –Nine organizations (4 DoD & 5 industry) volunteered to participate 1 - CMMI SE/SW with IPPD, staged or continuous representation 4 - CMMI SE/SW, staged representation 2 - CMMI SE/SW, continuous representation 1 - CMMI SE, continuous representation 1 - CMMI SW, staged representation Product Development Team (PDT) member roles –CMMI Product Suite Training –Coaching and structured observation Structured feedback from assessment participants –Assessors and Sponsors, and –Participating organization members Pilot Assessments

68. CMMI 68 Development Phase Transition Phase Sustainment Phase CMMI Transition Plan Development Phase –Development of CMMI products –Verification and Validation of CMMI products Transition Phase –Approval of a CMMI Product for public release –Evidence of sufficient use –Transition planning to help organizations use CMMI products Sustainment Phase –Upkeep & continuous improvement of the product suite –Additional evidence of adoption and use

69. CMMI 69 Transitioning to Use of CMMI Understand how models are used: –Steps to enterprise-wide process improvement Apply Lessons Learned in transitioning from single-discipline models –Federal Aviation Administration’s experiences with iCMM –US Air Force experiences with transitioning between models –Others...

70. CMMI 70 Metrics Capture Metrics Capture Activity Based Costing Activity Based Costing Process Level Evolution Process Level Evolution Project Management Project Management Simulation 1. Vision, Goals, Buy-in 4. Process Transformation From Process, all good things flow! 2. Process Capture Organization Processes 3. Gap Analysis Best Practices Steps to Enterprise-wide Organizational Maturity

71. CMMI 71 Improved Processes CMMI Benefits CMMI product users can expect to: –Efficiently and effectively improve and assess multiple disciplines across their organization –Reduce costs (including training) associated with improving and assessing processes –Deploy a common, integrated vision of process improvement that can be used as a basis for enterprise-wide process improvement efforts.

72. CMMI 72 CMMI team is working to assure the CMMI Product Suite addresses needs of software and systems engineering communities of practice Use of an integrated model to guide enterprise process improvement promises to be one of the more sustainable & profitable initiatives that any organization might pursue The promise...

73. CMMI 73 Discussion