CMMI Staged Representation (Maturity Levels)

The staged representation for CMMI-DEV introduces maturity levels (1-5):

Maturity Level 2 (ML2)

Requirements Management (RM)
Project Planning (PP)
Project Monitoring and Control (PMC)
Supplier Agreement Management (SAM)
Measurement and Analysis (MA)
Process and Product Quality Assurance (PPQA)
Configuration Management (CM)

Maturity Level 3 (ML3)

Organizational Process Focus (OPF)
Organizational Process Definition (OPD)
Organizational Training (OT)
Integrated Project Management (IPM)
Risk Management (RSKM)
Decision Analysis and Resolution (DAR)
Requirements Development (RD)
Technical Solution (TS)
Product Integration (PI) - how to integrate the system (and dependencies)
Verification (VER) - selected WP meet their specified requirements; build the SW right
Validation (VAL) - build the software right; in the right environment; criteria for validation

Maturity Level 4 (ML4)

Organizational Process Performance (OPP) - establish and maintain a quantitative understanding of the performance of selected processes in the organization’s set of standard processes in support of achieving quality and process performance objectives, and to provide process performance data, baselines, and models to quantitatively manage the organization’s projects
Quantitative Project Management (QPM) - quantitatively manage the project to achieve quality and process performance objectives; metrics infrastructures

Maturity Level 5 (ML5)

Organizational Performance Management (OPM) - manage the org. performance to meet its business obj.

Causal Analysis and Resolution (CAR) - identify causes of problems (more broadly: selected outcomes) and take action to improve performance

RESOURCE: CMMI Summary

I've just found a good attempt on making a summary of this complex topic, CMMI:

• PDF: http://www.tutorialspoint.com/cmmi/pdf/cmmi_quick_guide.pdf
• HTML: http://www.tutorialspoint.com/cmmi/cmmi_quick_guide.htm

CMMI appraisals and related trainings

To learn about the appraisals (SCAMPIs) you can see this resource. In order to participate on them you'll need training.

CMMI trainings include (been there, done some of those):

• Introduction to CMMI-DEV: http://cmmiinstitute.com/training/introduction-cmmi-development

Whether your business is developing high-tech systems, consumer software, or IT hardware, you want to ensure the highest quality product reaches your customer on time. This course will teach you how to use the CMMI for Development to improve the effectiveness, efficiency, and quality of product development work in your organization.

• High Maturity Practices training: http://cmmiinstitute.com/training/understanding-cmmi-high-maturity-practices

High Maturity organizations use statistical methods and quantitative data to understand risk and predict outcomes based on past performance.  As a result of high maturity practices, these organizations consistently perform beyond their competitors.

If your organization plans to be a high-performance organization that consistently uses quantitative data to manage processes, quantitatively understand risk and variation, this course is a must. 

If you want to participate in a SCAMPI-A appraisal you'll need this training: Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Version 1.3 - Class A Team Training.

This course is only delivered by partners so no information is externally provided by CMMI Institute (they will be delivering it internally though).

If you want to be a Lead Appraiser you'll want to have this (with a 7,2K USD price tag):

• SCAMPI℠ Lead Appraiser Training (http://cmmiinstitute.com/training/scampi-lead-appraiser-training).

Organizations around the world work diligently to achieve performance excellence based on CMMI’s benchmark practices. CMMI Lead Appraisers use the Standard CMMI Appraisal Method for Process Improvement (SCAMPI) with thousands of organizations to confirm and publicize their accomplishments.  

Whether working inside an organization as a Team Leader or as an external Lead Appraiser, SCAMPI appraisers serve a vital role in maintaining the vitality of CMMI-based improvement. 

A full list of the CMMI Institute training courses can be found here. 

CMMI-DEV: PPQA Process Area

PROCESS AND PRODUCT QUALITY ASSURANCE SUPPORT (ML2)
The purpose of Process and Product Quality Assurance (PPQA) is to provide staff and management with objective insight into processes and associated work products.

SG 1 Adherence of the performed process and associated work products to applicable process descriptions, standards, and procedures is objectively evaluated.
         SP 1.1 Objectively evaluate selected performed processes against applicable process descriptions, standards, and procedures.
         SP 1.2 Objectively evaluate selected work products against applicable process descriptions, standards, and procedures.

SG 2 Noncompliance issues are objectively tracked and communicated, and resolution is ensured.
         SP 2.1 Communicate quality issues and ensure the resolution of noncompliance issues with the staff and managers.
         SP 2.2 Establish and maintain records of quality assurance activities.

CMMI-DEV: Generic Goals

GENERIC GOALS are described characteristics that must be present to institutionalize  processes that implement a PA (required model component; related with insitutionalization).

GG 1 Achieve Specific Goals
The specific goals of the process area are supported by the process by transforming identifiable input work products into identifiable output work products.
         
         GP 1.1 Perform the specific practices of the process area to develop work products and provide services to achieve the specific goals of the process area.

GG 2 Institutionalize a Managed Process
The process is institutionalized as a managed process.
         
         GP 2.1 Establish and maintain an organizational policy for planning and performing the process.
         GP 2.2 Establish and maintain the plan for performing the process.
         GP 2.3 Provide adequate resources for performing the process, developing the work products, and providing the services of the process.
         GP 2.4 Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process.
         GP 2.5 Train the people performing or supporting the process as needed.
         GP 2.6 Place selected work products of the process under appropriate levels of control.
         GP 2.7 Identify and involve the relevant stakeholders of the process as planned.
         GP 2.8 Monitor and control the process against the plan for performing the process and take appropriate corrective action.
         GP 2.9 Objectively evaluate adherence of the process and selected work products against the process description, standards, and procedures, and address noncompliance.
         GP 2.10 Review the activities, status, and results of the process with higher level management and resolve issues.

GG 3 Institutionalize a Defined Process
The process is institutionalized as a defined process.

         GP 3.1 Establish and maintain the description of a defined process.
         GP 3.2 Collect process related experiences derived from planning and performing the process to support the future use and improvement of the organization’s processes and process assets.

CMMI-DEV: VER Process Area

VERIFICATION ENGINEERING (ML3)
The purpose of Verification (VER) is to ensure that selected work products meet their specified requirements.

SG 1 Preparation for verification is conducted.
         SP 1.1 Select work products to be verified and verification methods to be used.
         SP 1.2 Establish and maintain the environment needed to support verification.
         SP 1.3 Establish and maintain verification procedures and criteria for the selected work products.

SG 2 Peer reviews are performed on selected work products.
         SP 2.1 Prepare for peer reviews of selected work products.
         SP 2.2 Conduct peer reviews of selected work products and identify issues resulting from these reviews.
         SP 2.3 Analyze data about the preparation, conduct, and results of the peer reviews.

SG 3 Selected work products are verified against their specified requirements.
         SP 3.1 Perform verification on selected work products.
         SP 3.2 Analyze results of all verification activities.

CMMI-DEV: VAL Process Area

VALIDATION ENGINEERING (ML3)
The purpose of Validation (VAL) is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment.

SG 1 Preparation for validation is conducted.
         SP 1.1 Select products and product components to be validated and validation methods to be used.
         SP 1.2 Establish and maintain the environment needed to support validation.
         SP 1.3 Establish and maintain procedures and criteria for validation.

SG 2 The product or product components are validated to ensure they are suitable for use in their intended operating environment.
         SP 2.1 Perform validation on selected products and product components.
         SP 2.2 Analyze results of validation activities.

CMMI-DEV: TS Process Area

TECHNICAL SOLUTION ENGINEERING (ML3)
The purpose of Technical Solution (TS) is to select, design, develop, and implement solutions to requirements. Solutions, designs, and implementations encompass products, product components, and product related lifecycle processes either singly or in combination as appropriate.

SG 1 Product or product component solutions are selected from alternative solutions.
         SP 1.1 Develop alternative solutions and selection criteria.
         SP 1.2 Select the product component solutions based on selection criteria.

SG 2 Product or product component designs are developed.
         SP 2.1 Develop a design for the product or product component.
         SP 2.2 Establish and maintain a technical data package.
         SP 2.3 Design product component interfaces using established criteria.
         SP 2.4 Evaluate whether the product components should be developed, purchased, or reused based on established criteria.

SG 3 Product components, and associated support documentation, are implemented form their designs.
         SP 3.1 Implement the designs of the product components.
         SP 3.2 Develop and maintain the end-use documentation.

CMMI-DEV: SAM Process Area

SUPPLIER AGREEMENT MANAGEMENT PROJECT MANAGEMENT (ML2)
The purpose of Supplier Agreement Management (SAM) is to manage the acquisition of products and services from suppliers.

SG 1 Agreements with the suppliers are established and maintained.
         SP 1.1 Determine the type of acquisition for each product or product component to be acquired.
         SP 1.2 Select suppliers based on an evaluation of their ability to meet the specified requirements and established criteria.
         SP 1.3 Establish and maintain supplier agreements.

SG 2 Agreements with suppliers are satisfied by both the project and the supplier.
         SP 2.1 Perform activities with the supplier as specified in the supplier agreement.
         SP 2.2 Ensure that the supplier agreement is satisfied before accepting the acquired product.
         SP 2.3 Ensure the transition of products acquired from the supplier.

CMMI-DEV: RSKM Process Area

RISK MANAGEMENT PROJECT MANAGEMENT (ML3)
The purpose of Risk Management (RSKM) is to identify potential problems before they occur so that risk handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.

SG 1 Preparation for risk management is conducted.
         SP 1.1 Determine risk sources and categories.
         SP 1.2 Define parameters used to analyze and categorize risks and to control the risk management effort.
         SP 1.3 Establish and maintain the strategy to be used for risk management.

SG 2 Risks are identified and analyzed to determine their relative importance.
         SP 2.1 Identify and document risks.
         SP 2.2 Evaluate and categorize each identified risk using defined risk categories and parameters, and determine its relative priority.

SG 3 Risks are handled and mitigated as appropriate to reduce adverse impacts on achieving objectives.
         SP 3.1 Develop a risk mitigation plan in accordance with the risk management strategy.
         SP 3.2 Monitor the status of each risk periodically and implement the risk mitigation plan as appropriate.

CMMI-DEV: RM Process Area

REQUIREMENTS MANAGEMENT PROJECT MANAGEMENT (ML2)
The purpose of Requirements Management (REQM) is to manage requirements of the project’s products and product components and to ensure alignment between those requirements and the project’s plans and work products.

SG 1 Requirements are managed and inconsistencies with plans and work products are identified.
         SP 1.1 Develop an understanding with the requirements providers on the meaning of the requirements.
         SP 1.2 Obtain commitment to requirements from project participants.
         SP 1.3 Manage changes to requirements as they evolve during the project.
         SP 1.4 Maintain bidirectional traceability among requirements and work products.
         SP 1.5 Ensure that project plans and work products remain aligned with the requirements.

CMMI-DEV: RD Process Area

REQUIREMENTS DEVELOPMENT ENGINEERING (ML3)
The purpose of requirements Development (RD) is to elicit, analyze, and establish customer, product, and product component requirements.

SG 1 Stakeholder needs, expectations, constraints, and interfaces are collected and translated into customer requirements.
         SP 1.1 Elicit stakeholder needs, expectations, constraints and interfaces for all phases of the product lifecycle.
         SP 1.2 Transform stakeholder needs, expectations, constraints and interfaces into prioritized customer requirements.
         SG 2 Customer requirements are refined and elaborated to develop product and product component requirements.

SP 2.1 Establish and maintain product and product component requirements, which are based on the customer requirements.
         SP 2.2 Allocate the requirements for each product component.
         SP 2.3 Identify interface requirements.

SG 3 The requirements are analyzed and validated.
         SP 3.1 Establish and maintain operational concepts and associated scenarios.
         SP 3.2 Establish and maintain a definition of required functionality and quality         attributes.
         SP 3.3 Analyze requirements to ensure that they are necessary and sufficient.
         SP 3.4 Analyze requirements to balance stakeholder needs and constraints.
         SP 3.5 Validate requirements to ensure the resulting product will perform as intended in the end user’s environment.

CMMI-DEV: QPM Process Area

QUANTITATIVE PROJECT MANAGEMENT PROJECT MANAGEMENT (ML4)
The purpose of Quantitative Project Management (QPM) is to quantitatively manage the project to achieve the project’s established quality and process performance objectives.

SG 1 Preparation for quantitative management is conducted.
         SP 1.1 Establish and maintain the project’s quality and process performance objectives.
         SP 1.2 Using statistical and other quantitative techniques, compose a defined process that enables the project to achieve its quality and process performance objectives.
         SP 1.3 Select subprocesses and attributes critical to evaluating performance and that help to achieve the project’s quality and process performance objectives.
         SP 1.4 Select measures and analytic techniques to be used in quantitative management.
         SG 2 The project is quantitatively managed.

SP 2.1 Monitor the performance of selected subprocesses using statistical and other quantitative techniques.
         SP 2.2 Manage the project using statistical and other quantitative techniques to determine whether or not the project’s objectives for quality and process performance will be satisfied.
         SP 2.3 Perform root cause analysis of selected issues to address deficiencies in achieving the project’s quality and process performance objectives.

CMMI-DEV: PP Process Area

PROJECT PLANNING PROJECT MANAGEMENT (ML2)
The purpose of Project Planning (PP) is to establish and maintain plans that define project activities.

SG 1 Estimates of project planning parameters are established and maintained.
SP 1.1 Establish a top-level work breakdown structure (WBS) to estimate the scope of the project.
SP 1.2 Establish and maintain estimates of work product and task attributes.
SP 1.3 Define project lifecycle phases on which to scope the planning effort.
SP 1.4 Estimate the project’s effort and cost for work products and tasks based on estimation rationale.

SG 2 A project plan is established and maintained as the basis for managing the project.
SP 2.1 Establish and maintain the project’s budget and schedule.
SP 2.2 Identify and analyze project risks.
SP 2.3 Plan for the management of project data (1).
SP 2.4 Plan for resources to perform the project.
SP 2.5 Plan for knowledge and skills needed to perform the project.
SP 2.6 Plan the involvement of identified stakeholders.
SP 2.7 Establish and maintain the overall project plan.

SG 3 Commitments to the project plan are established and maintained.
SP 3.1 Review all plans that affect the project to understand project commitments.
SP 3.2 Adjust the project plan to reconcile available and estimated resources.
SP 3.3 Obtain commitment from relevant stakeholders responsible for performing and supporting plan execution.


Additional information: 
(1) Data are forms of documentation required to support a project in all of its areas (e.g. administration, engineering, config. management, finance, logistics, quality, safety, manufacturing, procurement). Can take any form (printed documents, drawn) and exist in any medium (paper, electronic) and can be deliverable or not. Distribution could also take any form (including electronic distribution). 

CMMI-DEV: PMC Process Area

PROJECT MONITORING AND CONTROL PROJECT MANAGEMENT (ML2)
The purpose of Project Monitoring and Control (PMC) is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.

SG 1 Actual project performance and progress are monitored against the project plan.
         SP 1.1 Monitor actual values of project planning parameters against the project plan.
         SP 1.2 Monitor commitments against those identified in the project plan.
         SP 1.3 Monitor risks against those risks identified in the project plan.
         SP 1.4 Monitor the management of project data against the project plan.
         SP 1.5 Monitor stakeholder involvement against the project plan.
         SP 1.6 Periodically review the project’s progress, performance, and issues.
         SP 1.7 Review the project’s accomplishments and results at selected project milestones.

SG 2 Corrective actions are managed to closure when the project’s performance or results deviate significantly from the plan.
         SP 2.1 Collect and analyze issues and determine corrective actions to address them.
         SP 2.2 Take corrective action on identified issues.
         SP 2.3 Manage corrective actions to closure.

CMMI-DEV: PI Process Area

PRODUCT INTEGRATION ENGINEERING (ML3)
The purpose of Product Integration (PI) is to assemble the product from the product components, ensure that the product, as integrated, behaves properly (i.e., possesses the required functionality and quality attributes), and deliver the product.

SG 1 Preparation for product integration is conducted.
         SP 1.1 Establish and maintain a product integration strategy.
         SP 1.2 Establish and maintain the environment needed to support the integration of the product components.
         SP 1.3 Establish and maintain procedures and criteria for integration of the product components.

SG 2 The product component interfaces, both internal and external, are compatible.
         SP 2.1 Review interface descriptions for coverage and completeness.
         SP 2.2 Manage internal and external interface definitions, designs, and changes for products and product components.

SG 3 Verified product components are assembled and the integrated, verified and validated product is delivered.
         SP 3.1 Confirm, prior to assembly, that each product component required to assemble the product has been properly identified, behaves according to its description, and that the product component interfaces comply with the interface descriptions.
         SP 3.2 Assemble product components according to the product integration strategy and procedures.
         SP 3.3 Evaluate assembled product components for interface compatibility.
         SP 3.4 Package the assembled product or product component and deliver it to the customer.

CMMI-DEV: OT Process Area

ORGANIZATIONAL TRAINING PROCESS MANAGEMENT (ML3)
The purpose of Organizational Training (OT) is to develop skills and knowledge of people so they can perform their roles effectively and efficiently.

SG 1 A training capability, which supports the roles in the organization, is established and maintained.
         SP 1.1 Establish and maintain strategic training needs of the organization.
         SP 1.2 Determine which training needs are the responsibility of the organization and which are left to the individual project or support group.
         SP 1.3 Establish and maintain an organizational training tactical plan.
         SP 1.4 Establish and maintain a training capability to address organizational training needs.

SG 2 Training for individuals to perform their roles effectively is provided.
         SP 2.1 Deliver training following the organizational training tactical plan.
         SP 2.2 Establish and maintain records of organizational training.
         SP 2.3 Assess the effectiveness of the organization’s training program.

CMMI-DEV: OPP Process Area

ORGANIZATIONAL PROCESS PERFORMANCE PROCESS MANAGEMENT (ML4)
The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of selected processes in the organization’s set of standard processes in support of achieving quality and process performance objectives, and to provide process performance data, baselines, and models to quantitatively manage the organization’s projects.

SG 1 Baselines and models, which characterize the expected process performance of the organization’s set of standard processes, are established and maintained.
         SP 1.1 Establish and maintain the organization’s quantitative objectives for quality and process performance, which are traceable to business objectives.
         SP 1.2 Select processes or subprocesses in the organization’s set of standard processes to be included in the organization’s process performance analyses and maintain traceability to business objectives.
         SP 1.3 Establish and maintain definitions of measures to be included in the organization’s process performance analyses.
         SP 1.4 Analyze the performance of the selected processes, and establish and maintain the process performance baselines.
         SP 1.5 Establish and maintain process performance models for the organization’s set of standard processes.

CMMI-DEV: OPM Process Area

ORGANIZATIONAL PERFORMANCE MANAGEMENT PROCESS MANAGEMENT (ML5)
The purpose of Organizational Performance Management (OPM) is to proactively manage the organization’s performance to meet its business objectives.

SG 1 The organization’s business performance is managed using statistical and other quantitative techniques to understand process performance shortfalls and identify areas for process improvement.
         SP 1.1 Maintain business objectives based on an understanding of business strategies and actual performance results.
         SP 1.2 Analyze process performance data to determine the organization’s ability to meet identified business objectives.
         SP 1.3 Identify potential areas for improvement that could contribute to meeting business objectives.

SG 2 Improvements are proactively identified, evaluated using statistical and other quantitative techniques, and selected for deployment based on their contribution to meeting quality and process performance objectives.
         SP 2.1 Elicit and categorize suggested improvements.
         SP 2.2 Analyze suggested improvements for their possible impact on achieving the organization’s quality and process performance objectives.
         SP 2.3 Validate selected improvements.
         SP 2.4 Select and implement improvements for deployment throughout the organization based on an evaluation of costs, benefits and other factors.

SG 3 Measurable improvements to the organization’s processes and technologies are deployed and evaluated using statistical and other quantitative techniques.
         SP 3.1 Establish and maintain plans for deploying selected improvements.
         SP 3.2 Manage the deployment of selected improvements.
         SP 3.3 Evaluate the effects of deployed improvements on quality and process performance using statistical and other quantitative techniques.

CMMI-DEV: OPF Process Area

ORGANIZATIONAL PROCESS FOCUS PROCESS MANAGEMENT (ML3)
The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of current strengths and weaknesses of the organization’s processes and process assets.

SG 1 Strengths, weaknesses, and improvement opportunities for the organization’s processes are identified periodically and as needed.
         SP 1.1 Establish and maintain the description of process needs and objectives for the organization.
         SP 1.2 Appraise the organization’s processes periodically and as needed to maintain an understanding of their strengths and weaknesses.
         SP 1.3 Identify improvements to the organization’s processes and process assets.

SG 2 Process actions that address improvements to the organization’s processes and process assets are planned and implemented.
         SP 2.1 Establish and maintain process action plans to address improvements to the organization’s processes and process assets.
         SP 2.2 Implement process action plans.

SG 3 Organizational process assets are deployed across the organization and process related experiences are incorporated into organizational process assets.
         SP 3.1 Deploy organizational process assets across the organization.
         SP 3.2 Deploy the organization’s set of standard processes to projects at their startup and deploy changes to them as appropriate throughout the life of each project.
         SP 3.3 Monitor the implementation of the organization’s set of standard processes and use of process assets on all projects.
         SP 3.4 Incorporate process related experiences derived from planning and performing the process into organizational process assets.

CMMI-DEV: OPD Process Area

ORGANIZATIONAL PROCESS DEFINITION PROCESS MANAGEMENT (ML3)
The purpose of Organizational Process Definition (OPD) is to establish and maintain a usable set of organizational process assets, work environment standards, and rules and guidelines for teams.

SG 1 A set of organizational process assets is established and maintained.
SP 1.1 Establish and maintain the organization’s set of standard processes.
SP 1.2 Establish and maintain descriptions of lifecycle models approved for use in the organization.
SP 1.3 Establish and maintain tailoring criteria and guidelines for the organization’s set of standard processes.
SP 1.4 Establish and maintain the organization’s measurement repository.
SP 1.5 Establish and maintain the organization’s process asset library.
SP 1.6 Establish and maintain work environment standards.
SP 1.7 Establish and maintain organizational rules and guidelines for the structure, formation, and operation of teams.

CMMI-DEV: MA Process Area

MEASUREMENT AND ANALYSIS SUPPORT (ML2)
The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability used to support management information needs.

SG 1 Measurement objectives and activities are aligned with identified information needs and objectives.
         SP 1.1 Establish and maintain measurement objectives derived from identified information needs and objectives.
         SP 1.2 Specify measures to address measurement objectives.
         SP 1.3 Specify how measurement data are obtained and stored.
         SP 1.4 Specify how measurement data are analyzed and communicated.
SG 2 Measurement results, which address identified information needs and objectives, are provided.
         SP 2.1 Obtain specified measurement data.
         SP 2.2 Analyze and interpret measurement data.
         SP 2.3 Manage and store measurement data, measurement specifications, and analysis results.
         SP 2.4 Communicate results of measurement and analysis activities to all relevant stakeholders.

CMMI-DEV: IPM Process Area

INTEGRATED PROJECT MANAGEMENT PROJECT MANAGEMENT (ML3)
The purpose of Integrated Project Management (IPM) is to establish and manage the project and the involvement of relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.

SG 1 The project is conducted using a defined process tailored from the organization’s set of standard processes.
         SP 1.1 Establish and maintain the project’s defined process from project startup through the life of the project.
         SP 1.2 Use organizational process assets and the measurement repository for estimating and planning project activities.
         SP 1.3 Establish and maintain the project’s work environment based on the organization’s work environment standards.
         SP 1.4 Integrate the project plan and other plans that affect the project to describe the project’s defined process.
         SP 1.5 Manage the project using the project plan, other plans that affect the project, and the project’s defined process.
         SP 1.6 Establish and maintain teams.
         SP 1.7 Contribute process related experiences to organizational process assets.

SG 2 Coordination and collaboration between the project and relevant stakeholders are conducted.
         SP 2.1 Manage the involvement of relevant stakeholders in the project.
         SP 2.2 Participate with relevant stakeholders to identify, negotiate, and track critical dependencies.
         SP 2.3 Resolve issues with relevant stakeholders.

CMMI-DEV: DAR Process Area

DECISION ANALYSIS AND RESOLUTION SUPPORT (ML3)
The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.

SG 1 Decisions are based on an evaluation of alternatives using established criteria.
         SP 1.1 Establish and maintain guidelines to determine which issues are subject to a formal evaluation process.
         SP 1.2 Establish and maintain criteria for evaluating alternatives and the relative ranking of these criteria.
         SP 1.3 Identify alternative solutions to address issues.
         SP 1.4 Select evaluation methods.
         SP 1.5 Evaluate alternative solutions using established criteria and methods.
         SP 1.6 Select solutions from alternatives based on evaluation criteria.

CMMI-DEV: CM Process Area

CONFIGURATION MANAGEMENT SUPPORT (ML2)
The purpose of Configuration Management (CM) is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.

SG 1 Baselines of identified work products are established.
         SP 1.1 Identify configuration items, components, and related work products to be placed under configuration management.
         SP 1.2 Establish and maintain a configuration management and change management system for controlling work products.
         SP 1.3 Create or release baselines for internal use and for delivery to the customer.

SG 2 Changes to the work products under configuration management are tracked and controlled.
         SP 2.1 Track change requests for configuration items.
         SP 2.2 Control changes to configuration items.

SG 3 Integrity of baselines is established and maintained.
         SP 3.1 Establish and maintain records describing configuration items.
         SP 3.2 Perform configuration audits to maintain the integrity of configuration baselines.
         

CMMI-DEV: CAR Process Area

CAUSAL ANALYSIS AND RESOLUTION SUPPORT (ML5)

The purpose of Causal Analysis and Resolution (CAR) is to identify causes of selected outcomes and take action to improve process performance.

SG 1 Root causes of selected outcomes are systematically determined.
         SP 1.1 Select outcomes for analysis.
         SP 1.2 Perform causal analysis of selected outcomes and propose actions to address them.
SG 2 Root causes of selected outcomes are systematically addressed.
         SP 2.1 Implement selected action proposals developed in causal analysis.
         SP 2.2 Evaluate the effect of implemented actions on process performance.
         SP 2.3 Record causal analysis and resolution data for use across projects and the organization.


Source: "CMMI for Development Quick Reference" (available from http://www.sei.cmu.edu)

About CMMI-DEV (Concepts)

CMMI-DEV is divided into process areas (definitions below).

First things first:

• CMMI-DEV, V1.3 =  "CMMI® for Development, Version 1.3" = Improving processes for developing better products and services

Main concepts:

• Process Areas (PA): A cluster of related practices in an area that, when implemented collectively, satitsfies a set of goals considered important for making improvements in that area.
• PA Groups: Support, Project Management, Process Management, Engineering
• Specific Goals (SG): A required model component that describes the unique characteristics that must be present to satisfy a process area. 
• Capability Level: Achievement of process improvement within an individual process area; defined by appropriate SG and GG for a PA.
• Specific Practice (SP): An expected model component that is considered important in achieving a specific goal (SG); the specific practices (SPs) describe the activities expected to result in achievement of the SG of that area.
• Generic Goals (GG): A required model component that describes characteristics that must be present to institutionalize processes that implement a process area.
• Institutionalization: The ingrained way of doing business that an organization follows routinely as part of its corporate culture.
• Stakeholder: A group or individual that is affected by or is in some way accountable for the outcome of an undertaking; may include project or work group members, suppliers, customers, end users, and others.
• Relevant Stakeholder: A stakeholder that is identified for involvement in specific activities and is included in a plan.
• Maturity Level (ML): Degree of process improvement across a predefined set of process areas in which goals in the set are attained.
• Process Performance: A measure of results achieved by following a process.
• For a full glossary of terms see [1, 3].

There are 22 Process Areas for CMMI-DEV and you can find the full list or process areas here.

Sources:

•  [1] "CMMI-DEV 1.3 - Technical Report", SEI, CMU/SEI-2010-TR-033 / ESC-TR-2010-033, Nov. 2010 (available at http://www.sei.cmu.edu; this is "the bible")
• [2] "CMMI for Development - Guidelines for Process Integration and Product Improvement", 3rd. Ed.; Mary Beth Chrissis, Mike Conrad, Sandy Shrum; Addison-Wesley 
• [3] "CMMI for Development Quick Reference" (available from http://www.sei.cmu.edu)

CMMI-DEV Process Areas

CMMI-DEV V1.3 is divided into Process Areas (definitions here).

These are the 22 process areas for CMMI-DEV (in alphabetical order):

Process Area (Group, ML)	Group (ML)	Description
CAR	SUPPORT (ML5)	CAUSAL ANALYSIS AND RESOLUTION
CM	SUPPORT (ML2)	CONFIGURATION MANAGEMENT
DAR	SUPPORT (ML3)	DECISION ANALYSIS AND RESOLUTION
IPM	PROJECT MANAGEMENT (ML3)	INTEGRATED PROJECT MANAGEMENT
MA	SUPPORT (ML2)	MEASUREMENT AND ANALYSIS
OPD	PROCESS MANAGEMENT (ML3)	ORGANIZATIONAL PROCESS DEFINITION
OPF	PROCESS MANAGEMENT (ML3)	ORGANIZATIONAL PROCESS FOCUS
OPM	PROCESS MANAGEMENT (ML5)	ORGANIZATIONAL PERFORMANCE MANAGEMENT
OPP	PROCESS MANAGEMENT (ML4)	ORGANIZATIONAL PROCESS PERFORMANCE
OT	PROCESS MANAGEMENT (ML3)	ORGANIZATIONAL TRAINING
PI	ENGINEERING (ML3)	PRODUCT INTEGRATION
PMC	PROJECT MANAGEMENT (ML2)	PROJECT MONITORING AND CONTROL
PP	PROJECT MANAGEMENT (ML2)	PROJECT PLANNING
PPQA	SUPPORT (ML2)	PROCESS AND PRODUCT QUALITY ASSURANCE
QPM	PROJECT MANAGEMENT (ML4)	QUANTITATIVE PROJECT MANAGEMENT
RD	ENGINEERING (ML3)	REQUIREMENTS DEVELOPMENT
REQM	PROJECT MANAGEMENT (ML2)	REQUIREMENTS MANAGEMENT
RSKM	PROJECT MANAGEMENT (ML3)	RISK MANAGEMENT
SAM	PROJECT MANAGEMENT (ML2)	SUPPLIER AGREEMENT MANAGEMENT
TS	ENGINEERING (ML3)	TECHNICAL SOLUTION
VAL	ENGINEERING (ML3)	VALIDATION
VER	ENGINEERING (ML3)	VERIFICATION
GG	-	(GENERIC GOALS) Applicable to all PAs

Sources:

• [1] "CMMI-DEV 1.3 - Technical Report", SEI, CMU/SEI-2010-TR-033 / ESC-TR-2010-033, Nov. 2010 (available at http://www.sei.cmu.edu; this is "the bible")
• [2] "CMMI for Development - Guidelines for Process Integration and Product Improvement", 3rd. Ed.; Mary Beth Chrissis, Mike Conrad, Sandy Shrum; Addison-Wesley 
• [3] "CMMI for Development Quick Reference" (available from http://www.sei.cmu.edu)

Updated: 
2016-03-16, initial version

Case Study: EXOMARS TGO

What if you were to work for a mission that aims to find life on another planet?
Could you do it from Portugal?
Could you do it using agile methodologies for ESA?
What deliverables were you to deliver to your contractor?
On what language would you have to work on? And on what programming language?
How many time would it take per sattelite module and what statistics would it involve (#reqs to implement, #LOC, etc.)?

Tomorrow (2016-03-14) it's the launch of the first phase of the work of years here at Critical Software. At 9:31 from Casakhistan.

• https://www.theguardian.com/science/2016/mar/13/exomars-giant-nose-life-on-mars-prepares-launch
• https://www.theguardian.com/science/across-the-universe/2016/mar/11/is-there-life-on-mars-exomars-trace-gas-orbiter-takes-up-the-search

Answers on a follow up. One of these days. 

About Earned-Value Management (EVM)

The topic here is Software Development, but with time you'll learn that a team without management will under-perform (and this is more true for large teams).

Sometimes, if you're a software engineer (or product assurance engineer) you'll be on progress meetings where the project performance is being reviewed and some strange acronyms will start being referred (CPI, SPI, etc.).
Some of these are Earned-Value Management Indicators (EVM Indicators). What are these? Google will tell you. For now I'll just share with you these neat cheat sheets and/or summaries:

• http://www.velopi.com/images/Velopi%20PMP%20Cheat%20Sheet.pdf
• http://www.starpmo.com/downloads/00_PMP_Formulae_CheatSheet_Anil_Tanguturi.pdf
• http://leadinganswers.typepad.com/files/earned-value---one-page-summary-1.pdf
• http://www.cheatography.com/mrsb/cheat-sheets/project-cost-management/

There are also good books for a jump start on these topics:

• Project Management for Dummies (Stanley / Portny): Amazon.

PS. For a description of WISE EVM indicators please read the WISE Project Module Guidebook (INTERNAL). Examples of how they are shown internally to PMs can be seen here (INTERNAL).

PS. EVM is NOT enough for Project Monitoring and Control for certain levels of maturity as required by the Capability Maturity Model (CMMI). We'll need more on our QMS. More on this later on. One of these days.

(2016-05-12: Added book, WISE GBK, screenshot; 2017-05-02: shortened URL, minor rephrases)

Milestone meetings and Milestone Reports (Waterfall)

Waterfall uses milestones at the end of phases as a formal moment to mark the closure that phase.

Milestone Meetings

Every milestone must have milestone meetings. Some milestones have internal meetings as well as the external (i.e. with the customer) meetings. External milestone meetings typically involve several customer stakeholders for a large period of time (half a day, a full day or even more, depending on the agenda and on the complexity of the project). External meetings can involve travel to the customer premises (to Cannes or wherever the customer is located, which could be "nice").

Each milestone meeting has a specific agenda, but typically will involve overviewing the work performed in the current phase, performing a walk-through of some deliverable documents, presenting some statistics on the work thas has been performed, making clear whatever open issues that were still left unclosed and a final special moment where the customer confirms that it's ok to move to the next phase (that statement should be present in the meeting minutes, by the way).

Typically it is a good idea that the QMS has some kind of guide to help the (project) management team as well as the rest of the team preparing the milestone meeting. Here's an example in the format of a "Project Life Cycle Milestone Meetings Guidebook" (internal) :

• https://quality.critical.pt/QMS%20PT/MAN-management/MAN-01-project-management/CSW-QMS-2009-GBK-03894-project-milestones-meetings.pdf#search=milestone%20meeting%20gbk
• Details on a possible TOC can be found here. 

Milestone Reports

As a result of a successful milestone being achieved, a milestone meeting report is produced (and this is typically the exit criteria of the phases - the existence of an approved milestone review report by the customer).

This NASA document has example TOCs for those reports (and much more):

• https://quality.critical.pt/orgstandards/nasa/nasa-sel/software-management-handbook.pdf

Example of those deliverables are: 

• PDR Report (Preliminary Design Review Report)
• CDR Report (Critical Design Review Report)
• QR Report (Qualification Review Report)
• AR Report (Acceptance Review Report)

(2016-05-05: added URL for MM GBK possible TOC)

RESOURCE: On Software Development Methodologies

The non-exaustive-use-with-care list of resources on software development methodologies includes some additional information on the waterfall - agile/scrum "recipes" - some of which include variants and/or predecessors of it:

• https://en.wikipedia.org/wiki/Software_development_process - several methodologies listed including FDD, TDD, etc.
• https://en.wikipedia.org/wiki/Software_development_process#Spiral_development - focus on iterative deliveries and risk management as well as planning as explicit parts of the methodology
• https://en.wikipedia.org/wiki/Extreme_programming - unit testing, pair programming, involve the end-customer, stand-up meetings
• https://en.wikipedia.org/wiki/Software_development_process#Agile_development
• https://en.wikipedia.org/wiki/Scrum_(software_development)