Sky Bar RFP

Dr. Rich Halstead-Nussloch

IT 6423

By: Cecil Davis, Bradley Shedd, and Diana Rabah

Date: December 5, 2013

Table of Contents

100 Cover Sheet                                                                                                                        1

102 Table of Contents                                                                                                               2, 3, 4

103 Figures and Tables                                                                                                              4

104 Abstract                                                                                                                             5

105 Mission Statement                                                                                                              5

106 Introduction                                                                                                                                    6

107 Background                                                                                                                        7

108 Purpose                                                                                                                             7

109 Scope                                                                                                                                7

110 Organization                                                                                                                       7

111 Proposed Solution                                                                                                              7

112 Buy vs. Build Rubric                                                                                                            7

113 Technologies Needed                                                                                                          7         

114 Schedule Time Management                                                                                                7

115 Cost                                                                                                                                   7

116 Risk Management                                                                                                               7

117 Responsibilities                                                                                                                  7

118 Integration Requirements                                                                                                     7

119 Software Requirements                                                                                                       7

120 Hardware Requirements                                                                                                       7

121 Conclusion and Recommendation                                                                                        8

200    CMMI Points                                                                                                                     8

201    Acquisition                                                                                                                       8

202    Agreement Management (AM)                                                                                            8

203    Acquisition Requirements Development (ARD)                                                                   9

204    Acquisition Technical Management (ATM)                                                                           9

205    Acquisition Validation (AVAL)                                                                                           10

206   Acquisition Verification (AVER)                                                                                          10

207   Solicitation and Supplier Agreement Development (SSAD)                                                  10

300    Process Management                                                                                                        10

301    Organizational Innovation and Deployment (OID)                                                                10

302    Organizational Process Definition (OPD)                                                                            10

303    Organizational Process Focus (OPF)                                                                                  10

304    Organizational Process Performance (OPP)                                                                        10

305    Organizational Training (OT)                                                                                               10

306   Supplier Agreement Management (SAM)                                                                            10

400    Project Management                                                                                                         10

401    Integrated Project Management (IPM)                                                                                 11

402    Project Monitoring and Control (PMC)                                                                                11

403    Project Planning (PP)                                                                                                       11

405    Quantitative Project Management (QPM)                                                                           11

406   Requirements Management (REQM)                                                                                   11

407   Project Monitoring and Control (PMC)                                                                                11

408   Risk Management (RM)                                                                                                     11

500    Support                                                                                                                            11

501    Causal Analysis and Resolution (CAR)                                                                              11

502    Configuration Management (CM)                                                                                       11

503    Decision Analysis and Resolution (DAR)                                                                            11

504    Measurement and Analysis (MA)                                                                                        11

505    Process and Product Quality Assurance (PPQA)                                                               11

Appendices                                                                                                                              11

Annotated Bibliography                                                                                                             11

Bibliography                                                                                                                             11

ABSTRACT

The competition is heating up with the modern restraints on the neighborhood streets bringing in more customers with their technologies

GUIDELINES:                      

 Introduction

In Our group is acquiring a system that will service a restaurant business we own, named Sky Bar. We found a solution that will save us time, and automates our business. The solution comes in the form of CitrusApp.  CitrusApp is an app for our restaurant that will allow people to order food from their smart phones, online on our website, or on a device placed directly inside the building. The orders are then sent to an iPad with the software installed.  Then, the chef will know when an order is placed at the sound of a ring. Citrus App can provide editable menus, directions to Sky Bar, send coupons, and promote sales.  Following are estimates research about hardware, software, skill-sets, and expenses required to execute this software for fulfilling our project.  CitrusApp main feature is the “Push Notification”. This feature tracks which notifications were read, which were redeemed and how many were shared on Facebook. Our customers will spend less time waiting. No more putting people on hold. Customers can come in, take a seat, and place their order from the app.  Moreover, this App offers the convenience of curbside pickup. No more missing out on sales.

The software company will supply updates, training, technical support, and possibly hardware. The product we picked is a world-class app that has a reasonable price tag that supports multiple locations; these services can include anything from training classes, customizations, or help with installation issues. Have no long- term contracts, and no extra charges.

Mission Statement

Our mission statement is to ensure that each guest receives prompt, professional, and a friendly service. Keep our concept fresh, exciting and on the cutting edge of technology.  Provide a menu at fair prices – meals that can be modified at menu customers can place orders in restaurants or web site and pay from their smart phones or from our website – Customer can change quality ingredients to fit their diets. To maintain a clean, comfortable environment for our guests and staff; by maintaining these objectives we will be assured of our success that will allow us to become one with the community.

107    Background

Sky Bar has been in business for over 20 years and has in the past been a big attraction to the ages of 25-35. The restaurant specializes in providing a dining experience that “made people feel important.” This proved to be very successful in the 90’s. After Coffee shops and restaurants that provided the internet became popular the restaurant took slight dip in customers. The owners and upper management then had a series of meetings involving market analysis and consultation to determine ways to increase market share and become more technology. Through a customer survey the company found out that patrons wanted a faster more intuitive ordering/ dining process. This is when the company started to look into software to accomplish this and here we are.  

108    Purpose

In recent years we have seen a slight drop in customers due to rival restaurants using more web technology to enhance their customer experience. The purpose of this project is to put our restaurant back on an even technological playing field as well as make our customer experience the best of its kind.

109    Scope

Timeline:

The Scope of the project is to acquire the system by February 2014. We would also like to test the new system between February and March. We would be looking authorize a full blown implementation that will be completed by June of 2014. See below for a comprehensive list of the timeline of the project.

·        Jan 31, 2014 Vendor Selection/ Contract Negotiations Start

·        February 28, 2014       Finalize Contract Negotiations

·        March 31, 2014           End of software test  run

·        March 02, 2014           Begin test period analysis

·        April 11, 2014               End test period analysis

·        May 05, 2014               Begin Implementation

·        May 30, 2014               First Product Review

·        June 30, 2014              Final Product Review

110 Organization                                                                                                   

DISCUSSION SECTION

111 Proposed Solution     

112 Buy vs. Build Rubric

113 Technologies Needed                                                                                                

114  Risk Management                                           

Figure 1.3 Risk chart

115 Cost      

The following is our financial resources for the proposed research with shipping and handling added.

Figure 1.6 Cost Table

116 Scheduled Time Management                

This is a schedule of the tasks we will complete for this project.

Figure 1.2 Gannt chart

Responsibilities                                                                           

There are not any major responsibilities required. However, it becomes important for the project manager to verify that everything is going as planned. Also, the IT technician needs to install the software correctly and make sure all features of the hardware are working fine. The employees need to be trained properly and be on site at the designated calendar date for training. All business records need to be double checked for clarity and correctness when transferring to the new system. Each employee must be tested for effectiveness of correct usage on the new system.

118 Integration Requirements  

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]

Software Requirements                                                                                          CitrusApp has several options available in the software as well. The software should be compatible with the hardware device; hence, it should be paired for their system requirements. Some of this software, like the one suggested for this scenario, are categorized as the user’s business requirements, like – small sized businesses, enterprises, or professionals. For this scenario, a small sized business level CitrusApp Software has been recommended.

1.3   Mac OSi

Internet access is required

Apple ID (required for some features)

Mac OS X v10.6.8 or later

Hardware Requirements

                   Apple iPad mini 16GB Wi-Fi + Cellular for Verizon Space Gray. A beautiful display, powerful A5 chip, ultrafast wireless, and over 275,000 apps ready to download from the App Store.

·         This device is specifically designed to work with citrus App applications. It has multiple functions to place orders, surf the web, pay with a credit card, and

·   It has a dual core processor Apple A5 powerful and power-efficient chip

·   It has a storage capacity of 16 GB

·   It has VoiceOver screen reader

·   It has Wi-Fi; Digital compass; Assisted GPS; Cellular

·   It requires OSi.

·   It supports Blue tooth 4.0 technology

·   It has a 1024x768 resolution at 163 pixels per inch (ppi)

·        It requires 3.5mm Stereo Headphone Jack, Built-in Speaker, Microphone, Lightning Connection.

·         It requires an Internet connection with a high bandwidth to access remotely.

·       Hardware

·       OS

·       Installation guide

121 Conclusions and Recommendation                                                                             Conclusion:

It is much cheaper for us to buy the software of the shelf. The initial cost of software, hardware, setup, and training is less than the cost of the developing the system in-house. We are looking for a solution that saves us time, and automates the business. Several factors we can consider when buying: first make sure of the quality of the company that built the software and hardware.
2nd Buying strictly on price: Make sure no hidden costs like missing features that would have saved time or money, technical support fees, or supplemental services you did not realize you would need and making sure these were included in the final cost.

3rd, making sure to pick the sfw that has all features and requirements for the business included in it; features that could really help your business.

And finally, purchasing a service contract as part of the purchase and Paying for disaster recovery and data loss support.

300    CMMI Points                                                                  

310    Acquisition – Cecil & Diana & Brad                                                         

320    Agreement Management (AM) – Cecil

                   This practice is part of the acquisition project process area that helps establish and satisfy supplier agreements.  Also, the purpose of AM ensures that the supplier and the acquired perform accordingly to the terms of the supplier agreement.  Management reviews include the reviewing of critical dependencies, project risks involving the supplies, schedule, and budget for project management (CMMI, 79).  

“The purpose of Agreement Management (AM) is to ensure that the supplier and the acquirer perform according to the terms of the supplier agreement.” (2010)

The Agreement Management process area involves the following activities:

·        Executing the supplier agreement

·        Monitoring supplier processes

·        Accepting the delivery of acquired products

·        Managing supplier invoices                                          

330    Acquisition Requirements Development (ARD) – Brad & Diana                

        The purpose of ARD is to elicit, develop, and analyze customer and contractual requirements. ARD is part of the project process and is in relation to PMC, PP, and SSAD acquisition engineering projects (CMMI, 83).

340    Acquisition Technical Management (ATM) - Brad                                                      

ATM is a practice part of the project process area that is recalled by ARD, SSAD, DAR, RSKM, IPM, AVAL, and AVER.  ATM’s purpose is to evaluate the supplier’s technical solution and to manage selected interfaces of that solution (CMMI, 97).

350    Acquisition Validation (AVAL) - Cecil      & Diana & Brad                       

The purpose of Acquisition Validation (AVAL) is to demonstrate that an acquired product or service fulfills its intended use when placed in its intended environment. Validation activities are performed early (concept/explorations phases) and incrementally throughout the project lifecycle (including transition to operations and sustainment). These activities can be applied to all aspects of the product and its components in any of their intended environments, such as operations, training, manufacturing, maintenance, and support services. (Throughout the process areas, where the terms “product” and “product component” are used, their intended meanings also encompass services, service systems, and their components.) (2010)  

AVAL is a practice part of the project processes and is branched from ARD and ATM.  “The purpose of AVAL is to demonstrate that an acquired product or service fulfills its intended use when placed in its intended environment”, (CMMI, 109).

360   Acquisition Verification (AVER) – Cecil & Diana & Brad                                   

        AVER is branched from the project processes of ARD and ATM.  AVER is supposed to ensure that selected work products meet their specified requirements (CMMI, 117).       

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

·        The specific practices of this process area build on each other in the following way:

·        The Select Work Products for Verification specific practice enables the identification of work products to be verified, methods to be used to perform the verification, and documented requirements to be satisfied by each selected work product.

·        The Establish the Verification Environment specific practice enables the selection or creation of the environment to be used to carry out the verification.

·        The Establish Verification Procedures and Criteria specific practice enables the development of verification procedures and criteria that are aligned with selected work products, requirements, methods, and characteristics of the verification environment.

·        The Prepare for Peer Reviews, Conduct Peer Reviews, and Analyze Peer Review Data specific practices enable the conduct of peer reviews, an important type of verification that is a proven mechanism for effective defect removal.

·        The Perform Verification specific practice enables the conduct of verification according to established methods, procedures, and criteria.

·        The Analyze Verification Results specific practice enables analysis of verification results against established criteria. (2010)

370   Solicitation and Supplier Agreement Development (SSAD) - Brad   

        SSAD is a practice part of the project process and is branched from PP, DAR, AM, ATM, and ARD of the acquisition phase.  The purpose of SSAD is to   prepare a solicitation package, select one or more suppliers to deliver the product or service, and establish and maintain the supplier agreement (CMMI, 349).                                  

400    Process Management - Brad & Cecil & Diana & Brad             

Process management includes Organizational Process Focus (OPF), Organizational Process Definition (OPD), Organizational Training (OT), Organizational Process Performance (OPP), and Organizational Innovation and Deployment (OID)…p81 distilled     

410    Organizational Innovation and Deployment (OID) – Diana

               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.

OID adds further capability to OPD, OPF, and OPP with its two goals: systematically selecting improvements and systematically deploying them. (113distilled). 

The stages for OID include process and technology improvements that contribute to meeting quality and process-performance objectives. Next, the process of identifying and analyzing innovative improvements that could increase the organization’s quality and process performance pilot process and technology improvements to select which ones to implement. 170 scampi.

OID is part of the process management phase.  OID is intended to select and deploy incremental and innovative improvements that measurably improve the organization’s quality and technologies (CMMI, 133).

420    Organizational Process Definition (OPD) - Brad  & Diana

        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; it’s not related to the make vs. buy product decision-making process. OPD is part of the process management processing area. The goal of OPD is to create and maintain organizational process assets that can be accomplished with five specific practices. They include establishing standard processes; establishing life-cycle model descriptions; tailoring guidelines; an organizations measurement repository; and an organizations process asset library (109 distilled)

OPD has one specific goal: to create and maintain organizational process assets. OPD and OPF work together in that the former provides guidance for an organization on creating processes and their supporting assets, while the latter provides guidance on identifying and planning improvements (108 distilled)

OPD is part of the process management phase and branched from OT, OPF, OPP, and IPM.  OPD is intended to establish and maintain a usable set of organizational process assets and work environment standards, and rules and guidelines for teams (CMMI, 189).                     

430    Organizational Process Focus (OPF) - Cecil       

The purpose of Organizational Process Focus (OPF) is to 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 (2010).

category and maturity level – 110

                Context diagram – 110

                Continuous model – 81

                Described 110-111 distilled

                Related process areas – 146

OPF is part of the process management planning phase and branches from OPP and OPD.  OPF is set up to 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 (CMMI, 201).

440    Organizational Process Performance (OPP) - Cecil              

category and maturity level – 106

                Context diagram – 111

                Continuous model – 81

                Described 110-111 distilled

                Related process areas – 146

        OPP is part of the process management phase and relates to the points of performance and determine whether processes are behaving consistently or have stable trends.  OPP is intended to establish and maintain a quantitative understanding of the performance of 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 (CMMI, 233).

Organizational Training (OT) – Brad & Cecil & Diana            

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

                        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

                        Provide Necessary Training

                                                1 Deliver Training

                                                2 Establish Training Records

                   Assess Training Effectiveness

                             176-178 scampi; 113-114 described dist.,    

OT plays a role in process management and branched from OPD and PP.  OT helps management by developing skills and knowledge of people so they can perform their roles effectively and efficiently (CMMI, 247).

306    Supplier Agreement Management (SAM)

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.

Project Management                                     

Integrated Project Management (IPM) - Brad                                               category and maturity level – 106

                Context diagram – 118

                Continuous model – 81

                Described 118-119

                Related process areas – 115, 146

The purpose of Integrated Project Management is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes. IPM has two specific goals in the CMMI model. Adding IPPD provides two more specific goals which are relevant with coordinating activities with stakeholders. Page 118 distilled

IPM has key relationships with PP, OPD, ATM, and QPM and is a process of the project management phase.  IPM is supposed to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes (CMMI, 155).

Project Monitoring and Control (PMC) – Diana

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

          category and maturity level – 106

                   Context diagram – 117

                   Continuous model – 81

                   Described 117-118 distilled

                   Related process areas – 146

PMC shares key relationships with PP, PPQU, MA, RSKM, and AM with the project management phase.  PMC is established 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 (CMMI, 259).

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.

          category and maturity level – 106

                   Context diagram – 131

                   Continuous model – 82

                   Described 130-132 distilled

                   Related process areas – 146

530    Project Planning (PP) - Brad                                                                        category and maturity level – 106

                   Context diagram – 116

                   Continuous model – 81

                   Described 116 distilled

                   Related process areas – 146

PP shares key relationships with CM, OT, REQM, AM, and SSAD; but branches to PMC to develop a project management key stone.  PP is intended to establish and maintain plans that define project activities (CMMI, 273).

540    Quantitative Project Management (QPM) - Brad                                               category and maturity level – 106

                   Context diagram – 121

                   Continuous model – 81

                   Described 119-120 distilled

                   Related process areas – 146

        QPM is part of the project management process and shares relationships with IPM, OPP, MA, and OPM.  QPM is a process that quantitatively manages the project’s defined process to achieve the project’s established quality and process-performance objectives (CMMI, 307).

560   Requirements Management (REQM) - Brad & Cecil

The purpose of Requirements Management (REQM) is to manage requirements of the project’s products and product components and to ensure alignment between those requirements and the project’s plans and work products. Requirements management processes manage all requirements received or generated by the project, including both technical and nontechnical requirements as well as requirements levied on the project by the organization (2010)

category and maturity level – 110

                   Context diagram – 110

                   Continuous model – 81

                   Described 110-111 distilled

                   Related process areas – 146

REQM is helping the project management phase by sharing key processes with PP and ARD.  REQM is established to manage requirements of the project’s products and product components and to identify inconsistencies between those requirements and the project’s plans and work products (CMMI, 325).

407   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 RFP project. When deciding if we are buying the product, we 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.

570   Risk Management (RM) – Cecil & Diana                                                              194-196 scamp; 122-133 described dist.

The purpose of Risk Management (RSKM) is to identify potential problems before they occur so that risk handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.

·        Risk management can be divided into the following parts:

·        Defining a risk management strategy

·        Identifying and analyzing risks

·        Handling identified risks, including the implementation of risk mitigation plans as needed       

RM is helping the project management phase by sharing key processes with risk analysis.  RM will identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives (CMMI, 333).

600    Support                                                                                                   

610    Causal Analysis and Resolution (CAR) - Brad    

CAR plays a role in the support phase and shares concepts with OPM and OPP.  CAR can identify causes of defects and other problems and take action to prefer them from occurring in the future (CMMI, 125).                                              

620    Configuration Management (CM) - Brad

CM plays a role in the support phase and shares concepts with PP.  CM is intended to establish and maintain the integrity of work products using configuration, identification, configuration control, configuration status accounting, and configuration audits (CMMI, 135).                            

630    Decision Analysis and Resolution (DAR) - Brad                                                            138-139 dist; 159 scampi

The purpose of Decision Analysis and Resolution is to analyze possible decisions using a formal evaluation process that evaluates identified alernatives against established criteria. DAR has one specific goal, related to evaluating alternatives using established criteria. 138 distilled

The first step is to identify alternative solutions to address the issue.  Then, select the evaluation methods and evaluate alternative solutions using the documented criteria.  Next, select solutions from the alternatives based on the evaluation criteria. Scampi 160

DAR is part of the support phase and shares key concepts with SSAD and ATM.  DAR is intended to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria (CMMI, 147).

640    Measurement and Analysis (MA) - Brad                                                               137 dist.; 167-168 scampi

        MA is part of the support process and shares concepts with PMC, QPM, and OPP. MA is intended to develop and sustain a measurement capability used to support management information needs (CMMI, 171).

        650    Process and Product Quality Assurance (PPQA)      - Diana & Brad                                                            

                  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 in-house.

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

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.

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.132-133 described. 174 ver mode appraisals

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

Appendices                                                                                   

Annotated Bibliography                                                                              

Bibliography

Diana:

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/

Brad:

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

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

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>.

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

"CMMI for Development, Version 1.3." SEI Digital Library. 01 Nov. 2010. Web. 26 Sept. 2013. <http://resources.sei.cmu.edu/library/asset-view.cfm?assetID=9661>.

Reichgelt, Han. "The Capability Maturity Models Integration and IT System and Service Acquisition Projects." SPSU, 2012. Web. 27 Sept. 2013. <https://spsu.view.usg.edu/d2l/lms/content/viewer/main_frame.d2l?ou=606709&tId=8636955>.

"Understanding and Leveraging a Supplier's CMMI Efforts: A Guidebook for Acquirers (Revised for V1.3)." SEI Digital Library. 01 Sept. 2011. Web. 26 Sept. 2013. <http://resources.sei.cmu.edu/library/asset-view.cfm?assetID=10027>.

        Cecil:

CMMI Product Team. (2010). IT CMMI for Acquisition Version 1.3, Retrieved From https://spsu.view.usg.edu/d2l/lms/content/viewer/main_frame.d2l?ou=606709&tId=8636946

Reichgelt, H. & Barjis, J., IT System Acquisition, Implementation and Integration: The System Acquisition Life Cycle, Retrieved From https://spsu.view.usg.edu/d2l/lms/content/viewer/main_frame.d2l?ou=606709&tId=8636946

Western Connecticut State University. (2013) Request For Proposal, Shuttle Bus Service. Retrieved from http://www.biznet.ct.gov/SCP_Documents/Bids/30426/shuttle_bus_services_bid_2014erb0238.pdf                                          

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