CMMI V2.0 – What are the changes from CMMI V1.3?

CMMI V2.0

The newly released CMMI v2.0 presents some strategic changes and improvements in both methodology and approach. These updates provide the addition of new requirements, an evolution of historical standards, as well as a continuation of familiar practices.

CMMI v2.0 is defined to highlight critical capabilities common within companies, with an attention to performance practices and a focus on process improvement through repeatability and practice. CMMI global best practices enable organizations to build and benchmark the most common business challenges including:

  • Manage Work, Ensure Quality & Improve Performance
  • Develop Products & Deliver – Manage Services
  • Manage Suppliers
  • Manage Workforce & Support Implementation
  • Sustain Habit Persistence & Manage Business Resilience

CMMI v2.0 Release Date

The CMMI Institute, on March 28, 2018, released its newest version of the CMMI model – CMMI v2.0 specifically for Development. On December 4, 2018 the CMMI Institute expanded the CMMI V2.0 product suite with the release of CMMI for Services and CMMI for Supplier Management.

CMMI v2.0 Transition Date !important

CMMI V1.3 will be sunset on September 30, 2020. Beginning October 1, 2020 only CMMI V2.0 appraisals will be accepted. It is important to start preparing your strategy to transition to CMMI v2.0 at least a year in advance.

What is CMMI?

CMMI is an acronym for Capability Maturity Model Integration and consist of comprehensive set of guidelines to help organizations establish and improve processes-based practices.

There are multiple models: Development, Services, Supply Chain, People Management. All models are composed of Categories, Capability Areas, and Practice Areas. Each Category is associated with Capability Areas, and Capability Areas are associated with Practices, Summaries and Requirements

A Maturity Level (ML) or Capability Level (CL) is granted following an approved appraisal method, developed by the CMMI Institute, through either a Benchmark Appraisal which is valid for three (3) years. Approach and application of the Appraisal method is determined by an organization’s business objectives and eligibility.

CMMI Development V2.0

CMMI Development V2.0 focuses on performance improvement requirements and key capabilities for companies that develop products, components, and services. Business problems like late delivery, poor quality, stretched resources, constant firefighting, inexperienced personnel, missed deadlines are common when building complex products and services. Managing and controlling the product development lifecycle has become more difficult in recent years.

Focusing on best practices, CMMI Development V2.0 improves an organization’s capability to develop quality products and services that meet the needs of customers and end users, improves time to market, improves product quality (and reduces defects), lowers costs, improves planning and budgeting.

CMMI Services V2.0

CMMI Services V2.0 focuses on service management best practices for organizations that provide B2B, B2C , standalone services, and those that are part of a product offering. More than 80% of the world’s business is service-oriented and without a strong service delivery strategy many companies lack the ability to react quickly on crucial incidents like on-time service delivery, time delays, cost overruns, poor decision making and failure to meet customer expectations.

CMMI Services V2.0 supports the improvement of a company’s capability to efficiently and effectively deliver quality service that meets market needs, exceeds customer expectations, develops resiliency, prevents incidents, delivers service in in accordance with established agreements, reduces costs and increases quality.

CMMI Supplier Management

CMMI Supplier Management focuses on performance initiatives and improvements for organizations that acquire goods or services from another company. Many organizations are relying more on external suppliers and contractors to provide products and services that help them meet their business objectives. Issues like changes in requirements, changes in technology, not detailed agreements, resource shortages, delivery delays, poor quality and customer needs not met often arise after the hiring of a supplier.

CMMI Supplier Management consists of best practices that improves an organization’s capability to identify, hire and manage suppliers and vendors in a way that reduces supply chain risk, manages complex changes, meets growth demands, allocates resources effectively and shares accountability.

Looking to upgrade in CMMI V2.0?

If you already have a CMMI v1.3 you will have to upgrade to CMMI v2.0. ITG’s CMMI Consultants can guide you to a successful upgrade or to a new CMMI Implementation.






CMMI V2.0 Changes

Changes in CMMI V2.0 include an updated CMMI Model and approach to the implementation process. CMMI V2.0 focuses on:

  • Improving business performance on operational and business goals (time, quality, budget, customer satisfaction etc)
  • Building agile resiliency with Scrum project processes and a focus on performance
  • Accelerating adoption while reducing preparation time and lifecycle costs

Under the previous CMMI Model (Version 1.3), requirements were broken down into defined areas referred to as “Process Areas” grouped together into four (4) general categories of Process Management, Project Management, Engineering and Support.

With the release of the CMMI Version 2.0 Model, the CMMI Institute has introduced new terminology and redefined the grouping of requirements into “Category Areas”, “Capability Areas”, and “Practice Areas”.

CMMI V2.0 Model

The new CMMI V2.0 Model has four (4) Category Areas, twelve (12) CMMI V2 Capability Areas and twenty-five (25) Practice Areas

CMMI V2 Category Areas

CMMI v2.0 Category Areas

There are four (4) new CMMI Category Areas, that are groups of related areas that define practices for improved performance within the defined activities for an organization or project.

CMMI v2.0 Capability Areas

Each Category Area contains specifically defined Capability Areas, that are logical groups of related and common practices that typical organizations encounter with developing and delivering a product and/or service.

CMMI V2 Capability Areas

CMMI V2 Capability Areas are Doing (Ensuring Quality, Engineering & Developing Products, Delivering and Managing Services, Selecting & Managing Suppliers) Managing (Planning and Managing Work, Managing Business Resilience, Managing the Workforce), Enabling (Supporting Implementation, Managing Safety, Managing Security) and Improving (Sustaining Habit and Persistence, Improving Performance)

CMMI V2.0 Maturity Levels

One of the big changes in CMMI V2.0 is that all Practice Areas apply at Maturity Level 3 (ML3) with specific additional required practice levels.

For example, Causal Analysis and Resolution is required at ML3 but there are added practices at CMMI Maturity Level 4 (ML4) and CMMI Maturity Level 5 (ML5), respectively.

CMMI Maturity Level 1 (ML1) Initial

In CMMI ML1 organizations meet the intent of Practice Area(s), but practices are not fully implemented and usually are reactive in addressing issues.

CMMI Maturity Level 2 (ML2) Managed

In CMMI Level 2 organizations implement practices to meet the intent of Practice Area(s), proactively address issues and achieve program objectives. ML2 does not require use of organizational assets. The following Practice Areas must be rated at Maturity Level 2:

  • Managing Performance and Management
  • Supplier Agreement Management
  • Process Quality Assurance
  • Configuration Management
  • Monitor and Control
  • Planning
  • Estimating
  • Requirements Development and Maintenance
  • Governance
  • Implementation Infrastructure

CMMI Maturity Level 3 (ML3) Defined

In CMMI ML3 there is use of organizational standard practices, assets, and tailoring. Proactively address issues, achieve organization objectives, program objectives and focus on overall quality. The following Practice Areas must be rated at Maturity Level 3 (Configuration Management does not have any additional practices at Maturity Level 3)

  • Managing Performance and Management
  • Supplier Agreement Management
  • Process Quality Assurance
  • Configuration Management
  • Monitor and Control
  • Planning
  • Estimating
  • Requirements Development and Maintenance
  • Governance
  • Implementation Infrastructure
  • Causal Analysis and Resolution
  • Decision Analysis and Resolution
  • Organizational Training
  • Risk Management
  • Process Asset Development
  • Peer Reviews
  • Process Management
  • Verification and Validation
  • Technical Solution
  • Product Integration

CMMI Maturity Level 4 (ML4) Quantitively Managed

For the upgrade in CMMI ML4 organizations must have controlled processes, measured with the use of statistical and quantitative techniques and prediction tools for achieving quality, performance, and objectives. The following Practice Areas must be rated at Maturity Level 4, in addition to everything above:

  • Managing Performance and Management
  • Planning
  • Governance
  • Causal Analysis and Resolution
  • Process Management

CMMI Maturity Level 5 (ML5) Optimizing

Finally, in order to reach CMMI ML5 needs to optimize process improvement through use of statistical and quantitative techniques. The following Practice Areas must be rated at Maturity Level 5, in addition to everything above

  • Managing Performance and Management
  • Causal Analysis and Resolution

CMMI v2.0 Practice Areas

Historically referenced “Process Areas” – ex. Configuration Management, are now “Practice Areas”, and for Version 2.0 there are twenty-five (25) applicable Practice Areas. The Practice Areas, as under previous versions of the CMMI Model, introduce the requirements and descriptions of critical activities that define the intent of the practice.

Under the new model, all twenty-five (25) Practice Areas are applicable to an organization at Maturity Level 3. Also, of note, the requirements of Generic Practices (found in Version 1.3) are no longer defined as “generic practices” but are incorporated under specific Practice Areas.

Under the former CMMI for Development Model (Version 1.3) at Maturity Level 3 only eighteen (18) “process areas” were required, with an additional four (4) defined at the High Maturity Levels (Level 4 and 5).

DOING includes Capability Areas for producing, buying, and delivering quality solutions. 

Ensuring Quality (ENQ) – Helps to improve product and service quality.

  • Requirements Development and Management enables developing and keeping updated a common understanding of needs and expectations for the solution.
    Intent: Elicit requirements, ensure common understanding by stakeholders, and align requirements, plans, and work products.
    Value: Ensures that customer’s needs and expectations are satisfied
    Practice Summary
    Maturity Level 1
    RDM 1.1 Record requirements.
    Maturity Level 2
    RDM 2.1 Elicit stakeholder needs, expectations, constraints, and interfaces or connections.
    RDM 2.2 Transform stakeholder needs, expectations, constraints, and interfaces or connections into prioritized customer requirements.
    RDM 2.3 Develop an understanding with the requirements providers on the meaning of the requirements.
    RDM 2.4 Obtain commitment from project participants that they can implement the requirements.
    RDM 2.5 Develop, record, and maintain bidirectional traceability among requirements and activities or work products.
    RDM 2.6 Ensure that plans and activities or work products remain consistent with requirements.
    Maturity Level 3
    RDM 3.1 Develop and keep requirements updated for the solution and its components.
    RDM 3.2 Develop operational concepts and scenarios.
    RDM 3.3 Allocate the requirements to be implemented.
    RDM 3.4 Identify, develop, and keep updated interface or connection requirements.
    RDM 3.5 Ensure that requirements are necessary and sufficient.
    RDM 3.6 Balance stakeholder needs and constraints.
    RDM 3.7 Validate requirements to ensure the resulting solution will perform as intended in the target environment.
  • Process Quality Assurance ensures the process is followed and quality solutions are produced
    Intent: Identify causes of selected outcomes and take action to either prevent recurrence of undesirable outcomes or ensure recurrence of positive outcomes.
    Value: Addressing root cause issues eliminates rework and directly improves quality and productivity.
    Practice Summary
    Maturity Level 1
    PQA 1.1 Identify and address process and work product issues.
    Maturity Level 2
    PQA 2.1 Develop, keep updated, and follow a quality assurance approach and plan based on historical quality data.
    PQA 2.2 Throughout the project, objectively evaluate selected performed processes and work products against the recorded process and applicable standards.
    PQA 2.3 Communicate quality and non-compliance issues and ensure their resolution.
    PQA 2.4 Record and use results of quality assurance activities.
    Maturity Level 3
    PQA 3.1 Identify and record opportunities for improvement during quality assurance activities.
  • Verification and Validation ensures requirements are met and the solution functions as intended in the target environment.
    Intent: Verification and validation includes activities that confirm selected solutions and components meet their requirements and validate selected solutions and components fulfill their intended use in their target environment
    Value: Verification and validation of selected solutions and components throughout the project increases the likelihood that the solution will satisfy the customer.
    Practice Summary
    Maturity Level 1
    VV 1.1 Perform verification to ensure the requirements are implemented and record and communicate results.
    VV 1.2 Perform validation to ensure the solution will function as intended in its target environment and record and communicate results.
    Maturity Level 2
    VV 2.1 Select components and methods for verification and validation.
    VV 2.2 Develop, keep updated, and use the environment needed to support verification and validation.
    VV 2.3 Develop, keep updated, and follow procedures for verification and validation.
    Maturity Level 3
    VV 3.1 Develop, keep updated, and use criteria for verification and validation.
    VV 3.2 Analyze and communicate verification and validation results.
  • Peer Reviews identify solution defects or issues.
    Intent: Identify and address work product issues through reviews by the producer’s peers or Subject Matter Experts (SMEs).
    Value: Reduce cost and rework by uncovering issues or defects early.
    Practice Summary
    Maturity Level 1
    PR 1.1 Perform reviews of work products and record issues.
    Maturity Level 2
    PR 2.1 Develop and keep updated procedures and supporting materials used to prepare for and perform peer reviews.
    PR 2.2 Select work products to be peer reviewed.
    PR 2.3 Prepare and perform peer reviews on selected work products using established procedures.
    PR 2.4 Resolve issues identified in peer reviews.
    Maturity Level 3
    PR 3.1 Analyze results and data from peer reviews.

Engineering the Developing Products (EDP) (Development View)

  • Technical Solution focuses on designing and building products and product components.
    Intent: Design and build solutions that meet customer requirements.
    Value: Provides a cost-effective design and solution that meets customer requirements and reduces rework.
    Practice Summary
    Maturity Level 1
    TS 1.1 Build a solution to meet requirements.
    Maturity Level 2
    TS 2.1 Design and build a solution to meet requirements.
    TS 2.2 Evaluate the design and address identified issues.
    TS 2.3 Provide guidance on use of the solution.
    Maturity Level 3
    TS 3.1 Develop criteria for design decisions.
    TS 3.2 Develop alternative solutions for selected components.
    TS 3.3 Perform a build, buy, or reuse analysis.
    TS 3.4 Select solutions based on design criteria.
    TS 3.5 Develop, keep updated, and use information needed to implement the design.
    TS 3.6 Design solution interfaces or connections using established criteria.
  • Product Integration covers the assembly of the products and product components and their delivery to the customer and ensures inclusion of required functionality and quality characteristics.
    Intent: Integrate and deliver the solution that addresses functionality and quality requirements.
    Value: Increases customers’ satisfaction by giving them a solution that meets or exceeds their functionality and quality requirements.
    Practice Summary
    Maturity Level 1
    PI 1.1 Assemble solutions and deliver to the customer.
    Maturity Level 2
    PI 2.1 Develop, keep updated, and follow an integration strategy.
    PI 2.2 Develop, keep updated, and use the integration environment.
    PI 2.3 Develop, keep updated, and follow procedures and criteria for integrating solutions and components.
    PI 2.4 Confirm, prior to integration, that each component has been properly identified and operates according to its requirements and design.
    PI 2.5 Evaluate integrated components to ensure conformance to the solution’s requirements and design.
    PI 2.6 Integrate solutions and components according to the integration strategy.
    Maturity Level 3
    PI 3.1 Review and keep updated interface or connection descriptions for coverage, completeness, and consistency throughout the solution’s life.
    PI 3.2 Confirm, prior to integration, that component interfaces or connections comply with interface or connection descriptions.
    PI 3.3 Evaluate integrated components for interface or connection compatibility. Additional PA Explanatory Information

Delivering and Managing Services (Services View)

  • Service Delivery Management includes delivering services in accordance with the established service level agreements.
    Intent: Deliver services and manage the service delivery system.
    Value: Increase customer satisfaction by delivering services that meet or exceed customer expectations.
    Practice Summary
    Maturity Level 1
    SDM 1.1 Use the service system to deliver services.
    Maturity Level 2
    SDM 2.1 Develop, record, keep updated, and follow service agreements.
    SDM 2.2 Receive and process service requests in accordance with service agreements.
    SDM 2.3 Deliver services in accordance with service agreements.
    SDM 2.4 Analyze existing service agreements and service data to prepare for updated or new agreements.
    SDM 2.5 Develop, record, keep updated, and follow the approach for operating and changing the service system.
    SDM 2.6 Confirm the readiness of the service system to support the delivery of services.
    Maturity Level 3
    SDM 3.1 Develop, record, keep updated, and use organizational standard service systems and agreements.
  • Strategic Service Management includes developing and keeping a portfolio of updated standard services that are compatible with strategic needs and plans.
    Intent: Develop and deploy standard services that are compatible with strategic business needs and plans.
    Value: Increases likelihood of meeting business objectives by aligning standard services with customer needs.
    Practice Summary
    Maturity Level 1
    STSM 1.1 Develop a list of current services.
    Maturity Level 2
    STSM 2.1 Develop, keep updated, and use descriptions of current services.
    STSM 2.2 Collect, record, and analyze data about strategic needs and capabilities for service delivery.
    STSM 2.3 Develop, keep updated, and follow an approach for providing new or changed services derived from strategic needs and capabilities.
    Maturity Level 3
    STSM 3.1 Develop, keep updated, and use the set of organizational standard services and service levels.
  • Supplier Agreement Management involves: developing and keeping updated the supplier agreement and ensuring that the supplier and the buyer perform according to the terms of the supplier agreement
    Intent: Establish an agreement with selected suppliers, ensure that the supplier and the acquirer perform according to the terms over the course of the agreement, and evaluate the supplier’s deliverables.
    Value: Provides an explicit understanding between the acquirer and supplier to maximize the success of agreed-on efforts to deliver a supplier deliverable.
    Practice Summary
    Maturity Level 1
    SAM 1.1 Develop and record the supplier agreement.
    SAM 1.2 Accept or reject the supplier deliverables.
    SAM 1.3 Process supplier invoices.
    Maturity Level 2
    SAM 2.1 Monitor supplier as specified in the supplier agreement and keep agreement updated.
    SAM 2.2 Perform activities as specified in the supplier agreement.
    SAM 2.3 Verify that the supplier agreement is satisfied before accepting the acquired supplier deliverable.
    SAM 2.4 Manage invoices submitted by the supplier according to the supplier agreements.
    Maturity Level 3
    SAM 3.1 Select technical supplier deliverables for analysis and conduct technical reviews.
    SAM 3.2 Select and monitor supplier processes and deliverables based on criteria in the supplier agreement.
    Maturity Level 4
    SAM 4.1 Select measures and apply analytical techniques to quantitatively manage supplier performance to achieve quality and process performance objectives.

MANAGING includes capability areas for planning and managing work and the workforce.

Planning and Managing Work – involves determining the amount of work that needs to be done, planning and scheduling the work, and then ensuring the work is being done in accordance with the plans and schedules. It also ensures that resources are adequate to meet the plan and schedule.

  • Estimating includes forecasting the size, effort, and cost for the work required to develop, acquire, or deliver the solution
    Intent: Estimate the size, effort, duration, and cost of the work and resources needed to develop, acquire, or deliver the solution.
    Value: Estimation provides a basis for making commitments, planning, and reducing uncertainty, which allows for early corrective actions and increases the likelihood of meeting objectives.
    Practice Summary
    Maturity Level 1
    EST 1.1 Develop high-level estimates to perform the work.
    Maturity Level 2
    EST 2.1 Develop, keep updated, and use the scope of what is being estimated.
    EST 2.2 Develop and keep updated estimates for the size of the solution.
    EST 2.3 Based on size estimates, develop and record effort, duration, and cost estimates and their rationale for the solution.
    Maturity Level 3
    EST 3.1 Develop and keep updated a recorded estimation method.
    EST 3.2 Use the organizational measurement repository and process assets for estimating work.
  • Planning involves: Using the estimates to develop a work plan, schedule, and budget; Determining the necessary resources to accomplish the plan, within schedule and budget; Obtaining commitment to the work plan from stakeholders
    Intent: Develop plans to describe what is needed to accomplish the work within the standards and constraints of the organization, including the: Budget; Schedule; Resource demand, capacity and availability; Quality; Functionality requirements; Risks and opportunities
    Plans also describe: The work to be performed; Applicable organizational set of standard processes, assets, and tailoring guidelines; Dependencies; Who performs the work; Relationships with other plans; Stakeholders and their role
    Value: Optimizes cost, functionality, and quality to increase the likelihood of meeting objectives.
    Practice Summary
    Maturity Level 1
    PLAN 1.1 Develop a list of tasks.
    PLAN 1.2 Assign people to tasks.
    Maturity Level 2
    PLAN 2.1 Develop and keep updated the approach for accomplishing the work.
    PLAN 2.2 Plan for the knowledge and skills needed to perform the work.
    PLAN 2.3 Based on recorded estimates, develop and keep the budget and schedule updated.
    PLAN 2.4 Plan the involvement of identified stakeholders.
    PLAN 2.5 Plan transition to operations and support.
    PLAN 2.6 Ensure plans are feasible by reconciling available and estimated resources.
    PLAN 2.7 Develop the project plan, ensure consistency among its elements, and keep it updated.
    PLAN 2.8 Review plans and obtain commitments from affected stakeholders.
    Maturity Level 3
    PLAN 3.1 Use the organization’s set of standard processes and tailoring guidelines to develop, keep updated, and follow the project process.
    PLAN 3.2 Develop a plan and keep it updated, using the project process, the organization’s process assets, and the measurement repository.
    PLAN 3.3 Identify and negotiate critical dependencies.
    PLAN 3.4 Plan for the project environment and keep it updated based on the organization’s standards.
    Maturity Level 4
    PLAN 4.1 Use statistical and other quantitative techniques to develop and keep the project processes updated to enable achievement of the quality and process performance objectives.
  • Monitor and Control provides an understanding of progress so appropriate corrective actions can be taken when performance deviates significantly from the plan, schedule, and budget.
    Intent: Provide an understanding of the project progress so appropriate corrective actions can be taken when performance deviates significantly from plans.
    Value: Increases the probability of meeting objectives by taking early actions to adjust for significant performance deviations.
    Practice Summary
    Maturity Level 1
    MC 1.1 Record task completions.
    MC 1.2 Identify and resolve issues.
    Maturity Level 2
    MC 2.1 Track actual results against estimates for size, effort, schedule, resources, knowledge and skills, and budget.
    MC 2.2 Track the involvement of identified stakeholders and commitments.
    MC 2.3 Monitor the transition to operations and support.
    MC 2.4 Take corrective actions when actual results differ significantly from planned results and manage to closure.
    Maturity Level 3
    MC 3.1 Manage the project using the project plan and the project process.
    MC 3.2 Manage critical dependencies and activities.
    MC 3.3 Monitor the work environment to identify issues.
    MC 3.4 Manage and resolve issues with affected stakeholders.

Managing Business Resilience addresses the ability to anticipate, prepare for, and respond to interruptions in order to continue operations. It involves identifying, evaluating, prioritizing and handling risks. It ensures timely and effective resolution and prevention of interruptions to minimize the impact on business operations and ensures the best possible level of service quality. It addresses defining a minimum set of critical functions that must continue in the event of significant interruption of normal operations.

  • Risk and Opportunity Management includes: Identifying threats and opportunities; Evaluating their likelihood of occurrence and impact; Mitigating potential threats; Leveraging potential opportunities
    Intent: Identify, record, analyze, and manage potential risks or opportunities.
    Value: Mitigate adverse impacts or capitalize on positive impacts to increase the likelihood of meeting objectives.
    Practice Summary
    Maturity Level 1
    RSK 1.1 Identify and record risks or opportunities and keep them updated.
    Maturity Level 2
    RSK 2.1 Analyze identified risks or opportunities.
    RSK 2.2 Monitor identified risks or opportunities and communicate status to affected stakeholders.
    Maturity Level 3
    RSK 3.1 Identify and use risk or opportunity categories.
    RSK 3.2 Define and use parameters for risk or opportunity analysis and handling.
    RSK 3.3 Develop and keep updated a risk or opportunity management strategy.
    RSK 3.4 Develop and keep updated risk or opportunity management plans.
    RSK 3.5 Manage risks or opportunities by implementing planned risk or opportunity management activities.
  • Incident Resolution and Prevention includes: Identifying actual and potential incidents that may impact delivery; Establishing the approach for addressing incidents as they occur; Analyzing incidents to prevent recurrence
    Intent: Resolve and prevent disruptions promptly to sustain service delivery levels.
    Value: Minimize the impact of disruptions to meet objectives and customer commitments more effectively.
    Practice Summary
    Maturity Level 1
    IRP 1.1 Record and resolve incidents.
    Maturity Level 2
    IRP 2.1 Develop, keep updated, and follow an approach for incident resolution and prevention.
    IRP 2.2 Monitor and resolve each incident to closure.
    IRP 2.3 Communicate incident status.
    Maturity Level 3
    IRP 3.1 Develop, keep updated, and use an incident management system for processing and tracking incidents and their resolution.
    IRP 3.2 Analyze selected incident and resolution data for prevention of future incidents.
  • Continuity plans and validates the critical set of functions and resources needed to continue operations when a significant or catastrophic event occurs.
    Intent: Plan mitigation activities for significant disruptions to business operations so that work can continue or resume.
    Value: Enables continued operation when serious disruptions or catastrophic events occur.
    Practice Summary
    Maturity Level 1
    CONT 1.1 Develop contingency approaches for managing significant disruptions to operations.
    Maturity Level 2
    CONT 2.1 Identify and prioritize functions essential for continuity.
    CONT 2.2 Identify and prioritize resources essential for continuity.
    CONT 2.3 Develop, keep updated, and follow continuity plans to resume performing essential functions.
    Maturity Level 3
    CONT 3.1 Develop and keep updated materials for continuity training.
    CONT 3.2 Provide and evaluate continuity training according to the plan.
    CONT 3.3 Prepare, conduct, and analyze results from verification and validation of the continuity plan.

Managing the Workforce addresses the way an organization develops and retains the human resources needed to perform current and future work.

  • Organizational Training provides a strategy and capability for training to support the organization’s strategic business objectives, meet common tactical needs, and deliver training across the organization.
    Intent: Develop the skills and knowledge of personnel so they perform their roles efficiently and effectively.
    Value: Enhances individuals’ skills and knowledge to improve organizational work performance.
    Practice Summary
    Maturity Level 1
    OT 1.1 Train people.
    Maturity Level 2
    OT 2.1 Identify training needs.
    OT 2.2 Train personnel and keep records.
    Maturity Level 3
    OT 3.1 Develop and keep updated the organization’s strategic and short-term training needs.
    OT 3.2 Coordinate training needs and delivery between the projects and the organization.
    OT 3.3 Develop, keep updated, and follow organizational strategic and short term training plans.
    OT 3.4 Develop, keep updated, and use a training capability to address organizational training needs.
    OT 3.5 Assess the effectiveness of the organization’s training program.
    OT 3.6 Record, keep updated, and use the set of organizational training records.

ENABLING focuses on analyzing causes, making decisions, maintaining integrity of work products, and communicating to stakeholders.

Supporting Implementation involves identifying and addressing the causes of selected outcomes, creating a decision-making approach and structure, maintaining the integrity of work products, and fostering communication and coordination among stakeholders.

  • Causal Analysis and Resolution identifies causes of selected outcomes and acts to either prevent reoccurrence of undesirable outcomes or ensure reoccurrence of positive outcomes.
    Intent: Identify causes of selected outcomes and take action to either prevent recurrence of undesirable outcomes or ensure recurrence of positive outcomes
    Value: Addressing root cause issues eliminates rework and directly improves quality and productivity.
    Practice Summary
    Maturity Level 1
    CAR 1.1 Identify and address causes of selected outcomes.
    Maturity Level 2
    CAR 2.1 Select outcomes for analysis.
    CAR 2.2 Analyze and address causes of outcomes.
    Maturity Level 3
    CAR 3.1 Determine root causes of selected outcomes by following an organizational process.
    CAR 3.2 Propose actions to address identified root causes.
    CAR 3.3 Implement selected action proposals.
    CAR 3.4 Record root cause analysis and resolution data.
    CAR 3.5 Submit improvement proposals for changes proven to be effective.
    Maturity Level 4
    CAR 4.1 Perform root cause analysis of selected outcomes using statistical and other quantitative techniques.
    CAR 4.2 Evaluate the effect of implemented actions on process performance using statistical and other quantitative techniques.
    Maturity Level 5
    CAR 5.1 Use statistical and other quantitative techniques to evaluate other solutions and processes to determine if the resolution should be applied on a broader scale.
  • Decision Analysis and Resolution aids in making decisions using criteria-based evaluation of alternatives and recording the results.
    Intent: Make and record decisions using a recorded process that analyzes alternatives
    Value:  Increases the objectivity of decision making and the probability of selecting the optimal solution.
    Practice Summary
    Maturity Level 1
    DAR 1.1 Define and record the alternatives.
    DAR 1.2 Make and record the decision.
    Maturity Level 2
    DAR 2.1 Develop, keep updated, and use rules to determine when to follow a recorded process for criteria-based decisions.
    DAR 2.2 Develop criteria for evaluating alternatives.
    DAR 2.3 Identify alternative solutions.
    DAR 2.4 Select evaluation methods.
    DAR 2.5 Evaluate and select solutions using criteria and methods.
    Maturity Level 3
    DAR 3.1 Develop, keep updated, and use a description of role-based decision authority.
  • Configuration Management establishes and maintains the integrity of work products using configuration identification, control, and audits.
    Intent: Manage the integrity of work products using configuration identification, version control, change control, and audits.
    Value: Reduces loss of work and increases the ability to deliver the correct version of the solution to the customer.
    Practice Summary
    Maturity Level 1
    CM 1.1 Perform version control.
    Maturity Level 2
    CM 2.1 Identify items to be placed under configuration management.
    CM 2.2 Develop, keep updated, and use a configuration and change management system.
    CM 2.3 Develop or release baselines for internal use or for delivery to the customer.
    CM 2.4 Manage changes to the items under configuration management.
    CM 2.5 Develop, keep updated, and use records describing items under configuration management.
    CM 2.6 Perform configuration audits to maintain the integrity of configuration baselines, changes, and content of the configuration management system.

IMPROVING involves developing, managing, and improving processes and their related assets with a primary focus on improving organizational performance.

Sustaining Habit and Persistence ensures that processes are persistent and habitually performed and sustained throughout the organization and effectively contribute to meeting business performance objectives.

  • Governance provides guidance to senior management on their role in ensuring that work is performed in a way that is relevant and important to the business and organization.
    Intent: Provides guidance to senior management on their role in the sponsorship and governance of process activities
    Value: Minimizes the cost of process implementation, increases the likelihood of meeting objectives, and ensures that the implemented processes support and contribute to the success of the business.
    Practice Summary
    Maturity Level 1
    GOV 1.1 Senior management identifies what is important for doing the work and defines the approach needed to accomplish the objectives of the organization.
    Maturity Level 2
    GOV 2.1 Senior management defines, keeps updated, and communicates organizational directives for process implementation and improvement based on organization needs and objectives.
    GOV 2.2 Senior management ensures resources and training are provided for developing, supporting, performing, improving, and evaluating adherence to expected processes.
    GOV 2.3 Senior management identifies their information needs and uses the collected information to provide governance and oversight of effective process implementation and improvement.
    GOV 2.4 Senior management holds people accountable for adhering to organization directives and achieving process implementation and improvement objectives.
    Maturity Level 3
    GOV 3.1 Senior management ensures that measures supporting objectives throughout the organization are collected, analyzed, and used.
    GOV 3.2 Senior management ensures that competencies and processes are aligned with the objectives of the organization.
    Maturity Level 4
    GOV 4.1 Senior management ensures that selected decisions are driven by statistical and quantitative analysis related to performance and achievement of quality and process performance objectives.
  • Implementation Infrastructure provides a framework that ensures the processes of an organization are persistently used and improved.
    Intent: Ensure that the processes important to an organization are persistently and habitually used and improved.
    Value: Sustains the ability to consistently achieve goals and objectives efficiently and effectively.
    Practice Summary
    Maturity Level 1
    II 1.1 Perform processes that address the intent of the Maturity Level 1 practices.
    Maturity Level 2
    II 2.1 Provide sufficient resources, funding, and training for developing and performing processes.
    II 2.2 Develop and keep processes updated, and verify they are being followed.
    Maturity Level 3
    II 3.1 Use organizational processes and process assets to plan, manage, and perform the work.
    II 3.2 Evaluate the adherence to and effectiveness of the organizational processes.
    II 3.3 Contribute process-related information or process assets to the organization.

Improving Performance focuses on measuring, analyzing and understanding an organization’s or project’s capability and performance along with their process improvement priorities and infrastructure needs. Once this is understood, the organization or project can identify performance and process improvement actions and assets needed to continually improve capability and performance.

  • Process Management develops capabilities and improves performance though planning, implementing, and deploying improvements based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets.
    Intent: Manages and implements the continuous improvement of processes and infrastructure to: Support accomplishing business objectives; Identify and implement the most beneficial process improvements; Make the results of process improvement visible, accessible, and sustainable
    Value: Ensures that processes, infrastructure, and their improvement contribute to successfully meeting business objectives.
    Practice Summary
    Maturity Level 1
    PCM 1.1 Develop a support structure to provide process guidance, identify and fix process problems, and continuously improve processes.
    PCM 1.2 Appraise the current process implementation and identify strengths and weaknesses.
    PCM 1.3 Address improvement opportunities or process issues.
    Maturity Level 2
    PCM 2.1 Identify improvements to the processes and process assets.
    PCM 2.2 Develop, keep updated, and follow plans for implementing selected process improvements.
    Maturity Level 3
    PCM 3.1 Develop, keep updated, and use process improvement objectives traceable to the business objectives.
    PCM 3.2 Identify processes that are the largest contributors to meeting business objectives.
    PCM 3.3 Explore and evaluate potential new processes, techniques, methods, and tools to identify improvement opportunities.
    PCM 3.4 Provide support for implementing, deploying, and sustaining process improvements.
    PCM 3.5 Deploy organizational standard processes and process assets.
    PCM 3.6 Evaluate the effectiveness of deployed improvements in achieving process improvement objectives.
    Maturity Level 4
    PCM 4.1 Use statistical and other quantitative techniques to validate selected performance improvements against proposed improvement expectations, business objectives, or quality and process performance objectives.
  • Process Asset Development develops and keeps updated a usable set of organizational processes and process assets for performing the work.
    Intent: Develop and keep updated the process assets necessary to perform the work.
    Value: Provides a capability to understand and repeat successful performance
    Practice Summary
    Maturity Level 1
    PAD 1.1 Develop process assets to perform the work.
    Maturity Level 2
    PAD 2.1 Determine what process assets will be needed to perform the work.
    PAD 2.2 Develop, buy, or reuse process assets.
    PAD 2.3 Make processes and assets available.
    Maturity Level 3
    PAD 3.1 Develop, keep updated, and follow a strategy for building and updating process assets.
    PAD 3.2 Develop, record, and keep updated a process architecture that describes the structure of the organization’s processes and process assets.
    PAD 3.3 Develop, keep updated, and make processes and assets available for use.
    PAD 3.4 Develop, keep updated, and use tailoring criteria and guidelines for the set of standard processes and assets.
    PAD 3.5 Develop, keep updated, and make the organization’s process asset library available for use.
    PAD 3.6 Develop, keep updated, and make work environment standards available for use.
    PAD 3.7 Develop, keep updated, and make organizational measurement and analysis standards available for use.
  • Managing Performance and Measurement involves:
    Ensuring that benefits and business objectives are the leading factors driving performance and improvement
    Changing the paradigm: From process improvement leads to performance improvement; Performance needs are the primary drivers of process improvements; Using the results of measurement and analysis to manage and control performance at various work and business levels
    Intent: Manage performance using measurement and analysis to achieve business objectives.
    Value: Maximizes business return on investment by focusing management and improvement efforts on cost, schedule, and quality performance.
    Practice Summary
    Maturity Level 1
    MPM 1.1 Collect measures and record performance.
    MPM 1.2 Identify and address performance issues.
    Maturity Level 2
    MPM 2.1 Derive and record measurement and performance objectives from selected business needs and objectives and keep them updated.
    MPM 2.2 Develop, keep updated, and use operational definitions for measures.
    MPM 2.3 Obtain specified measurement data according to the operational definitions.
    MPM 2.4 Analyze performance and measurement data according to the operational definitions.
    MPM 2.5 Store measurement data, measurement specifications, and analysis results according to the operational definitions.
    MPM 2.6 Take actions to address identified issues with meeting measurement and performance objectives.
    Maturity Level 3
    MPM 3.1 Develop, keep updated, and use organizational measurement and performance objectives traceable to business objectives.
    MPM 3.2 Follow organizational processes and standards to develop and use operational definitions for measures and keep them updated.
    MPM 3.3 Develop, keep updated, and follow a data quality process.
    MPM 3.4 Develop, keep updated, and use the organization’s measurement repository.
    MPM 3.5 Analyze organizational performance using measurement and performance data to determine performance improvement needs.
    MPM 3.6 Periodically communicate performance results to the organization.
    Maturity Level 4
    MPM 4.1 Use statistical and other quantitative techniques to develop, keep updated, and communicate quality and process performance objectives that are traceable to business objectives.
    MPM 4.2 Select measures and analytic techniques to quantitatively manage performance to achieve quality and process performance objectives.
    MPM 4.3 Use statistical and other quantitative techniques to develop and analyze process performance baselines and keep them updated.
    MPM 4.4 Use statistical and other quantitative techniques to develop and analyze process performance models and keep them updated.
    MPM 4.5 Use statistical and other quantitative techniques to determine or predict achievement of quality and process performance objectives.
    Maturity Level 5
    MPM 5.1 Use statistical and other quantitative techniques to ensure that business objectives are aligned with business strategy and performance.
    MPM 5.2 Analyze performance data using statistical and other quantitative techniques to determine the organization’s ability to satisfy selected business objectives and identify potential areas for performance improvement.
    MPM 5.3 Select and implement improvement proposals, based on the statistical and quantitative analysis of the expected effect of proposed improvements on meeting business, quality, and process performance objectives.

Selecting and Managing Suppliers (Supplier Management View) establishes the buyer and supplier partnership to ensure that quality solutions are delivered to the customer and end user

  • Supplier Source Selection involves: Selecting one or more suppliers to deliver the solution; Preparing a solicitation package; Evaluating the supplier’s solution and managing selected connections of that solution
    Intent: Develop and keep updated a package of materials used to seek proposals from potential suppliers and select one or more suppliers to deliver the solution.
    Value: Improves the ability to select the most qualified suppliers to deliver solutions.
    Practice Summary
    Maturity Level 1
    SSS 1.1 Determine the type of acquisition.
    SSS 1.2 Identify potential suppliers and distribute requests for proposals.
    SSS 1.3 Evaluate proposals and select suppliers.
    Maturity Level 2
    SSS 2.1 Develop a solicitation package and keep it updated.
    SSS 2.2 Identify qualified potential suppliers and distribute the solicitation package for their response.
    SSS 2.3 Evaluate proposed solutions according to recorded evaluation criteria and select suppliers.
    Maturity Level 3
    SSS 3.1 Develop, keep updated, and follow negotiation approaches for soliciting, evaluating, and selecting suppliers.

Our approach to introducing CMMI

There are four phases that culminate in a convergence of your business processes and best practices, and eventually reinvent the “way things are done” across the organization within that scope. These are:

  • Strategic Discovery: This phase focuses on understanding the current state and planning to move to the desired state. The purpose of a discovery phase is to reduce or eliminate risk during the project, saving both time and money by avoiding costly mistakes. Typical activities include a planning meeting, orientation training, performing a gap analysis, identifying a scope of the effort, producing a written documentation of the findings which details strengths, weaknesses, and gaps between the actual state versus the planned (or desired) state. These findings are then used to develop a project plan which outlines business requirements , technical requirements, tasks, timelines, and key milestones.
  • Process Development: After the planning phase is complete, the process development begins. Typical activities include:
    • identify and define policies, plans, processes, manuals, procedures and work instructions,
    • document business processes, inputs and outputs, and
    • finally, form a steering committee with predefined roles and responsibilities
  • New Process Implementation: The implementation of the process turns strategies and plans into actions; mentoring employees; setting objectives, measurements and goals; training personnel on new requirements and monitoring their overall effectiveness.
  • Validation: The final phase, which assesses the validity of the system ensures that all above are acceptable and ready to be used. Standard tasks include testing; assessing performance; evaluating data; analyzing reports and auditing.

It is more than helpful and important to identify an executive sponsor for escalation points; to identify process owners; to demonstrate management commitment; to determine repositories and tools early on and to establish channels for communication.

Lastly, the success of a project starts with how well it is planned, monitored for effectiveness, and communicated to all company staff.

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