Many people from diverse organizations have contributed their insight and experience to CMMI for Services and are still helping to improve it. The Software Engineering Institute (SEI) continues to play a central role in the model’s ongoing development, as well as in related training and support. The authors of this book have been members of the CMMI for Services Development Team since the model’s inception. Eileen C. Forrester is a senior member of the technical staff in the Software Engineering Process Management program at the SEI and the SEI lead for CMMI for Services. Brandon L. Buteau is a Technical Fellow, technologist, and quality architect at Northrop Grumman and is the lead architect for the model. Sandy Shrum is a senior writer and editor at the SEI and a coauthor of CMMI ®, Second Edition, (Addison-Wesley, 2007) and CMMI ®-ACQ (Addison-Wesley, 2009).
Preface xiii
Acknowledgments xix
Part One–About CMMI for Services 1
Chapter 1: Introduction 3
Do You Need CMMI? 3
How Does CMMI Help You Solve These Problems? 5
How Can CMMI Benefit You? 7
The History of CMMI 7
CMMI Framework 9
CMMI for Services 9
Important CMMI-SVC Concepts 11
Chapter 2: Process Area Components 21
Required, Expected, and Informative Components 21
Using Required, Expected, and Informative Components 22
Model Components on the Page 22
Model Component Relationships 25
Components Descriptions 25
Supporting Informative Components 30
Numbering Scheme 31
Chapter 3: How to Start Using CMMI 33
Important Roles in Process Improvement 33
SCAMPI Appraisals 36
CMMI Training 37
An Approach to Getting Started 38
How to Get There 46
Chapter 4: Achieving Process Improvement That Lasts 51
Overview 51
Lasting Improvement 51
Understanding Generic Practices 55
Understanding Capability Levels 57
Understanding Maturity Levels 58
Comparing Capability Levels and Maturity Levels 60
Equivalent Staging 63
Chapter 5: Relationships among Process Areas 69
Relationships That Drive Service Establishment and Delivery 70
Relationships That Drive Service Management 73
Lifecycles 75
Chapter 6: Essays about CMMI for Services 85
Using CMMI-SVC in a DoD 0rganization 85
What We Can Learn from High-Performing IT Organizations to Stop the Madness in IT Outsourcing 89
Plans Are Worthless 98
How to Appraise Security Using CMMI for Services 103
Public Education in an Age of Accountability 107
National Government Services Uses CMMI-SVC and Builds on a History with CMMI-DEV 112
Treating Systems Engineering as a Service 115
Are Services Agile? 122
Legal Services in a Changing World 128
CMMI and Corporate Social Responsibility 133
Expanding the Universe of CMMI with the CMMI for Services Constellation 141
Part Two–Generic Goals and Generic Practices, and the Process Areas 147
Generic Goals and Generic Practices 149
Capacity and Availability Management 225
Causal Analysis and Resolution 245
Configuration Management 255
Decision Analysis and Resolution 267
Integrated Project Management 277
Incident Resolution and Prevention 297
Measurement and Analysis 315
Organizational Innovation and Deployment 331
Organizational Process Definition 347
Organizational Process Focus 361
Organizational Process Performance 375
Organizational Training 385
Project Monitoring and Control 397
Project Planning 409
Process and Product Quality Assurance 437
Quantitative Project Management 445
Requirements Management 465
Risk Management 475
Supplier Agreement Management 491
Service Continuity 507
Service Delivery 523
Service System Development 543
Service System Transition 569
Strategic Service Management 581
Part Three–The Appendices and Glossary 593
Appendix A: References 595
Appendix B: Acronyms 601
Appendix C: CMMI for Services Project Participants 605
Appendix D: Glossary 609
Book Contributors 643
Index 653
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