CMMI Outline Process

1. (PI) Product Integration

A Support process area at Maturity Level 5

The purpose of Product Integration (PI) is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product. Review the integration strategy with developers and test and integration teams to confirm its feasibility and revise as necessary. This process takes time and money. I won’t be using this process.

2. Organizational Innovation and Deployment (OID)

A Process Management process area at Maturity Level 5

The purpose of Organizational Innovation and Deployment (OID) is to select and deploy incremental and innovative improvements that measurably improve the organization's processes and technologies. Pilots are conducted to evaluate significant changes involving untried, high-risk, or innovative improvements before they are broadly deployed based on the following criteria:

 Improved product quality (e.g., functionality, performance)

 Increased productivity

 Decreased cycle time

 Greater customer and end-user satisfaction

 Shorter development or production time to change functionality or add new features, or adapt to new technologies

 Reduce delivery time

. Reduce time to adapt to new technologies and business needs

 Estimated costs of deploying process and technology improvements, and the resources and funding available for such deployment. Change and stability must be balanced carefully.

3. Organizational Process Definition +IPPD (OPD)

A Process Management process area at Maturity Level 3

The purpose of Organizational Process Definition +IPPD (OPD) is to establish and maintain a usable set of organizational process assets. I will not be using this process, its not related to the make vs. buy product decision-making process.

4. Organizational Training (OT)

A Process area at Maturity Level 3

The purpose of Organizational Training (OT) is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently. This process is very important to our business as training is a basic need for the business, we don’t want to acquire new products and not let the employee train on it and get to know the functionality of the product, so they use it to its maximum.

Specific Practices by Goal

1 Establish an Organizational Training Capability

1 Establish the Strategic Training Needs

2 Determine Which Training Needs Are the Responsibility of the Organization

3 Establish an Organizational Training Tactical Plan

4 Establish Training Capability

2 Provide Necessary Training

1 Deliver Training

2 Establish Training Records

3 Assess Training Effectiveness

5. Project Monitoring and Control (PMC)

A Project Management process area at Maturity Level 2

The purpose of Project Monitoring and Control (PMC) is to provide an understanding of the project's progress so that appropriate corrective actions can be taken when the project's performance deviates significantly from the plan. This process is crucial to our project. If we are buying the product, will make sure that we are looking at the requirements intended for use only, not to deviate from the plan and purchasing extra services that will cost more and of no added value to the business. This process is important for the project as a whole not only concentrated on the product to be acquired.

Specific Practices by Goal

1 Monitor Project Against Plan

1 Monitor Project Planning Parameters

2 Monitor Commitments

3 Monitor Project Risks

4 Monitor Data Management

5 Monitor Stakeholder Involvement

6 Conduct Progress Reviews

7 Conduct Milestone Reviews

2 Manage Corrective Action to Closure

1 Analyze Issues

2 Take Corrective Action

3 Manage Corrective Action

6. Processes and Product Quality Assurance (PPQA)

A Support process area at Maturity Level 2

The purpose of Process and Product Quality Assurance (PPQA) is to provide staff and management with objective insight into processes and associated work products. Delivery of high quality products through implementation of planned processes and handling non-compliance issues by providing feedbacks to project managers and staff on the results of quality assurance activities and ensuring that noncompliance issues are addressed. In today’s competitive times cost alone is not going to be a factor behind the success or failure of a product. It is going to be Product Quality. Another factor of cost if we decide to build inhouse.

Specific Practices by Goal

1 Objectively Evaluate Processes and Work Products

1 Objectively Evaluate Processes

2 Objectively Evaluate Work Products and Services

2 Provide Objective Insight

1 Communicate and Ensure Resolution of Noncompliance Issues

2 Establish Records

7. Requirements Development (RD)

An Engineering process area at Maturity Level 3

The purpose of Requirements Development (RD) is to produce and analyze customer, product, and product-component requirements.

Specific Practices by Goal

The requirements stand out as the descriptions of what the technology teams have to build. Analyses occur recursively at successively more detailed layers of a product’s architecture until sufficient detail is available to enable detailed design, acquisition, and testing of the product to proceed including functionality, support, maintenance, and disposal, the manufacturing or production concept produces more derived requirements, including consideration of:

1. Constraints of various types

2. Technological limitations

3. Cost and cost drivers

4. Time constraints and schedule drivers

5. Risks [2]

8. Supplier Agreement Management (SAM)

A Project Management process area at Maturity Level 2

The purpose of Supplier Agreement Management (SAM) is to manage the acquisition of products from suppliers for which there exists a formal agreement.
Determine the type of acquisition for each product or product component to be acquired. This is a very important process for make vs. buy decision.

There are many different types of acquisition that can be used to acquire our product that will be used by the project for example:

Purchasing commercial off-the-shelf (COTS) products

Obtaining products through a contractual agreement

Obtaining products from an in-house vendor

In the event that COTS product we need to be careful in evaluating and selecting these products and the vendor also may be critical to the project. Things to consider in the selection decision:

Specific Practices by Goal

SG 1 Establish Supplier Agreements

1 Determine Acquisition Type

2 Select Suppliers

3 Establish Supplier Agreements

Monitor Selected Supplier Processes

4 Evaluate Selected Supplier Work Products

5 Accept the Acquired Product

6 Transition Products [4]

9. Validation (VAL)

An Engineering process area at Maturity Level 3

The purpose of Validation (VAL) is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment. It is very important to verify the usage of the product after we acquire or it we build it, is it fulfilling the business objective, is it working as the business needed it to work.

Specific Practices by Goal

1 Prepare for Validation

1 Select Products for Validation

2 Establish the Validation Environment

3 Establish Validation Procedures and Criteria

2 Validate Product or Product Components

1 Perform Validation

2 Analyze Validation Results.

10. Verification (VER)

An Engineering process area at Maturity Level 3

The purpose of Verification (VER) is to ensure that selected work products meet their specified requirements.

Specific Practices by Goal

1 Prepare for Verification

1 Select Work Products for Verification

2 Establish the Verification Environment

2 Verify Selected Work Products

1 Perform Verification

2 Analyze Verification Results

References:

1. (n.d.).CMMI-DEV 1.2 303/1102 - 31 sub articles. Retrieved from

http://chrguibert.free.fr/cmmi12/cmmi-dev/text/pa-oid.php

2 . http://hci-itil.com/CMMI/CMMI_processes/engineering_requirements_development.html

3. R Copyright ® 2007 by James R. Persse. e q u i r e m e n t s M a n a g e m e n t u n d e r C M M I. Retrieved from http://altairsol.com/linked/requirements_management_under_cmmi.pdf

4. (n.d.) CMMI, CMM, and Capability Maturity Model are registered in the U.S. Patent and Trademark Office. Retrieved from http://www.software-quality-assurance.org/cmmi-supplier-agreement-management.html#intro

5. (n.d.) CMMI, CMM, and Capability Maturity Model are registered in the U.S. Patent and Trademark Office. Retrieved from http://www.software-quality-assurance.org/cmmi-organizational-innovation-and-deployment.html#intro

6. http://www.tutorialspoint.com/cmmi/cmmi-process-areas.htm

7. Ryan. T (March.5.2012) 10 costliest pos restaurant buying mistakes. Retrieved from http://www.bngholdingsinc.com/03/the-10-costliest-pos-restaurant-system-buying-mistakes-business-owners-make/blog/

7. Ahern, Dennis M., Aaron Clouse, and Richard Turner. CMMI Distilled: A Practical Introduction to Integrated Process Improvement. Boston: Addison-Wesley, 2004. Print.

8. Ahern, Dennis M. CMMI Scampi Distilled: Appraisals for Process Improvement. Upper Saddle River, NJ: Addison Wesley Professional, 2005. Print.

9. Dhan. "Case Study: How NOT to Manage a Project Team." Case Study: How NOT to Manage a Project Team. 14 Sept. 2012. Web. 10 Nov. 2013. <http://it.toolbox.com/blogs/musings-pm/case-study-how-not-to-manage-a-project-team-53020>.

10. Phillips, Mike. CMMI® for Acquisition (CMMI-ACQ) Primer, Version 1.3. Pittsburgh: Carnegie Mellon, Mar. 2011. PDF.

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