Interpreting Capability Maturity Model Trademark Integration Cmmi Trademark For Business Development Organizations In The Government And Industrial Business Sectors PDF Download

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Interpreting Capability Maturity Model (Trademark) Integration (CMMI (Trademark)) for Business Development Organizations in the Government and Industrial Business Sectors

Interpreting Capability Maturity Model (Trademark) Integration (CMMI (Trademark)) for Business Development Organizations in the Government and Industrial Business Sectors
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Total Pages: 75
Release: 2007
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Just as use of a disciplined process has been shown to produce higher quality and more predictable software-intensive systems, use of a disciplined business development and marketing process can result in improved success for the business enterprise. Overall business performance and marketing of technology and software-intensive systems can be improved by applying the concepts defined in Capability Maturity Model (Trademark) Integration (CMMI (Trademark)) best practices. This interpretation of CMMI best practices is for business development activities applicable to contractors doing business within the government (Department of Defense) and industrial business sectors. Using CMMI for business development and product development in the same organization addresses process improvement from a larger business perspective, creating the potential for increased efficiency, improved quality, and better customer satisfaction, and improving the organization's ability to achieve a profitable market share. Many organizations have achieved proven benefits from CMMI-based process improvement programs. This success can be extended beyond product and service engineering to business development organizations by interpreting CMMI best practices for the business development and marketing environments. This technical note uses the continuous representation of a CMMI model and provides interpretation of CMMI process areas in each of the model's four categories: Project Management, Support, Process Management, and Engineering. Because many best practices for business development activities are not included in CMMI models, four new process areas were added to cover these activities. This technical note provides an initial construct for business development. Further discussions within the business development and CMMI communities can result in improved refinements.

Interpreting Capability Maturity Model(Trademark) Integration (CMMI(Trademark)) for Service Organizations - A Systems Engineering and Integration Services Example

Interpreting Capability Maturity Model(Trademark) Integration (CMMI(Trademark)) for Service Organizations - A Systems Engineering and Integration Services Example
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Total Pages: 50
Release: 2003
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Capability Maturity Model Integration (CMMI) provides a framework for improving the processes organizations use to develop, deliver, and maintain products and services. This technical note presents one organization's interpretation of CMMI best practices for organizations that primarily provide services. Service organizations can use this example interpretation of CMMI practices to inform management and staff about how CMMI practices apply to their work. The interpretation will also help appraisal team members ensure that implemented practices provide the business value necessary to satisfy the goals for quality process improvement that are stated in the CMMI models.

Interpreting Capability Maturity Model[registered Trademark] Integration (CMMI[registered Trademark]) for Service Organizations

Interpreting Capability Maturity Model[registered Trademark] Integration (CMMI[registered Trademark]) for Service Organizations
Author: Mary A. Herndon
Publisher:
Total Pages: 40
Release: 2003
Genre: Capability maturity model (Computer software)
ISBN:
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Abstract: "Capability Maturity Model[registered trademark] Integration (CMMI[registered trademark]) provides a framework for improving the processes organizations use to develop, deliver, and maintain products and services. This technical note presents one organization's interpretation of CMMI best practices for organizations that primarily provide services. Service organizations can use this example interpretation of CMMI practices to inform management and staff about how CMMI practices apply to their work. The interpretation will also help appraisal team members ensure that implemented practices provide the business value necessary to satisfy the goals for quality process improvement that are stated in the CMMI models."

Interpreting Capability Maturity Model(Trademark) Integration (CMMI(Trademark)) for COTS-Based Systems

Interpreting Capability Maturity Model(Trademark) Integration (CMMI(Trademark)) for COTS-Based Systems
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Total Pages: 0
Release: 2003
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Experience shows that engineering commercial off-the-shelf (COTS)-based systems requires fundamental changes from traditional engineering: adjusted roles and responsibilities, new skills, and different processes. Practitioners are often surprised to find that building and supporting COTS-based systems demands more, not less, discipline in their management and engineering practices. Many organizations have derived benefit from process improvement using capability maturity models and want to apply them as they build COTS-based systems. In addition, organizations building COTS-based systems want to apply the Capability Maturity Model Integration (CMMI). This leads to the question, 'How should CMMI be interpreted for organizations building, fielding, and supporting a COTS-based system?' This report shows that developing and maintaining COTS-based systems is more than selecting products and managing vendor relationships and is, therefore, more than just applying the Supplier Sourcing discipline within CMMI. The four CMMI disciplines-Systems Engineering, Software Engineering, Integrated Product and Process Development, and Supplier Sourcing-require interpretation and must be used together to promote improvement of an organization's processes for developing and maintaining COTS-based systems. This report summarizes what makes COTS-based systems unique and provides high-level guidance for interpreting and using CMMI practices to facilitate appropriate processes for COTS-based systems.

Interpreting Capability Maturity Model[registered Trademark] Integration (CMMI[superscript SM]) for Operational Organizations

Interpreting Capability Maturity Model[registered Trademark] Integration (CMMI[superscript SM]) for Operational Organizations
Author: Brian P. Gallagher
Publisher:
Total Pages: 23
Release: 2002
Genre: Capability maturity model (Computer software)
ISBN:
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Abstract: "Capability Maturity Model[registered trademark] Integration (CMMI[superscript SM]) provides a framework for improving the processes organizations use to develop and deliver products for their customers. The process improvement concepts embedded in CMMI are based upon sound process management principles used in manufacturing communities for years. These principles have been successfully applied in software and systems engineering process improvement, and are codified for product development in CMMI. This technical note details how operational organizations that perform a variety of missions can benefit from the concepts in CMMI to improve the processes and effectiveness of mission operations."

Capability Maturity Model (Trademark) Integration (CMMI (Service Mark)), Version 1.1. CMMI (Service Mark) for Software Engineering (CMMI-SW, V1.1).

Capability Maturity Model (Trademark) Integration (CMMI (Service Mark)), Version 1.1. CMMI (Service Mark) for Software Engineering (CMMI-SW, V1.1).
Author:
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Total Pages: 645
Release: 2002
Genre:
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Capability Maturity Model Integration (CMMI Service Mark) models have evolved the Capability Maturity Model Registered Service Mark (CMM Registered Service Mark) concept, established by the Capability Maturity Model for Software (SW-CMM), to a new level that enables the continued growth and expansion of the CMM concept to multiple disciplines. Like the SW-CMM, EIA/IS 731, IPD-CMM, SA-CMM, and other process improvement models, CMMI models are tools that help organizations improve their processes. This CMMI model is designed to help organizations improve their product and service development, acquisition, and maintenance processes. Software engineering concepts are covered by this model, including traditional CMM concepts such as process management and project management. Each CMMI model is designed to be used in concert with other CMMI models, making it easier for organizations to pursue enterprise-wide process improvement at their own pace. This CMMI model has a continuous representation, which focuses on measuring process improvement using capability levels. Capability levels apply to process-improvement achievement within individual process areas such as Configuration Management or Verification.

CMMI[superscript Sm], Version 1.1

CMMI[superscript Sm], Version 1.1
Author:
Publisher:
Total Pages: 688
Release: 2001
Genre: Capability maturity model (Computer software)
ISBN:
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Abstract: "Capability Maturity Model Integration (CMMI[superscript SM]) models have evolved the Capability Maturity Model (CMM[registered trademark]) concept, established by the Capability Maturity Model for Software (SW-CMM), to a new level that enables the continued growth and expansion of the CMM concept to multiple disciplines. Like the SW-CMM, EIA/IS 731, IPD-CMM, SA-CMM, and other process improvement models, CMMI models are tools that help organizations improve their processes. This CMMI model is designed to help organizations improve their product and service development, acquisition, and maintenance processes. Concepts covered by this model include systems engineering, software engineering, integrated product and process development, and supplier sourcing as well as traditional CMM concepts such as process management and project management. Each CMMI model is designed to be used in concert with other CMMI models, making it easier for organizations to pursue enterprise-wide process improvement at their own pace. This CMMI model has a continuous representation, which focuses on measuring process improvement using capability levels. Capability levels apply to process-improvement achievement within individual process areas such as configuration management or verification."

Capability Maturity Model[registered Trademark] Integration (CMMI[superscript Sm]), Version 1.1

Capability Maturity Model[registered Trademark] Integration (CMMI[superscript Sm]), Version 1.1
Author:
Publisher:
Total Pages: 711
Release: 2001
Genre: Capability maturity model (Computer software)
ISBN:
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Abstract: "Capability Maturity Model Integration (CMMI[superscript SM]) models have evolved the Capability Maturity Model (CMM[registered trademark]) concept, established by the Capability Maturity Model for Software (SW-CMM), to a new level that enables the continued growth and expansion of the CMM concept to multiple disciplines. Like the SW-CMM, EIA/IS 731, IPD-CMM, SA-CMM, and other process improvement models, CMMI models are tools that help organizations improve their processes. This CMMI model is designed to help organizations improve their product and service development, acquisition, and maintenance processes. Concepts covered by this model include systems engineering, software engineering, integrated product and process development, and supplier sourcing as well as traditional CMM concepts such as process management and project management. Each CMMI model is designed to be used in concert with other CMMI models, making it easier for organizations to pursue enterprise-wide process improvement at their own pace. This CMMI model has a continuous representation, which focuses on measuring process improvement using capability levels. Capability levels apply to process-improvement achievement within individual process areas such as configuration management or verification."

CMMI-SE/SW, V1.1

CMMI-SE/SW, V1.1
Author:
Publisher:
Total Pages: 632
Release: 2001
Genre: Capability maturity model (Computer software)
ISBN:
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Abstract: "Capability Maturity Model Integration (CMMI[superscript SM]) models have evolved the Capability Maturity Model (CMM[registered trademark]) concept, established by the Capability Maturity Model for Software (SW-CMM), to a new level that enables the continued growth and expansion of the CMM concept to multiple disciplines. Like the SW-CMM, EIA/IS 731, IPD-CMM, and other process improvement models, CMMI models are tools that help organizations improve their processes. This CMMI model is designed to help organizations improve their product and service development, acquisition, and maintenance processes. Concepts covered by this model include systems engineering and software engineering as well as traditional CMM concepts such as process management and project management. Each CMMI model is designed to be used in concert with other CMMI models, making it easier for organizations to pursue enterprise-wide process improvement at their own pace. This CMMI model has a continuous representation, which focuses on measuring process improvement using capability levels. Capability levels apply to process-improvement achievement within individual process areas such as configuration management or verification."

CMMI(sm)-SE/SW, V1.0 Capability Maturity Model-Integrated for Systems Engineering/Software Engineering, Version 1.0. Continuous Representation

CMMI(sm)-SE/SW, V1.0 Capability Maturity Model-Integrated for Systems Engineering/Software Engineering, Version 1.0. Continuous Representation
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Total Pages: 619
Release: 2000
Genre:
ISBN:
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The purpose of CMM Integration, and therefore this CMMI model, is to provide guidance for improving an organization's processes and its ability to manage the development, acquisition, and maintenance of products or services. CMM Integration places proven practices into a structure that helps organizations assess their organizational maturity or process area capability, establish priorities for improvement, and implement these improvements. Organizations can further use this CMMI model to help set process improvement objectives and priorities, improve processes, and provide guidance for ensuring stable, capable, and mature processes. This model has a continuous representation. The components of both representations are process areas, specific goals, specific practices, generic goals, generic practices, typical work products, subpractices, notes, discipline amplifications, generic practice elaborations, and references. However, the continuous representation uses six capability levels, capability profiles, target staging, and equivalent staging as organizing principles for the model components. The continuous representation groups process areas by affinity categories and designates capability levels for process improvement within each process area. Capability profiles illustrate process improvement paths in terms of staging of process areas.