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This practical book offers best practices to be followed for CMMi implementation. It allows the reader to discover and avoid the mistakes that are commonly made while implementing the CMMi practices in their work areas. You'll experience how easy, yet concise the CMMi practice description is and how quickly and efficiently it can be implemented to your work processes.

CMMi is the most popular software process improvement model developed by the US department of Defence Software Engineering Institute (Carnegie Mellon University). This model is extensively used by software professionals and organizations worldwide. CMMI for Development v1.3 : Implementation Guide is your step by step guide that aims to change the way people interpret and implement CMMi in their organizations.

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Intro -- Contents at a Glance -- Contents -- About the Authors -- Acknowledgments -- Chapter 1: CMMI Overview -- 1.1 What Is CMMI? -- 1.1.1 A CMMI Overview -- 1.1.2 Business Objectives in CMMI -- 1.2 The Evolution of CMMI -- 1.2.1 Why Use CMMI? -- 1.2.1.1 CMMI Is Used for Process Improvement -- 1.2.1.2 CMMI Is Used for Appraisals -- 1.3 Where CMMI Can Be Used? -- 1.4 Who Can Use CMMI? -- 1.4.1 CMMI Is Adopted Worldwide -- 1.5 About CMMI Institute -- 1.5.1 The CMMI Institute Partner Network -- 1.6 Summary -- Chapter 2: CMMI Design -- 2.1 CMMI Levels -- 2.1.1 Capability Levels -- 2.1.1.1 Capability Level 0: Incomplete -- 2.1.1.2 Capability Level 1: Performed -- 2.1.1.3 Capability Level 2: Managed -- 2.1.1.4 Capability Level 3: Defined -- 2.1.2 Maturity Levels -- 2.1.2.1 Maturity Level 1: Initial -- 2.1.2.2 Maturity Level 2: Managed -- 2.1.2.3 Maturity Level 3: Defined -- 2.1.2.4 Maturity Level 4: Quantitatively Managed -- 2.1.2.5 Maturity Level 5: Optimizing -- 2.1.3 An Approach for Process Improvement -- 2.1.3.1 What Is a Specific Goal? -- 2.1.3.2 What Is a Specific Practice? -- 2.1.3.3 What Is a Generic Goal? -- 2.1.3.4 What Is a Generic Practice? -- 2.2 Process Areas -- 2.3 Mapping Process Areas -- 2.3.1 Project Planning -- 2.3.2 Integrated Project Management -- 2.3.3 Project Monitoring and Control -- 2.3.4 Requirements Management -- 2.3.5 Risk Management -- 2.3.6 Supplier Agreement Management -- 2.3.7 Satisfy Supplier Agreements -- 2.3.8 Ensure a Transition of Products -- 2.3.9 Quantitative Project Management (QPM) -- 2.3.10 Engineering Process Areas -- 2.3.10.1 Requirements Development -- 2.3.10.2 Developing the Customer Requirements -- 2.3.10.3 Transform the Stakeholder Needs into Customer Requirements -- 2.3.10.4 Develop the Product Requirements -- 2.3.10.5 Allocate the Product Component Requirements -- 2.3.10.6 Identify the Interface Requirements -- 2.3.10.7 Analyze and Validate Requirements -- 2.3.10.8 Establish Operational Concepts and Scenarios -- 2.3.10.9 Analyze the Requirements -- 2.3.10.10 Validate the Requirements -- 2.3.10.11 Technical Solution -- 2.3.10.12 Perform Make, Buy, or Reuse Analyses -- 2.3.10.13 Develop Product Support Documentation -- 2.3.10.14 Product Integration -- 2.3.10.15 Validation -- 2.3.10.16 Verification (VER) -- 2.3.11 Organizational Process Areas -- 2.3.11.1 Organizational Performance Management (OPM) -- 2.3.11.2 Organizational Process Definition -- 2.3.11.3 Organizational Process Focus -- 2.3.11.4 Organizational Process Performance (OPP) -- 2.3.11.5 Establish Process Performance Models -- 2.3.11.6 Organizational Training -- 2.3.11.7 Establish a Training Capability -- 2.3.12 Support Process Areas -- 2.3.12.1 Causal Analysis and Resolution -- 2.3.12.2 Configuration Management -- 2.3.12.3 Create a Configuration-Management System -- 2.3.12.4 Decision Analysis and Resolution -- 2.3.12.5 Establish Evaluation Criteria -- 2.3.12.6 Measurement and Analysis -- 2.3.12.7 Process and Product Quality Assurance (PPQA) -- 2.4 Summary -- Chapter 3: Planning CMMI Implementation -- 3.1 Initiating CMMI Implementation -- 3.1.1 Understand Your Business -- 3.1.2 Engage CMMI Institute Partner -- 3.1.3 Choosing the Right Constellation -- 3.1.4 Engaging a CMMI Institute Partner or Service Provider -- 3.2 Identify and Form Teams -- 3.3 Decide Roles and Responsibilities -- 3.3.1 CMMI Program/Project Manager -- 3.3.2 Software Engineering Process Group (SEPG) -- 3.3.3 PQA or SQA Group -- 3.3.4 Metrics Analyst Group -- 3.3.5 Training Group -- 3.4 Plan CMMI Implementation and Activities -- 3.4.1 Process Gap Analysis -- 3.4.2 How Gap Analysis Is Conducted -- 3.4.3 Plan and Close Identified/Reported Gaps -- 3.5 Summary -- Chapter 4: Creating, Updating, and Releasing a QMS -- 4.1 Who Is QMS for? -- 4.2 Interpreting a Goal Question Metric -- 4.3 Creating Policies and Processes -- 4.4 Creating Templates, Checklists, and Guidelines -- 4.5 Updating QMS and Release QMS -- 4.5.1 The First Update -- 4.5.2 The Second Update -- 4.6 Releasing the QMS -- 4.7 Summary -- Chapter 5: Implement QMS -- 5.1 Plan QMS Training -- 5.2 Create and Update Project and Department Artifacts -- 5.3 Conduct Implementation Reviews/Audits -- 5.3.1 Conduct Audits -- 5.3.2 Maintain Project Documentation -- 5.4 Create and Update the Knowledge Repository -- 5.5 Summary -- Chapter 6: Plan for CMMI Appraisal -- 6.1 Identify the Objectives, Constraints, and Scope of an Appraisal -- 6.1.1 Analyze the Requirements -- 6.1.2 Identify the Appraisal Objectives -- 6.1.3 Identify Appraisal Constraints -- 6.1.4 Determining Appraisal Scope -- 6.2 Develop Appraisal Plan -- 6.2.1 The Tailoring Method -- 6.2.2 Identify Needed Resources -- 6.2.3 Determine the Cost and Schedule -- 6.2.4 Manage Logistics -- 6.2.5 Document and Manage Risk -- 6.2.5.1 Obtain Commitments to the Appraisal Plan -- 6.3 Prepare and Train the Team on Appraisal Methods -- 6.4 Plan and Prepare for Appraisal Conduct -- 6.5 Conduct the Final Appraisal -- 6.6 Summary -- Chapter 7: Focus on Continual Improvement -- 7.1 Continual Improvement -- 7.2 Identify Improvement Areas -- 7.3 Prioritize Improvement Areas -- 7.4 Prepare an Action Plan -- 7.5 Review and Monitor -- 7.6 Summary -- 7.7 References -- Index -- .