CMMICMMI----ACQ V1.2 ACQ V1.2 Introductionebooks.lib.ntu.edu.tw/1_file/cmmi/18/CMMI-ACQ-1.pdf · 2009-08-01 · CMMI V1.1->CMMI-AM V1.1->CMMI-DEV V1.2->CMMI-ACQ V1.2 AM 籌獲管理

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CMMICMMICMMICMMI----ACQ V1.2 ACQ V1.2 ACQ V1.2 ACQ V1.2 Introduction Introduction Introduction Introduction

曾淑峰國立政治大學資訊管理系副教授經濟部工業局「提升資訊軟體品質(CMMI)計畫」共同主持人2006/10/13

2

CMMI-ACQ Introduction

� About Acquisition

� The Scope of CMMI for Acquisition

� Evolution of CMMI for Acquisition

� About Capability Maturity Models

� Process Area Components

� Tying It All Together

� Using CMMI Models

� The Difference in SGs and SPs between

CMMI-DEV V1.2 and CMMI-ACQ V1.2 (Preliminary)

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Current Organizations

� increasingly becoming acquirers of technologysolutions by obtaining development and maintenance services from suppliers, and developing less and less technology solutions in-house.

� improve an organization’s operational efficiencies by leveraging a supplier’s capabilities to deliver quality solutions rapidly, at lower cost, with the most appropriate technology.

� Too often acquirers disengage from the project once the supplier is hired to develop the technology solution.

� Too late acquirers discover that the project is not on schedule, deadlines will not be met, technology selected is not viable, and the project has failed.

Introduction

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Acquisition Is Challenging

� Acquires must take overall accountability for solution

delivery

� Onus sit with suppliers and acquires

� Mismanagement

� Inability to articulate customer needs

� Poor requirements definition

� Insufficient technology selection procedures

� Uncontrolled requirements changes

=>Communication

Introduction

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Acquisition Challenges-1� Establish robust systems engineering practices within the

program office.

� Stabilize requirements well enough to adequately work with developers/suppliers.

� Estimate the time and effort required for the program to deliver a usable capability or system.

� Enforce schedule milestones and on-time delivery of acquisition products and services.

� Assess the technical risk involved in acquiring particular products from particular suppliers.

� Implement process control measures.

� Track short- and long-term costs in relation to a budget.

� Continuously identify and mitigate risks in a team environment with all relevant stakeholders.

[Source: Brian P. Gallagher and Sandy Shrum. Applying CMMI to Systems Acquisition, 2005.]

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Acquisition Challenges-2

[Source: Stephen Blanchette, Jr. and Kristi L. Keeler. Self Assessment and the CMMI-AM – A Guide for

Government Program Managers, 2005]

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Role of the PM

� The PMO (Program management Office)

Role

� Program management Role

� Oversight Role

� Process Integration Role

[Source: Tutorial Introduction to the CMMI Acquisition Module (CMMI-AM), 2005.]

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The PMO Role

� Direct responsibility

� Manage process within the PMO

� Identify, define and document process needs

� Communicate and train PMO staff

� Support, track, measure the PMO process

Role of the PM

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Program Management Role

� Manage Process to the project

� Interface 1 (PMO v.s contractor)� Project process requirements

� Project metrics

� Project communication needs

� Project risk mgt needs

� Interface 2 (contract execution)� Real-time monitoring of deliverables (Product)

� Keep communication channels clear & open

� Develop trust with contractor

Role of the PM

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Oversight Role

� At source selection

� Obtain process definition and commitments

� Plan process integration

� After contract award

� Process are used

� Evident process artifact

� Process integration is effective and monitored

� Periodic appraisal

� Subcontractor oversight

� Prime responsibility lies with prime contractor

� To ensure requirement flowdown

� To ensure integration of prime and subcontractor

Role of the PM

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Process Integration Role

� To ensure PMO and contractor processes

are compatible

� Any process in RFP

� Good communication regarding process

incompatible

� Integration needs

Role of the PM

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CMMI for Acquisition

� General Motors partnered with the SEI to create the initial draft CMMI for Acquisition described in this document.

� All process areas and practices are to be interpreted using an in-depth knowledge of the CMMI model (including the initial draft CMMI-ACQ) being used, organizational constraints, the business environment, and other circumstances involved.

� The scope or CMMI for acquisition covers acquisition of technical solutions.

Introduction

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CMMI-ACQ provides guidance

� Supplier sourcing

� Initiating and awarding supplier agreements

� Managing acquisition of P&S

through a set of standard metrics, acceptance

criteria and supplier deliverables.

Preface

[Major Source: Kathryn M. Dodson (EDS), Dr. Hubert F. Hofmann (General Motors), Gowri S. Ramani (Hewlett

Packard), Deborah K. Yedlin (General Motors);Edited by Dr. Matthew J. Fisher (Software Engineering Institute),

Keith Kost (Software Engineering Institute). Adapting CMMI for Acquisition Organizations: A Preliminary Report,

CMU/SEI-2006-SR-005, Improving processes for better products, June 2006.]

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CMMI-ACQ is based on…

CMMI Model Foundation (16 PAs)

� CMMI-AM

� SA-CMM

� Incorporates attempts by acquisition

organizations to adapt the CMMI for

Development (CMMI-DEV) constellation for

an acquisition organization.

Preface

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CMMI-ACQ Story

� CMMI is a collection of best practices that helps organizations improve their process.

� Following the success of CMMI models for development organizations, the need was identified for a CMMI model addressing the acquisition environments.� General Motors’ (GM) strategy: GM projects or programs

� develop requirements and design constraints

� oversee multiple suppliers that develop IT solutions

� deploy the resulting products and services into one or more of GM’s business units.

＝＞ parallel acquisition processes

� GM sponsored the development of an initial draft CMMI for Acquisition (CMMI-ACQ) constellation� Based on CMMI 1.2 architecture and framework

� Accepted by both government and industry after piloting

� OSD (The office of the Secretary of Defense) has recognized the value

Preface

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CMMI-ACQ vs. CMMI-DEV

� CMMI-ACQ provides a comprehensive solution for

acquirers as they work with suppliers to develop and

maintain products and services.

� CMMI-DEV may be treated as a reference for

supplier executed activities for systems engineering,

software development, and hardware design work in

an acquisition initiative.

Preface

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Evolution of CMMI-1Introduction

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Evolution of CMMI-2CMMI-DEV

Introduction

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Three critical dimensionsIntroduction

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CMMI Process Areas in Software Development Life Cycle

[Source: Phillips, M. CMMI V1.1 Tutorial, E-SEPG, http://www.sei.cmu.edu/cmmi/presentations/euro-sepg-tutorial/, 2002.]

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Process Area ComponentsPA components

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Continuous RepresentationCMMI-DEV Tying it all together

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Staged RepresentationCMMI-DEV Tying it all together

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Capability Level (CL) and Maturity level (ML) CMMI-DEV Tying it all together

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Understanding Capability Levels

� A Capability level consists of a GG and its related GPs for a PA that can improve the organization’s processes associated with that PA.

=>Capability level profile

� The 6 CLs:� 0: Incomplete

� 1: Performed＝ satisfy all SPs

� 2: Managed CL2＝CL1+GG2� 3: Defined CL3＝CL2+GG3� 4: Quantitatively Managed CL4＝CL3+GG4� 5: Optimizing CL5＝CL4+GG5

Tying it all together

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Understanding Maturity Levels

� A maturity level consists of the SP and GP

associated with each predefined set of PAs

=>Maturity level rating

� The 5 MLs:

� 1:Intial

� 2:Managed = ML 2 PAs (GG 2)

� 3:Defined = ML 2 PAs (GG 3) + ML 3 PA (GG 3)

� 4:Quantitatively Managed = ML 2,3,4 PA (GG 3)

� 5:Optimizing = ML 2,3,4,5 PA (GG 3)


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Generic Goals and Generic PracticesCMMI-DEV GG and GP

GG 1 ACHIEVE SPECIFIC GOALS. GP 1.1 PERFORM SPECIFIC PRACTICES.

GG 2 INSTITUTIONALIZE A MANAGED PROCESS. GP 2.1 ESTABLISH AN ORGANIZATIONAL POLICY.

GP 2.2 PLAN THE PROCESS.

GP 2.3 PROVIDE RESOURCES.

GP 2.4 ASSIGN RESPONSIBILITY.

GP 2.5 TRAIN PEOPLE.

GP 2.6 MANAGE CONFIGURATIONS.

GP 2.7 IDENTIFY AND INVOLVE RELEVANT STAKEHLODERS.

GP 2.8 MONITOR AND CONTROL THE PROCESS.

GP 2.9 OBJECTIVELY EVALUATE ADHERENCE.

GP 2.10 REVIEW STATUS WITH HIGHER LEVEL MANAGEMENT.

GG 3 INSTITUTIONALIZE A DEFINED PROCESS. GP 3.1 ESTABLISH A DEFINED PROCESS.

GP 3.2 COLLECT IMPROVEMENT INFORMATION.

GG 4 INSTITUTIONALIZE A QUANTITATIVELY MANAGED PROCESS. GP 4.1 ESTABLISH QUANTITATIVE OBJECTIVES FOR THE PROCESS.

GP 4.2 STABLIZE SUBPROCESS PREFORMANCE.

GG 5 INSTITUTIONALIZE AN OPTIMIZING PROCESS. GP 5.1 ENSURE CONTINUOUS PROCESS IMPROVEMENT.

GP 5.2 CORRECT ROOT CAUSES OF PROBLEMS.

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Process Areas in Two Representations

� How PAs used in two representations

CMMI-DEV Tying it all together

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Process Areas in CMMI-DEV

MA 度量與分析PPQA 流程和產品品

質保證CM 型態管理

PP 專案規劃PMC 專案監控SAM 供應商協議管

理

REQM 需求管理Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理

DAR 決策分析和解決方案

IPM + IPPD 整合性專案管理

RSKM 風險管理

RD 需求發展TS 技術解決方

案PI 產品整合VER 驗證VAL 確認

OPF 組織流程專注OPD + IPPD組織流程定義OT 組織訓練

Level 3Level 3Level 3Level 3DefinedDefinedDefinedDefined定義定義定義定義

QPM量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively

量化管理量化管理量化管理量化管理

CAR 原因分析和解決方案

OID 組織創新和推展

Level 5Level 5Level 5Level 5OptimizingOptimizingOptimizingOptimizing最佳化最佳化最佳化最佳化

支援支援支援支援SupportSupportSupportSupport

專案管理專案管理專案管理專案管理Project Project Project Project ManagementManagementManagementManagement

工程工程工程工程EngineeringEngineeringEngineeringEngineering

流程管理流程管理流程管理流程管理ProcessProcessProcessProcessManagementManagementManagementManagement

類別類別類別類別CategoryCategoryCategoryCategory成熟度成熟度成熟度成熟度Maturity LevelMaturity LevelMaturity LevelMaturity Level

藍色表示16個core PAs

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Equivalent Staging-Target ProfileCMMI-DEV Tying it all together

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Equivalent Staging-Maturity Levels CMMI-DEV Tying it all together

All PAs in ML2 achieve CL2 ↑↑↑↑ => ML2

All PAs in ML2,3 achieve CL3 ↑↑↑↑ => ML3

All PAs in ML2,3,4 achieve CL3↑↑↑↑ => ML4

All PAs in ML2,3,4,5 achieve CL3↑↑↑↑ => ML5

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Generic goals and generic practicesCMMI-DEV Tying it all together

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CMMI V1.1->CMMI-AM V1.1->CMMI-DEV V1.2->CMMI-ACQ V1.2

AM 籌獲管理SSAD 招標與供應商協議發展

ACQ-additional PAs

TOS 移轉運作與支援SCM 招標與合約監督AMAMAMAM----additional additional additional additional PAsPAsPAsPAs

MA 度量與分析PPQA 流程與產品品質保證

CM 建構管理

PP 專案規劃PMC 專案監控SAM 供應商協議管理

REQM REQM 需求管理需求管理Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理

DAR 決策分析與解決方案OEI 組織環境整合

IPM for IPPD 整合專案管理

RSKM 風險管理IT 整合性團隊ISM 整合性供應商管理

RD 需求發展TS 技術解決方案PI 產品整合VER 驗證VAL 確認

OPF 組織流程專注OPD 組織流程定義OT 組織訓練


QPMQPM量化專案管理量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively

量化管理量化管理量化管理量化管理

CAR 原因分析與解決方案OID 組織創新與推展Level 5Level 5Level 5Level 5OptimizingOptimizingOptimizingOptimizing最佳化最佳化最佳化最佳化

支援支援支援支援SupportSupportSupportSupport

專案管理專案管理專案管理專案管理Project Project Project Project ManagementManagementManagementManagement

工程工程工程工程EngineeringEngineeringEngineeringEngineering

流程管理流程管理流程管理流程管理ProcessProcessProcessProcessManagementManagementManagementManagement

類別類別類別類別CategoryCategoryCategoryCategory成熟度成熟度成熟度成熟度Maturity LevelMaturity LevelMaturity LevelMaturity Level

註1: 藍色表示CMMI-AM採用, AM-additional PAs 為CMMI-AM新增的PAs註2 :底線表示CMMI-ACQ並不採用,陰影陰影表示在CMMI-ACQ中改變其類別屬性, 註3 : ACQ-additional PAs 為CMMI for Acquisition 新增的PAs

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CMMI-AM V1.1 Process Areas

藍色斜體表新增

需求發展（Requirements Development; RD）

需求管理（Requirements Management; REQM）

確認（Verification; VER）

驗證（Validation; VAL）

Engineering

決策分析與解決方案（Decision Analysis and Resolution; DAR）度量與分析（Measurement and Analysis）

產品移轉與支援（Transition to Operations and Support; TOS）

專案管理（Project Planning; PP）

專案監控（Project Monitoring and Control; PMC）

需求規格書徵求與合約監控（Solicitation and Contract Monitoring; SCM）

整合專案管理（Integrated Project Management; IPM）

風險管理（Risk Management; RSKM）

supportProject

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CMMI-DEV V1.2

藍色:16個core PAs

MA 度量與分析PPQA 流程與產品品質保

證CM 建構管理

PP 專案規劃PMC 專案監控SAM 供應商協議管

理

REQM 需求管理Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理

DAR 決策分析與解決方案

IPM + IPPD 整合專案管理

RSKM 風險管理

RD 需求發展TS 技術解決方

案PI 產品整合VER 驗證VAL 確認

OPF 組織流程專注OPD + IPPD

組織流程定義OT 組織訓練


QPM量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively量化管理量化管理量化管理量化管理

CAR 原因分析與解決方案

OID 組織創新與推展Level 5Level 5Level 5Level 5OptimizingOptimizingOptimizingOptimizing最佳化最佳化最佳化最佳化

支援支援支援支援 ●●●●SupportSupportSupportSupport

專案管理專案管理專案管理專案管理 ◥◥◥◥Project Project Project Project

Management Management Management Management

工程工程工程工程 ▓▓▓▓EngineeringEngineeringEngineeringEngineering

流程管理流程管理流程管理流程管理 ★★★★Process ManagementProcess ManagementProcess ManagementProcess Management

類別類別類別類別Category Category Category Category 成熟度成熟度成熟度成熟度Maturity LevelMaturity LevelMaturity LevelMaturity Level

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CMMI-ACQ V1.2 (Preliminary)

MA 度量與分析PPQA 流程與產品品質

保證CM 建構管理

PP 專案規劃PMC 專案監控

REQM REQM 需求管理需求管理

AM 籌獲管理SSAD 招標與供應商

協議發展

Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理


IPM 整合專案管理RSKM 風險管理

ARD 籌獲需求發展ATS 籌獲技術解決

方案AVER 籌獲驗證AVAL 籌獲確認



QPMQPM量化專案管理量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively量化管理量化管理量化管理量化管理




專案管理專案管理專案管理專案管理 ◥◥◥◥Project Management Project Management Project Management Project Management

購採購採購採購採 ▓▓▓▓AcquisitionAcquisitionAcquisitionAcquisition



藍色:在CMMI v1.1的PAs/16個core PAs黑色:修改CMMI v1.1 工程類的 PAs紅色:新增的PAs

Those practices focus on activities of the acquirer, including supplier sourcing, developing and awarding contracts and managing acquisition of solutions.

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Overview of ML 2 PAsTying it all together

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Maturity Level 2 PAs-1

� SSAD define practices to

� prepare a solicitation package

� select a capable supplier

� establish the supplier management

� AM focus on maintaining the supplier agreement

including:

� dispute resolution

� Managing the relationship with supplier

� Payment

� Ongoing communications


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Overview of ML 3 PAsTying it all together

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Maturity Level 4� Acquirers control variation in their results through

quantitative management.� Identify constraints that significantly impede overall business performance.

� Understand these constraints using statistical and quantitative techniques to make the appropriate process refinement.

� Acquirer use process performance models to predict how to best maximize the flow of work.

� Specific measures of process performance are collected and statistically analyzed.� Understand the relationships between different processes and subprocesses and their impact

� Supplier process performance is analyzed

� Performance models are used to set performance objectives for suppliers, and to help them to achieve these objectives.

� ML3 vs. ML4 : Predictability of process performance� ML3: Qualitatively predictable

� ML4: Quantitatively predictable


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Maturity Level 5� Organization continually improves its process

� based on a quantitative understanding of the common causes of variation inherent in process.

� through incremental and innovative process and technological improvements

⇒enhance the acquirer’s and its supplier’s ability to meet acquirer’s quality and process-performance objectives.

� Quantitative process-improvement objectives are� established

� continually revised to reflect changing business objectives

� Used as criteria in managing process improvement

※ deployed process improvement are measured and evaluated

� Through coordination with supplier to achieves its quality and performance objectives� Not only focus on supplier capabilities differentiation

� but also being able to effectively evaluate and deploy proposed improvements

� ML 4 vs. ML5: the type of process variation� ML 4: addressing special causes of process variation and providing statistical

predictability of the results.

� ML 5: addressing common causes of process variation and changing the process to improve process performance and to achieve the established quantitative process-improvement objectives


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Adopting CMMI� Gain senior management sponsorship

� Influence the organization to adopt CMMI

� Choose the best people to manage the process improvement effort

� Monitor the process improvement effort personally

� Be a visible advocate and spokesperson

� Ensure that adequate resource are available

� Establish a process group� Engineers

� Systems administrator

� Marketing…

� Begin with an improvement approach� IDEAL (Initiating, Diagnosing, Establishing, Acting, Learning)

Using CMMI Models

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Selections That Influence Your Program

� Select the part of the organization

� Organization unit size

� Property

� Select the model

� Constellation: DEV, ACQ, SRV

� Addition: IPPD

� Select a representation

� Continuous or staged

� Which appraisal method should be used ?

� Which projects should be appraised ?

� How should training for personnel be secured ?

� Which personnel should be trained ?

Using CMMI Models

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Using CMMI Appraisals

� Why appraisal ?

� To determine how well the organization’s

processes and identify improvement opportunities.

� To inform external customers and suppliers

� To meet the contract requirements

Using CMMI Models

45

Appraisal Requirements for CMMI (ARC)-1

� Appraisals or organizations using a CMMI model

must conform to the requirements defined in ARC.

� ARC describes the requirements for several types

of appraisals : Class A,B ,C Appraisal.

� ARC helps improve consistency across appraisal

methods.

� ARC helps appraisal method developers,

sponsors and user understand the tradeoffs

associated with various methods.

Using CMMI Models

46

Appraisal Requirements for CMMI (ARC)-2

� Requirement statements

� Responsibilities

� Appraisal Method Documentation

� Planning and Preparing for the Appraisal

� Appraisal Data Collection

� Data Consolidation and Validation

� Rating

� Reporting Results

[Source: SCAMPI Upgrade Team. Appraisal Requirements for CMMI®, Version 1.2 (ARC, V1.2), TECHNICAL REPORT, CMU/SEI-2006-TR-011, ESC-TR-2006-011, August 2006.]

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SCAMPI Appraisal Methods

� The generally accepted methods used for

conducting appraisals using CMMI models.

� Defines rules for ensuring the consistency of

appraisal rating

� SCAMPI family: Class A, B, C

� SCAMPI A,B or C is a Class A,B or C method and

complies with all, some, and few ARC

requirements.

Using CMMI Models

48

SCAMPI’s Activities and Practices

[Source: SCAMPI A Upgrade Team. Standard CMMI® Appraisal Method forProcess Improvement (SCAMPISM) A, Version 1.2: Method Definition Document, CMU/SEI-2006-HB-002, August 2006.]

49

Appraisal Considerations� Choices that affect a CMMI-based appraisal

� Appraisal scope: organization unit, PAs, ML/CL

� Appraisal method

� Appraisal team members

� Interviewed participants

� Appraisal outputs

� Appraisal constraints

� Documentation: must including � A description of the appraisal options

� Model scope

� Organizational scope

� Appraisal principles� Senior management sponsorship

� A focus on the organization’s business objectives

� Confidentiality for interviewees

� Use of a documented appraisal method

� Use of a process reference model (e.g., a CMMI model) as a base

� A collaborative team approach

� A focus on actions for process improvement

Using CMMI Models

50

References� Kathryn M. Dodson (EDS), Dr. Hubert F. Hofmann (General Motors), Gowri S. Ramani

(Hewlett Packard), Deborah K. Yedlin (General Motors);Edited by Dr. Matthew J. Fisher (Software Engineering Institute), Keith Kost (Software Engineering Institute). Adapting CMMI for Acquisition Organizations: A Preliminary Report, CMU/SEI-2006-SR-005, Improving processes for better products, June 2006.

� Brian P. Gallagher and Sandy Shrum. Applying CMMI to Systems Acquisition, 2005.

� Tom Bernard(USAF ASC/EN), Brian Gallagher(SEI), Roger Bate(SEI),Hal Wilson, Northrop Grumman. CMMI Acquisition Module (CMMI-AM), Version 1.1,May 2005, TECHNICAL REPORT, CMU/SEI-2005-TR-011, ESC-TR-2005-011.

� Stephen Blanchette, Jr. and Kristi L. Keeler. Self Assessment and the CMMI-AM – A Guide for Government Program Managers, 2005.

� Tutorial Introduction to the CMMI Acquisition Module (CMMI-AM), 2005.

� CMMI Product Team. CMMI® for Development, Version 1.2, CMMI-DEV, V1.2, CMU/SEI-2006-TR-008, ESC-TR-2006-008, Improving processes for better products, August 2006.

� SCAMPI Upgrade Team. Appraisal Requirements for CMMI®, Version 1.2 (ARC, V1.2), TECHNICAL REPORT, CMU/SEI-2006-TR-011, ESC-TR-2006-011, August 2006.

� SCAMPI A Upgrade Team. Standard CMMI® Appraisal Method forProcess Improvement (SCAMPISM) A, Version 1.2: Method Definition Document, CMU/SEI-2006-HB-002, August 2006.

51

Appendix

� The Difference in SGs and SPs between

CMMI-DEV and CMMI-ACQ (Preliminary)

CMMI-DEV SGs and SPs DMMI-ACQ SGs and SPs

New

not adopted by ACQ

moved to other PAs

modifed from CMMI-DEV

52

CMMI Constellations

53

Common, modified and additional PAs

MA 度量與分析PPQA 流程與產品品質

保證CM 建構管理

PP 專案規劃PMC 專案監控REQM REQM 需求管理需求管理

AM 籌獲管理SSAD 招標與供應商

協議發展

Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理


IPM 整合專案管理RSKM 風險管理

ARD 籌獲需求發展ATS 籌獲技術解決

方案AVER 籌獲驗證AVAL 籌獲確認



QPM量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively量化管理量化管理量化管理量化管理




專案管理專案管理專案管理專案管理 ◥◥◥◥Project Management Project Management Project Management Project Management

購採購採購採購採 ▓▓▓▓AcquisitionAcquisitionAcquisitionAcquisition



藍色:在CMMI v1.1的PAs/16個core PAs黑色:修改CMMI v1.1 工程類的 PAs紅色:新增的PAs

54

Differences in SGs and SPs-1Maturity Level 2 Acquisition

Acquisition Management

No Referenced PA

SG 1 Manage Supplier Agreements

SP 1.1 Manage Supplier Agreement

Communications

SP 1.2 Resolve Supplier Agreement

Issues and Disputes

SP 1.3 Revise Supplier Agreements

SP 1.4 Close Supplier Agreements

SG 2 Satisfy Supplier Agreements

SP 2.1 Accept The Acquired Product

SP 2.2 Transition Products

SP 2.3 Manage Payments To suppliers

55

Differences in SGs and SPs-2No Referenced PA

Solicitation and Supplier Agreement

Development

SG 1 Prepare For Solicitation and

Supplier Agreement Development

SP 1.1 Develop Acquisition Strateggy

SP 1.2 Identify Potential Supplier

SP 1.3 Develop Solicitation Package

SP 1.4 Review The Solicitaion Package

SP 1.5 Distribute The Solicitation

Package

SG 2 Select Suppler

SP 2.1 Evaluate Proposed Solutions

SP 2.2 Develop Negotiation Plan

SP 2.3 Finalize Supplier Selection

SG 3 Establish Supplier Agreement

SP 3.1 Establish Mutual Understanding Of

The Agreement

SP 3.2 Document Supplier Agreement

Maturity Level 2 Acquisition

56

Differences in SGs and SPs-3Project Planning Project Planning

SG 1 Establish Estimates SG 1 Establish Estimates

SP 1.1 Estimate the Scope of the Project SP 1.1 Estimate the Scope of the Project

SP 1.2 Establish Estimates of Work

Product and Task Attributes

SP 1.2 Establish Estimates of Work

Product and Task Attributes

SP 1.3 Define Project Life Cycle SP 1.3 Define Project Life Cycle

SP 1.4 Determine Estimates of Effort

and Cost

SP 1.4 Determine Estimates of Effort and

Cost

SG 2 Develop a Project Plan SG 2 Develop a Project Plan

SP 2.1 Establish the Budget and

Schedule

SP 2.1 Establish the Budget and

Schedule

SP 2.2 Identify Project Risks SP 2.2 Identify Project Risks

SP 2.3 Plan for Data Management SP 2.3 Plan for Data Management

SP 2.4 Plan for Project Resources SP 2.4 Plan for Project Resources

SP 2.5 Plan for Needed Knowledge and

Skills

SP 2.5 Plan for Needed Knowledge and

Skills

SP 2.6 Plan Stakeholder Involvement SP 2.6 Plan Stakeholder Involvement

SP 2.7 Establish the Project Plan SP 2.7 Establish the Project Plan

SP 2.8 Plan for Operations and Support

SG 3 Obtain Commitment to the Plan SG 3 Obtain Commitment to the Plan

SP 3.1 Review Plans That Affect the

Project

SP 3.1 Review Plans That Affect the

Project

SP 3.2 Reconcile Work and Resource

Levels

SP 3.2 Reconcile Work and Resource

Levels

SP 3.3 Obtain Plan Commitment SP 3.3 Obtain Plan Commitment

Maturity Level 2 Project Mgmt

57

Differences in SGs and SPs-4Project Monitoring and Control Project Monitoring and Control

SG 1 Monitor Project Against Plan SG 1 Monitor Project Against Plan

SP 1.1 Monitor Project Planning

Parameters

SP 1.1 Monitor Project Planning

Parameters

SP 1.2 Monitor Commitments SP 1.2 Monitor Commitments

SP 1.3 Monitor Project Risks SP 1.3 Monitor Project Risks

SP 1.4 Monitor Data Management SP 1.4 Monitor Data Management

SP 1.5 Monitor Stakeholder Involvement SP 1.5 Monitor Stakeholder Involvement

SP 1.6 Conduct Progress Reviews SP 1.6 Conduct Progress Reviews

SP 1.7 Conduct Milestone Reviews SP 1.7 Conduct Milestone Reviews

SP 1.8 Monitor Transition to Operations

and Support

SG 2 Manage Corrective Action to

Closure

SG 2 Manage Corrective Action to

Closure

SP 2.1 Analyze Issues SP 2.1 Analyze Issues

SP 2.2 Take Corrective Action SP 2.2 Take Corrective Action

SP 2.3 Manage Corrective Action SP 2.3 Manage Corrective Action


58

Differences in SGs and SPs-5

Maturity Level 2

Requirements Management in DEV Requirements Management

SG 1 Manage Requirements SG 1 Manage Requirements

SP 1.1 Obtain an Understanding of

Requirements

SP 1.1 Obtain An Understanding Of

Requirements

SP 1.2 Obtain Commitment to

Requirements

SP 1.2 Obtain An Commitment To

Requirements

SP 1.3 Manage Requirements Changes SP 1.3 Manage Requirements Changes

SP 1.4 Maintain Bidirectional Traceability

of Requirements

SP 1.4 Maintain Bidirectional Traceability

of Requirements

SP 1.5 Identify Inconsistencies between

Project Work and Requirements

SP 1.5 Identify Inconsistencies Between

Project Work and Requirements

In CMMI-DEV V1.2 REQM is an Engineering PA

Project Mgmt

59

Differences in SGs and SPs-6Supplier Agreement Management

SG 1 Establish Supplier Agreements

SP 1.1 Determine Acquisition Type

SP 1.2 Select Suppliers Move to SSAD SG 2

SP 1.3 Establish Supplier Agreements Move to SSAD SG 3

SG 2 Satisfy Supplier Agreements Move to AM SG2

SP 2.1 Execute the Supplier Agreement

SP 2.2 Monitor Selected Supplier

Processes

SP 2.3 Evaluate Selected Supplier Work

Products

SP 2.4 Accept the Acquired Product Move to AM SP 2.1

SP 2.5 Transition Products Move to AM SP 2.2


60

Differences in SGs and SPs-7Measurement and Analysis Measurement and Analysis

SG 1 Align Measurement and Analysis

Activities

SG 1 Align Measurement and Analysis

Activities

SP 1.1 Establish Measurement

Objectives

SP 1.1 Establish Measurement Objectives

SP 1.2 Specify Measures SP 1.2 Specify Measures

SP 1.3 Specify Data Collection and

Storage Procedures

SP 1.3 Specify Data Collection and

Storage Procedures

SP 1.4 Specify Analysis Procedures SP 1.4 Specify Analysis Procedures

SG 2 Provide Measurement Results SG 2 Provide Measurement Results

SP 2.1 Collect Measurement Data SP 2.1 Collect Measurement Data

SP 2.2 Analyze Measurement Data SP 2.2 Analyze Measurement Data

SP 2.3 Store Data and Results SP 2.3 Store Data and Results

SP 2.4 Communicate Results SP 2.4 Communicate Results

Maturity Level 2 Support

61

Differences in SGs and SPs-8Process and Product Quality

Assurance

Process and Product Quality

Assurance

SG 1 Objectively Evaluate Processes

and Work Products

SG 1 Objectively Evaluate Processes and

Work Products

SP 1.1 Objectively Evaluate Processes SP 1.1 Objectively Evaluate Processes

SP 1.2 Objectively Evaluate Work

Products and Services

SP 1.2 Objectively Evaluate Work

Products and Services

SG 2 Provide Objective Insight SG 2 Provide Objective Insight

SP 2.1 Communicate and Ensure

Resolution of Noncompliance Issues

SP 2.1 Communicate and Ensure

Resolution of Noncompliance Issues

SP 2.2 Establish Records SP 2.2 Establish Records


62

Differences in SGs and SPs-9Configuration Management Configuration Management

SG 1 Establish Baselines SG 1 Establish Baselines

SP 1.1 Identify Configuration Items SP 1.1 Identify Configuration Items

SP 1.2 Establish a Configuration

Management System

SP 1.2 Establish a Configuration

Management System

SP 1.3 Create or Release Baselines SP 1.3 Create or Release Baselines

SG 2 Track and Control Changes SG 2 Track and Control Changes

SP 2.1 Track Change Requests SP 2.1 Track Change Requests

SP 2.2 Control Configuration Items SP 2.2 Control Configuration Items

SG 3 Establish Integrity SG 3 Establish Integrity

SP 3.1 Establish Configuration

Management Records

SP 3.1 Establish Configuration

Management Records

SP 3.2 Perform Configuration Audits SP 3.2 Perform Configuration Audits


63

Differences in SGs and SPs-10Maturity Level 3 Process Mgmt

Organizational Process Focus Organizational Process Focus

SG 1 Determine Process-Improvement

Opportunities

SG 1 Determine Process-Improvement

Opportunities

SP 1.1 Establish Organizational Process

Needs

SP 1.1 Establish Organizational Process

Needs

SP 1.2 Appraise the Organization's

Processes

SP 1.2 Appraise the Organization's

Processes

SP 1.3 Identify the Organization's

Process Improvements

SP 1.3 Identify the Organization's Process

Improvements

SG 2 Plan and Implement Process

Improvement Activities

SG 2 Plan and Implement Process

Improvement Activities

SP 2.1 Establish Process Action Plans SP 2.1 Establish Process Action Plans

SP 2.2 Implement Process Action Plans SP 2.2 Implement Process Action Plans

SG 3 Deploy Organizational Process

Assets and Incorporate Lessons Learned

SP 3.1 Deploy Organizational Process

Assets

SP 2.3 Deploy Organizational Process

Assets

SP 3.2 Deploy Standard Processes

SP 3.3 Monitor Implementation

SP 3.4 Incorporate Process-Related

Experiences into the Organizational

Process Assets

SP 2.4 Incorporate Process-Related

Experiences into the Organizational

Process Assets

64

Differences in SGs and SPs-11Maturity Level 3

Organizational Process Definition Organizational Process Definition

SG 1 Establish Organizational Process

Assets

SG 1 Establish Organizational Process

Assets

SP 1.1 Establish Standard Processes SP 1.1 Establish Standard Processes

SP 1.2 Establish Life-Cycle Model

Descriptions

SP 1.2 Establish Life-Cycle Model

Descriptions

SP 1.3 Establish Tailoring Criteria and

Guidelines

SP 1.3 Establish Tailoring Criteria and

Guidelines

SP 1.4 Establish the Organization's

Measurement Repository


Measurement Repository


Process Asset Library


Process Asset Library

SP 1.6 Establish Work Environment

Standards

SP 1.6 Establish Work Environment

Standards

NEW IPPD Addition

SG 2 Enable IPPD Management

SP 2.1 Establish Empowerment

Mechanisms

SP 2.2 Establish Rules and Guidelines

for Integrated Teams

SP 2.3 Establish Guidelines to Balance

Team and Home Organization

Responsibilities

Process Mgmt

65


Organizational Training Organizational Training

SG 1 Establish an Organizational

Training Capability

SG 1 Establish an Organizational Training

Capability

SP 1.1 Establish the Strategic Training

Needs

SP 1.1 Establish the Strategic Training

Needs

SP 1.2 Determine Which Training Needs

Are the Responsibility of the Organization

SP 1.2 Determine Which Training Needs

Are the Responsibility of the Organization

SP 1.3 Establish an Organizational

Training Tactical Plan

SP 1.3 Establish an Organizational

Training Tactical Plan

SP 1.4 Establish Training Capability SP 1.4 Establish Training Capability

SG 2 Provide Necessary Training SG 2 Provide Necessary Training

SP 2.1 Deliver Training SP 2.1 Deliver Training

SP 2.2 Establish Training Records SP 2.2 Establish Training Records

SP 2.3 Assess Training Effectiveness SP 2.3 Assess Training Effectiveness

Process Mgmt

66


Requirements Development v 1.2

Acquisition Requirements

Development

SG 1 Develop Customer

Requirements

SG 1 Develop Customer Requirements

SP 1.1 Elicit Needs SP 1.1 Elicit Needs

SP 1.2 Develop the Customer

Requirements

SP 1.2 Develop the Customer

Requirements

SG 2 Develop Product Requirements SG 2 Develop Contractual Requirements

SP 2.1 Establish Product and Product-

Component Requirements

SP 2.1 Establish Contractual

Requirements

SP 2.2 Allocate Product-Component

Requirements

SP 2.2 Allocate Contractual Requirements

SP 2.3 Identify Interface Requirements

SG 3 Analyze and Validate

Requirements

SG 3 Analyze and Validate Requirements

SP 3.1 Establish Operational Concepts

and Scenarios

SP 3.1 Establish Operational Concepts

and Scenarios

SP 3.2 Establish a Definition of Required

Functionality

SP 3.3 Analyze Requirements SP 3.2 Analyze Requirements

SP 3.4 Analyze Requirements to Achieve

Balance

SP 3.4 Analyze Requirements to Achieve

Balance

SP 3.5 Validate Requirements with

Comprehensive Methods

SP 3.5 Validate Requirements with


67


Technical Solution Acquisition Technical Solution

SG 1 Select Product-Component

Solutions

SG 1 Develop Technical Constraints

SP 1.1 Develop Alternative Solutions and

Selection Criteria

SP 1.1 Establish A Definition Of Design

Contraints

SP 1.2 Select Product-Component

Solutions

SP 1.2 Verify Design With


SG 2 Develop the Design

SG 2 Analize and Verfiy Technical

Solution

SP 2.1 Design the Product or Product

Component

SP 2.1 Analize Technical Solution

SP 2.2 Establish a Technical Data

Package

SP 2.2 Analyze Interface Descriptions

SP 2.3 Design Interfaces Using Criteria

SP 2.4 Perform Make, Buy, or Reuse

Analyses

SG 3 Implement the Product Design

SP 3.1 Implement the Design

SP 3.2 Develop Product Support

Documentation

68



Product Integration No matched

SG 1 Prepare for Product Integration

SP 1.1 Determine Integration Sequence

SP 1.2 Establish the Product Integration

Environment

SP 1.3 Establish Product Integration

Procedures and Criteria

SG 2 Ensure Interface Compatibility

SP 2.1 Review Interface Descriptions for

Completeness

SP 2.2 Manage Interfaces

SG 3 Assemble Product Components

and Deliver the Product

SP 3.1 Confirm Readiness of Product

Components for Integration

SP 3.2 Assemble Product Components

SP 3.3 Evaluate Assembled Product

Components

SP 3.4 Package and Deliver the Product

or Product Component

69



Verification Acquisition Verification

SG 1 Prepare for Verification SG 1 Prepare for Verification

SP 1.1 Select Work Products for

Verification

SP 1.1 Select Work Products for

Verification

SP 1.2 Establish the Verification

Environment

SP 1.2 Establish the Verification

Environment

SP 1.3 Establish Verification Procedures

and Criteria

SP 1.3 Establish Verification Procedures

and Criteria

SG 2 Perform Peer Reviews

SP 2.1 Prepare for Peer Reviews

SP 2.2 Conduct Peer Reviews

SP 2.3 Analyze Peer Review Data

SG 3 Verify Selected Work Products SG 2 Verify Selected Work Products

SP 3.1 Perform Verification SP 3.1 Perform Verification

SP 3.2 Analyze Verification Results and

Identify Corrective Action

SP 3.2 Analyze Verification Results and

Identify Corrective Action

70



Validation Acquisition Validation

SG 1 Prepare for Validation SG 1 Prepare for Validation

SP 1.1 Select Products for Validation SP 1.1 Select Products for Validation

SP 1.2 Establish the Validation

Environment

SP 1.2 Establish the Validation

Environment

SP 1.3 Establish Validation Procedures

and Criteria

SP 1.3 Establish Validation Procedures

and Criteria

SG 2 Validate Product or Product

Components SG 2 Validate Products or Services

SP 2.1 Perform Validation SP 2.1 Perform Validation

SP 2.2 Analyze Validation Results SP 2.2 Analyze Validation Results

71



Integrated Project Management Integrated Project Management

SG 1 Use the Project's Defined Process SG 1 Use the Project's Defined Process

SP 1.1 Establish the Project's Defined

Process

SP 1.1 Establish the Project's Defined

Process

SP 1.2 Use Organizational Process

Assets for Planning Project Activities

SP 1.2 Use Organizational Process

Assets for Planning Project Activities

SP 1.3 Establish the Project's Work

Environment

SP 1.3 Establish the Project's Work

Environment

SP 1.4 Integrate Plans SP 1.4 Integrate Plans

SP 1.5 Manage the Project Using the

Integrated Plans

SP 1.5 Manage the Project Using the

Integrated Plans

SP 1.6 Contribute to the Organizational

Process Assets

SP 1.6 Contribute to the Organizational

Process Assets

SG 2 Coordinate and Collaborate

with Relevant Stakeholders

SG 2 Coordinate and Collaborate with

Relevant Stakeholders

SP 2.1 Manage Stakeholder Involvement SP 2.1 Manage Stakeholder Involvement

SP 2.2 Manage Dependencies SP 2.2 Manage Dependencies

SP 2.3 Resolve Coordination Issues SP 2.3 Resolve Coordination Issues

IPPD Addition

SG 3 Apply IPPD Principles

SP 3.1 Establish the Project's Shared

Vision

SP 3.2 Establish Integrated Team

Structure for the Project

SP 3.3 Allocate Requirements to

Integrated Teams

SP 3.4 Establish Integrated Teams

SP 3.5 Establish Coordination among

Interfacing Teams

72


Maturity Level 3

Risk Management Risk Management

SG 1 Prepare for Risk Management SG 1 Prepare for Risk Management

SP 1.1 Determine Risk Sources and

Categories

SP 1.1 Determine Risk Sources and

Categories

SP 1.2 Define Risk Parameters SP 1.2 Define Risk Parameters

SP 1.3 Establish a Risk Management

Strategy

SP 1.3 Establish a Risk Management

Strategy

SG 2 Identify and Analyze Risks SG 2 Identify and Analyze Risks

SP 2.1 Identify Risks SP 2.1 Identify Risks

SP 2.2 Evaluate, Categorize, and

Prioritize Risks

SP 2.2 Evaluate, Categorize, and

Prioritize Risks

SG 3 Mitigate Risks SG 3 Mitigate Risks

SP 3.1 Develop Risk Mitigation Plans SP 3.1 Develop Risk Mitigation Plans

SP 3.2 Implement Risk Mitigation Plans SP 3.2 Implement Risk Mitigation Plans

Project Mgmt

73



Decision Analysis and Resolution Decision Analysis and Resolution

SG 1 Evaluate Alternatives SG 1 Evaluate Alternatives

SP 1.1 Establish Guidelines for

Decision Analysis

SP 1.1 Establish Guidelines for Decision

Analysis

SP 1.2 Establish Evaluation Criteria SP 1.2 Establish Evaluation Criteria

SP 1.3 Identify Alternative Solutions SP 1.3 Identify Alternative Solutions

SP 1.4 Select Evaluation Methods SP 1.4 Select Evaluation Methods

SP 1.5 Evaluate Alternatives SP 1.5 Evaluate Alternatives

SP 1.6 Select Solutions SP 1.6 Select Solutions

74


Maturity Level 4

Organizational Process Performance Organizational Process Performance

SG 1 Establish Performance Baselines

and Models

SG 1 Establish Performance Baselines

and Models

SP 1.1 Select Processes SP 1.1 Select Processes

SP 1.2 Establish Process Performance

Measures


Measures

SP 1.3 Establish Quality and Process-

Performance Objectives

SP 1.3 Establish Quality and Process-

Performance Objectives


Baselines


Baselines


Models


Models

Process Mgmt

75

The different SGs and SPs-22

Maturity Level 4

Quantitative Project Management Quantitative Project Management

SG 1 Quantitatively Manage the Project SG 1 Quantitatively Manage the Project

SP 1.1 Establish the Project's Objectives SP 1.1 Establish the Project's Objectives

SP 1.2 Compose the Defined Process SP 1.2 Compose the Defined Process

SP 1.3 Select the Subprocesses that Will

Be Statistically Managed

SP 1.3 Select the Subprocesses that Will

Be Statistically Managed

SP 1.4 Manage Project Performance SP 1.4 Manage Project Performance

SG 2 Statistically Manage Subprocess

Performance

SG 2 Statistically Manage Subprocess

Performance

SP 2.1 Select Measures and Analytic

Techniques

SP 2.1 Select Measures and Analytic

Techniques

SP 2.2 Apply Statistical Methods to

Understand Variation

SP 2.2 Apply Statistical Methods to

Understand Variation

SP 2.3 Monitor Performance of the

Selected Subprocesses

SP 2.3 Monitor Performance of the

Selected Subprocesses

SP 2.4 Record Statistical Management

Data

SP 2.4 Record Statistical Management

Data

In CMMI-DEV 1.2 QPM is a Project PA

Acquisition

76


Organizational Innovation and

Deployment

Organizational Innovation and

Deployment

SG 1 Select Improvements SG 1 Select Improvements

SP 1.1 Collect and Analyze Improvement

Proposals

SP 1.1 Collect and Analyze Improvement

Proposals

SP 1.2 Identify and Analyze Innovations SP 1.2 Identify and Analyze Innovations

SP 1.3 Pilot Improvements SP 1.3 Pilot Improvements

SP 1.4 Select Improvements for

Deployment

SP 1.4 Select Improvements for

Deployment

SG 2 Deploy Improvements SG 2 Deploy Improvements

SP 2.1 Plan the Deployment SP 2.1 Plan the Deployment

SP 2.2 Manage the Deployment SP 2.2 Manage the Deployment

SP 2.3 Measure Improvement Effects SP 2.3 Measure Improvement Effects

Process Mgmt

77



Causal Analysis and Resolution Causal Analysis and Resolution

SG 1 Determine Causes of Defects SG 1 Determine Causes of Defects

SP 1.1 Select Defect Data for Analysis SP 1.1 Select Defect Data for Analysis

SP 1.2 Analyze Causes SP 1.2 Analyze Causes

SG 2 Address Causes of Defects SG 2 Address Causes of Defects

SP 2.1 Implement the Action Proposals SP 2.1 Implement the Action Proposals

SP 2.2 Evaluate the Effect of Changes SP 2.2 Evaluate the Effect of Changes

SP 2.3 Record Data SP 2.3 Record Data

Documents

CMMICMMI----ACQ V1.2 ACQ V1.2 Introductionebooks.lib.ntu.edu.tw/1_file/cmmi/18/CMMI-ACQ-1.pdf · 2009-08-01 · CMMI V1.1->CMMI-AM V1.1->CMMI-DEV V1.2->CMMI-ACQ V1.2 AM 籌獲管理