Capability Maturity Model Integration (CMMI), Final Part
Capability Maturity Model Integration (CMMI) Glossary:
Ability to perform : A common feature of CMMI model process
areas with a staged representation that groups the generic practices related to
ensuring that the project and/or organization has the resources it needs.
Acceptance criteria : The criteria that a product or product
component must satisfy to be accepted by a user, customer, or other authorized
entity.
Acceptance testing: Formal testing conducted to enable a user,
customer, or other authorized entity to determine whether to accept a product
or product component.
Achievement profile: In the continuous representation, a list
of process areas and their corresponding capability levels that represent the
organization's progress for each process area while advancing through the
capability levels.
Acquisition: The process of obtaining, through
contract, any discrete action or proposed action by the acquisition entity that
would commit to invest for obtaining products and services.
Acquisition strategy: The specific approach to acquiring
products and services that is based on considerations of supply sources,
acquisition methods, requirements specification types, contract or agreement
types, and the related acquisition risk.
Adequate : Adequate, appropriate, and as needed
appear in CMMI to allow managers at all levels and practitioners to interpret
the specific and generic goals and practices in light of the organization's
business objectives. For example, a Generic Practice for the process area of
Risk Management states: "Provide adequate resources for performing the
risk management process, developing the work products, and providing the
services of the process." Adequate could be satisfied by Numbers of
people, People who must monitor the risks etc.
Advanced practices: In the continuous representation, all the
specific practices with a capability level of two or higher.
Agreement/contract
requirements: All technical and
non-technical requirements related to an acquisition.
Allocated requirement: Requirement that levies all or part of the
performance and functionality of a higher level requirement on a lower level
architectural element or design component.
Alternative practice: A practice that is a substitute for one or
more generic or specific practices contained in CMMI models that achieves an
equivalent effect toward satisfying the generic or specific goal associated
with model practices. Alternative practices are not necessarily one-for-one
replacements for the generic or specific practices.
Appraisal: An appraisal is an examination of one or
more processes by a trained team of professionals using an appraisal reference
model as the basis for determining strengths and weaknesses.
Appraisal findings: The conclusions of an appraisal that
identify the most important issues, problems, or opportunities within the
appraisal scope. It includes, at a minimum, strengths and weaknesses based on
valid observations.
Aappraisal participants: Members of the organizational unit who
participate in providing information during the appraisal.
Appraisal rating: As used in CMMI appraisal materials, the
value assigned by an appraisal team to either (1) a CMMI goal or process area,
(2) the capability level of a process area, or (3) the maturity level of an
organizational unit. The rating is determined by enacting the defined rating
process for the appraisal method being employed.
Appraisal reference
model: As used in CMMI
appraisal materials, the CMMI model to which an appraisal team correlates
implemented process activities.
Appraisal scope: The definition of the boundaries of the
appraisal encompassing the organizational limits and the CMMI model limits.
Appraisal team leader: A person who leads the activities of an
appraisal and has satisfied the qualification criteria for experience,
knowledge, and skills defined by the appraisal method.
Appropriate: See definition for Adequate.
As needed: See definition for Adequate.
Assessment: An assessment is an appraisal that an
organization conducts for itself for the purposes of process improvement.
Assignable cause of
process variation: In CMMI, the term
"special cause of process variation" is used in place of
"assignable cause of process variation" to ensure consistency. Both
terms are defined identically.
Audit : An independent examination of a work
product or set of work products to determine whether requirements are being
met.
Base practices: In the continuous representation, all the
specific practices with a capability level of 1.
Baseline: The term baseline is normally used to
denote such a reference point. A baseline is an approved snapshot of the system
at appropriate points in the development life cycle. A baseline establishes a
formal base for defining subsequent change. Without this line or reference
point, the notion of change is meaningless.
Business objectives: Senior-management-developed strategies
designed to ensure an organization's continued existence and enhance its
profitability, market share, and other factors influencing the organization.s
success.
Capability evaluation: An appraisal by a trained team of professionals used as a
discriminator to select suppliers, for contract monitoring, or for incentives.
Evaluations are used to help decision makers make better acquisition decisions,
improve subcontractor performance, and provide insight to a purchasing
organization.
Capability level: Achievement of process improvement within
an individual process area. A capability level is defined by the appropriate
specific and generic practices for a process area.
Capability level
profile: In the continuous
representation, a list of process areas and their corresponding capability
levels. The profile may be an achievement profile when it represents the
organization's progress for each process area while advancing through the
capability levels. Or, the profile may be a target profile when it represents
an objective for process improvement.
Capability maturity
model: A capability
maturity model (CMM) contains the essential elements of effective processes for
one or more disciplines. It also describes an evolutionary improvement path
from ad hoc, immature processes to disciplined, mature processes with improved
quality and effectiveness.
Capable process: A process that can satisfy its specified
product quality, service quality, and process performance objectives.
Causal analysis: The analysis of defects to determine their
cause.
Change management: Judicious use of means to effect a change,
or proposed change, on a product or service.
CMMI appraisal
tailoring: Selection of
options within the appraisal method for use in a specific instance. The intent
of appraisal tailoring is to assist an organization in aligning application of
the method with its business objectives.
CMMI model component: Any of the main architectural elements
that compose a CMMI model. Some of the main elements of a CMMI model include
specific practices, generic practices, specific goals, generic goals, process
areas, capability levels, and maturity levels.
CMMI model tailoring: The use of a subset of a CMMI model for
the purpose of making it suitable for a specific application. The intent of
model tailoring is to assist an organization in aligning application of a model
with its business objectives.
CMMI Product Suite: This term has been used for a complete
CMMI Framework.
Commitment to perform: A common feature of CMMI model process
areas with a staged representation that groups the generic practices related to
creating policies and securing sponsorship.
Common cause of process
variation: The variation of a
process that exists because of normal and expected interactions among the
components of a process.
Concept of operations: A general description of the way in which
an entity is used or operates.
Configuration audit: An audit conducted to verify that a
configuration item conforms to a specified standard or requirement.
Configuration baseline: The configuration information formally
designated at a specific time during a product's or product component's life.
Configuration baselines, plus approved changes from those baselines, constitute
the current configuration information.
Configuration control: An element of configuration management
consisting of the evaluation, coordination, approval or disapproval, and
implementation of changes to configuration items after formal establishment of
their configuration identification.
Configuration control
board: A group of people
responsible for evaluating and approving or disapproving proposed changes to
configuration items, and for ensuring implementation of approved changes.
Configuration
identification: An element of
configuration management consisting of selecting the configuration items for a
product, assigning unique identifiers to them, and recording their functional
and physical characteristics in technical documentation.
Configuration item: An aggregation of work products that is
designated for configuration management and treated as a single entity in the
configuration management process.
Configuration
management: A discipline
applying technical and administrative direction and surveillance to (1)
identify and document the functional and physical characteristics of a
configuration item, (2) control changes to those characteristics, (3) record
and report change processing and implementation status, and (4) verify
compliance with specified requirements. [IEEE Std 610.1990]
CMMI Model: Since the CMMI Framework can generate
different models based on the needs of the organization using it, there are
multiple CMMI models. Consequently, the phrase "CMMI MODEL" could be
any one of many collections of information. The phrase "CMMI models"
refers to one, some, or the entire collection of possible models that can be
generated from the CMMI Framework.
Configuration status
accounting: An element of
configuration management consisting of the recording and reporting of
information needed to manage a configuration effectively. This information
includes a listing of the approved configuration identification, the status of
proposed changes to the configuration, and the implementation status of
approved changes.
Continuous
representation: A capability
maturity model structure wherein capability levels provide a recommended order
for approaching process improvement within each specified process area.
Corrective action : Acts or deeds used to remedy a situation,
remove an error, or adjust a condition.
COTS: Items that can be purchased from a
commercial vendor.
Customer: A customer is the individual, project,
organization, group, and so forth that is responsible for accepting the product
or for authorizing payment. The customer is external to the project but not
necessarily external to the organization. The term customer also serves as a
variable when we discuss requirements gathering or elicitation.
Defect density: Number of defects per unit of product size
(e.g., problem reports per 1000 lines of code).
Defined process: A defined set of steps to be followed as a
part of improvment.
Derived measures: Data resulting from the mathematical
function of two or more base measures.
Derived requirements: Requirements that are not explicitly
stated in the customer requirements, but are inferred (1) from contextual
requirements (e.g., applicable standards, laws, policies, common practices, and
management decisions), or (2) from requirements needed to specify a product
component. Derived requirements can also arise during analysis and design of
components of the product or system.
Design review: A formal, documented, comprehensive, and
systematic examination of a design to evaluate the design requirements and the
capability of the design to meet these requirements, and to identify problems and
propose solutions.
Development: Development, as it is used throughout
CMMI, implies maintenance activities as well as development activities.
Experience has shown that best practices should be applied to both development
and maintenance projects if an organization is in pursuit of engineering
excellence.
Developmental plan: A plan for guiding, implementing, and
controlling the design and development of one or more products.
Directing
implementation: A common feature
of CMMI model process areas with a staged representation that groups the
generic practices related to managing the performance of the process, managing
the integrity of its work products, and involving relevant stakeholders.
Discipline
amplification: Model components
that provide guidance for interpreting model information for specific
disciplines (e.g., systems engineering, or software engineering) are called
"DISCIPLINE AMPLIFICATIONS." Discipline amplifications are added to
other model components where necessary. These are easy to locate because they
appear on the right side of the page and have a title indicating the discipline
that they address (for example, "For Software Engineering").
Document: A document is a collection of data,
regardless of the medium on which it is recorded. It generally has permanence
and can be read by humans or machines. Documents include both paper and
electronic documents.
Enterprise: Enterprise
is used to refer to very large companies that consist of many organizations in
many different locations with different customers.
Entry criteria: States of being that must be present
before an effort can begin successfully.
Equivalent staging: Equivalent staging is a target staging,
created using the continuous representation that is defined so that the results
of using the target staging can be compared to the maturity levels of the
staged representation.
Exit criteria: States of being that must be present
before an effort can end successfully.
Expected CMMI
components: CMMI components
that explain what may be done to satisfy a required CMMI component. Model users
can implement the expected components explicitly or implement equivalent
alternative practices to these components. Specific and generic practices are
expected model components
Formal evaluation
process: In the Decision
Analysis and Resolution process area, see the definition of a "formal
evaluation process" in the introductory notes.
Functional analysis: Examination of a defined function to
identify all the subfunctions necessary to the accomplishment of that function;
identification of functional relationships and interfaces (internal and
external) and capturing these in a functional architecture; and flow down of
upper level performance requirements and assignment of these requirements to
lower level subfunctions.
Functional architecture: The hierarchical arrangement of functions,
their internal and external (external to the aggregation itself) functional
interfaces and external physical interfaces, their respective functional and performance
requirements, and their design constraints.
Generic goal: GENERIC
GOALS are called "generic" because the same goal statement appears in
multiple process areas. In the staged representation, each process area has
only one generic goal. Achievement of a generic goal in a process area
signifies improved control in planning and implementing the processes
associated with that process area, thus indicating whether these processes are
likely to be effective, repeatable, and lasting. Generic goals are required
model components and are used in appraisals to determine whether a process area
is satisfied.
Generic practice: GENERIC PRACTICES provide
institutionalization to ensure that the processes associated with the process
area will be effective, repeatable, and lasting. Generic practices are
categorized by generic goals and common features and are expected components in
CMMI models. (Only the generic practice title, statement, and elaborations
appear in the process areas.)
Generic practice
elaboration: After the specific
practices, the generic practice titles and statements appear that apply to the
process area. After each generic practice statement, an elaboration may appear
in plain text with the heading "Elaboration". The GENERIC PRACTICE
ELABORATION provides information about how the generic practice should be
interpreted for the process area. If there is no elaboration present, the
application of the generic practice is obvious without an elaboration.
Goal: A "GOAL" is a required CMMI
component that can be either a generic goal or a specific goal. When you see
the word "goal" in a CMMI model, it always refers to model components
(for example, generic goal, specific goal).
Incomplete process: A process that is not performed or is only performed
partially (also known as capability level 0). One or more of the specific goals
of the process area are not satisfied.
Independent group: In the Process and Product Quality
Assurance process area, see the discussion of a "group that is
independent" in the introductory notes.
Informative CMMI
components: CMMI components
that help model users understand the required and expected components of a
model. These components may contain examples, detailed explanations, or other
helpful information. Subpractices, notes, references, goal titles, practice
titles, sources, typical work products, discipline amplifications, and generic
practice elaborations are informative model components.
Institutionalization: The ingrained way of doing business that
an organization follows routinely as part of its corporate culture.
Integrated Product and
Process Development: A systematic
approach to product development that achieves a timely collaboration of
relevant stakeholders throughout the product life cycle to better satisfy
customer needs.
Integrated team: A group of people with complementary
skills and expertise who are committed to delivering specified work products in
timely collaboration. Integrated team members provide skills and advocacy
appropriate to all phases of the work products. life and are collectively
responsible for delivering the work products as specified. An integrated team
should include empowered representatives from organizations, disciplines, and
functions that have a stake in the success of the work products.
Interface control: In configuration management, the process
of (1) identifying all functional and physical characteristics relevant to the
interfacing of two or more configuration items provided by one or more
organizations, and (2) ensuring that the proposed changes to these
characteristics are evaluated and approved prior to implementation. [IEEE
828-1983].
Lead appraiser: As used in the CMMI Product Suite, a
person who has achieved recognition from an authorizing body to perform as an
appraisal team leader for a particular appraisal method.
Life-cycle model: A partitioning of the life of a product
into phases that guide the project from identifying customer needs through
product retirement.
Manager: A project manager
is the person responsible for planning, directing, controlling,structuring, and
motivating the project. He or she may provide both technical and administrative
direction and control to those performing project tasks or activities within
his or her area of responsibility. The project manager is ultimately
responsible to the customer.
Maturity level: Degree of process improvement across a
predefined set of process areas in which all goals within the set are attained.
Memorandum of agreement: Binding documents of understanding or
agreements between two or more parties.
Natural bounds: The inherent process reflected by measures of process
performance, sometimes referred to as "voice of the process."
Techniques such as control charts, confidence intervals, and prediction
intervals are used to determine whether the variation is due to common causes
(i.e., the process is predictable or "stable") or is due to some
special cause that can and should be identified and removed.
Non-developmental item: An item of supply that was developed
previous to its current use in an acquisition or development process. Such an
item may require minor modifications to meet the requirements of its current
intended use.
Nontechnical
requirements: Contractual
provisions, commitments, conditions, and terms that affect how products or services
are to be acquired. Examples include products to be delivered, data rights for
delivered commercial off-the-shelf (COTS) non-developmental items (NDIs),
delivery dates, and milestones with exit criteria. Other nontechnical
requirements include training requirements, site requirements, and deployment
schedules.
Objective: The
term objective is used in CMMI in the common everyday sense; this is our
objective or goal to be accomplished.
Objective evidence: As used in CMMI appraisal materials,
qualitative or quantitative information, records, or statements of fact
pertaining to the characteristics of an item or service or to the existence and
implementation of a process element, which are based on observation,
measurement, or test and which are verifiable.
Objectively evaluate: To review activities and work products
against criteria that minimize subjectivity and bias by the reviewer. An
example of an objective evaluation is an audit against requirements, standards,
or procedures by an independent quality assurance function.
Observation: As used in CMMI appraisal materials, a
written record that represents the appraisal team members. understanding of
information either seen or heard during the appraisal data collection
activities. The written record may take the form of a statement or may take
alternative forms as long as the information content is preserved.
Operational concept: A general description of the way in which
an entity is used or operates.
Operational scenario: A description of an imagined sequence of
events that includes the interaction of the product with its environment and
users, as well as interaction among its product components. Operational
scenarios are used to evaluate the requirements and design of the system and to
verify and validate the system.
Optimizing process: A quantitatively managed process that is
improved based on an understanding of the common causes of variation inherent
in the process. A process that focuses on continually improving the range of
process performance through both incremental and innovative improvements.
Organization: An organization is a structure in which
people collectively manage one or more projects as a whole and whose projects
share a senior manager and operate under the same policies.
Organization's business
objectives: Senior-management-developed
strategies designed to ensure an organization's continued existence and enhance
its profitability, market share, and other factors influencing the
organization's success.
Organizational maturity: The extent to which an organization has
explicitly and consistently deployed processes that are documented, managed,
measured, controlled, and continually improved. Organizational maturity may be
measured via appraisals.
Organizational policy: A guiding principle typically established
by senior management that is adopted by an organization to influence and
determine decisions.
Organizational unit: That part of an organization that is the
subject of an appraisal (also known as the organizational scope of the
appraisal).An organizational unit deploys one or more processes that have a
coherent process context and operates within a coherent set of business
objectives. An organizational unit is typically part of a larger organization,
although in a small organization, the organizational unit may be the whole
organization.
Outsourcing: The process of obtaining, through
contract, any discrete action or proposed action by the acquisition entity that
would commit to invest for obtaining products and services.
Performance parameters: The measures of effectiveness and other
key measures used to guide and control progressive development.
Performed process: A process that accomplishes the needed
work to produce identified output work products using identified input work
products (also known as capability level 1). The specific goals of the process
area are satisfied.
Planned process: A process that is documented both by a
description and a plan. The description and plan should be coordinated, and the
plan should include standards, requirements, objectives, resources,
assignments, etc.
Process: A set of activities, methods, practices,
and transformations that people use to develop and maintain systems and
associated products.
Process action plan: In the Organizational Process Focus
process area, see the definition of "process action plan" in the
introductory notes.
Process action team: A team that has the responsibility to
develop and implement process-improvement activities for an organization as
documented in the process-improvement action plan.
Process and technology
improvements: In the
Organizational Innovation and Deployment process area, see the discussion of
"process and technology improvements" in the introductory notes.
Process area: A Process area is a cluster of related
practices in an area that, when performed collectively, satisfy a set of goals
considered important for making significant improvement in that area. All CMMI
process areas are common to both continuous and staged representations. In the
staged representation, process areas are organized by maturity levels.
Process asset: Anything that the organization considers
useful in attaining the goals of a process area.
Process asset library: A collection of process asset holdings
that can be used by an organization or project.
Process attribute: A measurable characteristic of process
capability applicable to any process.
Process capability: The range of expected results that can be
achieved by following a process.
Process context: The set of factors, documented in the
appraisal input, that influences the judgment and comparability of appraisal
ratings. These include, but are not limited to, the size of the organizational
unit to be appraised; the demographics of the organizational unit; the
application discipline of the products or services; the size, criticality, and
complexity of the products or services; and the quality characteristics of the
products or services.
Process definition: The act of defining and describing a
process. The result of process definition is a process description.
Process description: A documented expression of a set of
activities performed to achieve a given purpose that provides an operational
definition of the major components of a process. The documentation specifies,
in a complete, precise, and verifiable manner, the requirements, design,
behavior, or other characteristics of a process. It also may include procedures
for determining whether these provisions have been satisfied. Process
descriptions may be found at the activity, project, or organizational level.
Process element: The fundamental unit of a process. A
process may be defined in terms of subprocesses or process elements. A
subprocess can be further decomposed; a process element cannot. Each process
element covers a closely related set of activities (for example, estimating
element, peer review element). Process elements can be portrayed using
templates to be completed, abstractions to be refined, or descriptions to be
modified or used. A process element can be an activity or task.
Process group: A collection of specialists that
facilitate the definition, maintenance, and improvement of the process(es) used
by the organization.
Process improvement: A program of activities designed to
improve the performance and maturity of the organization's processes, and the
results of such a program.
Process-improvement
objectives: A set of target
characteristics established to guide the effort to improve an existing process
in a specific measurable way either in terms of resultant product
characteristics (e.g., quality, performance, conformance to standards, etc.) or
in the way in which the process is executed (e.g., elimination of redundant
process steps, combining process steps, improving cycle time, etc.)
Process-improvement
plan: In the
Organizational Process Focus process area, see the definition of "process
improvement plan" in the introductory notes.
Process measurement: The set of definitions, methods, and
activities used to take measurements of a process and its resulting products
for the purpose of characterizing and understanding the process.
Process owner: The person (or team) responsible for
defining and maintaining a process. At the organizational level, the process
owner is the person (or team) responsible for the description of a standard
process; at the project level, the process owner is the person (or team)
responsible for the description of the defined process. A process may therefore
have multiple owners at different levels of responsibility.
Process performance: A measure of actual results achieved by
following a process. It is characterized by both process measures (e.g.,
effort, cycle time, and defect removal efficiency) and product measures (e.g.,
reliability, defect density, and response time).
Process performance
baseline: A documented
characterization of the actual results achieved by following a process, which
is used as a benchmark for comparing actual process performance against
expected process performance.
Process performance
model: A description of
the relationships among attributes of a process and its work products that are
developed from historical process performance data and calibrated using
collected process and product measures from the project and which are used to
predict results to be achieved by following a process.
Process tailoring: To make, alter, or adapt a process
description for a particular end. For example, a project tailors its defined
process from the organization's set of standard processes to meet the
objectives, constraints, and environment of the project.
Product: A product may be thought of as any
tangible output or service that is the result of following a process and is
intended for delivery to a customer or end user. A product can also be any work
product that is delivered to the customer according to contract.
Product component: Product components are generally
lower-level components of the product and are integrated to "build"
the product. Product components may be a part of the product delivered to the
customer or serve in the manufacture or use of the product. For example, for
those companies that manufacture mobile phone batteries, the mobile phone
battery is a product. For those companies that build and deliver mobile phones,
the battery is a product component.
Product baseline: In configuration management, the initial
approved technical data package (including, for software, the source code
listing) defining a configuration item during the production, operation,
maintenance, and logistic support of its life cycle.
Product-component
requirements: Product-component
requirements provide a complete specification of a product component, including
fit, form, function, performance, and any other requirement.
Product life cycle:A work product is any artifact produced by a
life-cycle process and can also be referred to as a life-cycle work product.
Life-cycle work products can include Requirements specifications, Interface
specifications, Architecture specifications, Project plans, Design documents,
Unit test plans, Integration and system test plans, A process such as a
manufacturing product assembly process.
Project: A project is a managed set of interrelated
resources that delivers one or more products to a customer or end user. The set
of resources has a definite beginning and end and operates according to a plan.
Product line: A group of products sharing a common,
managed set of features that satisfy specific needs of a selected market or
mission.
Product-related
life-cycle processes: Processes
associated with a product throughout one or more phases of its life (i.e., from
conception through disposal), such as the manufacturing and support processes.
Product requirements: A refinement of the customer requirements
into the developers' language, making implicit requirements into explicit
derived requirements.
Program: (1) A project. (2) A collection of related
projects and the infrastructure that supports them, including objectives,
methods, activities, plans, and success measures.
Project manager: A project manager is the person
responsible for planning, directing, controlling, structuring, and motivating
the project. He or she may provide both technical and administrative direction
and control to those performing project tasks or activities within his or her
area of responsibility. The project manager is ultimately responsible to the
customer. The project manager takes on different roles and responsibilities as
the size, diversity, and complexity of the project changes.
Project progress and
performance: What a project
achieves with respect to implementing project plans, including effort, cost,
schedule, and technical performance.
Project's defined
process: In the Integrated
Project Management process area, see the definition of "Project's defined
process" in the introductory notes and in the Establish the Project"s
Defined Process specific practice.
Prototype: A preliminary type, form, or instance of a
product or product component that serves as a model for later stages or for the
final, complete version of the product.
Quality: The ability of a
set of inherent characteristics of a product, product component, or process to
fulfill requirements of customers.
Quality assurance: A planned and systematic means for
assuring management that defined standards, practices, procedures, and methods
of the process are applied.
Quality control: The operational techniques and activities
that are used to fulfill requirements for quality.
Quantitative objective: Desired target value expressed as
quantitative measures.
Quantitatively managed
process: A defined process
that is controlled using statistical and other quantitative techniques. The
product quality, service quality, and process performance attributes are
measurable and controlled throughout the project.
Relevant stakeholder: A relevant stakeholder is used to
designate a stakeholder that is identified for involvement in specified
activities and is included in an appropriate plan such as the project plan.
Required CMMI
components: CMMI components
that are essential to achieving process improvement in a given process area.
These components are used in appraisals to determine process capability.
Specific goals and generic goals are required model components.
Requirement: (1) A condition or capability needed by a
user to solve a problem or achieve an objective. (2) A condition or capability
that must be met or possessed by a product or product component to satisfy a
contract, standard, specification, or other formally imposed documents. (3) A
documented representation of a condition or capability as in (1) or (2).
Requirements analysis: The determination of product-specific
performance and functional characteristics based on analyses of customer needs,
expectations, and constraints; operational concept; projected utilization
environments for people, products, and processes; and measures of
effectiveness.
Requirements
elicitation: Using systematic
techniques, like prototypes and structured surveys, to proactively identify and
document customer and end-user needs.
Requirements management: The management of all requirements
received by or generated by the project, including both technical and
nontechnical requirements as well as those requirements levied on the project
by the organization.
Requirements
traceability: The evidence of an
association between a requirement and its source requirement, its
implementation, and its verification.
Return on investment: The ratio of revenue from output (product)
to production costs, which determines whether an organization benefits from
performing an action to produce something.
Risk analysis: The evaluation, classification, and
prioritization of risks.
Risk identification: An organized, thorough approach to seek
out probable or realistic risks in achieving objectives.
Risk management: An organized, analytic process to identify
what might cause harm or loss (identify risks), assess and quantify the
identified risks, and to develop and, if needed, implement an appropriate
approach to prevent or handle risk causes that could result in significant harm
or loss.
Risk management
strategy: An organized,
technical approach to identify what might cause harm or loss (identify risks),
assess and quantify the identified risks, and to develop and if needed
implement an appropriate approach to prevent or handle risk causes that could
result in significant harm or loss. Typically, risk management is performed for
project, organization, or product-developing organizational units.
Root cause: A root cause is a source of a defect such
that if it is removed, the defect is decreased or removed.
Senior manager:The term senior manager as it is used in CMMI refers to a
management role at a high enough level in an organization that the primary
focus of the person is the long-term health and success of the organization
rather than the shortterm project and contractual concerns and pressures. A
senior manager may be responsible for the oversight of a program that may
contain many projects that are managed by project managers.
Software engineering: (1) The application of a systematic,
disciplined, quantifiable approach to the development, operation, and
maintenance of software. (2) The study of approaches as in (1).
Solicitation: The process of preparing a solicitation
package and selecting a supplier (contractor).
Solicitation package: A formal document delineating technical
and nontechnical requirements that is used to request offers on invitations for
bids (bids) and requests for proposal (proposals), or to request statements of
capabilities and price quotations (quotes). It is otherwise used as a basis for
selecting a supply source or sources to provide products or services.
Special cause of process
variation: A cause of a defect
that is specific to some transient circumstance and not an inherent part of a
process.
Specific goal: SPECIFIC GOALS apply to a process area and
address the unique characteristics that describe what must be implemented to
satisfy the process area. Specific goals are required model components and are
used in appraisals to help determine whether a process area is satisfied.
Specific practice: A SPECIFIC PRACTICE is an activity that is
considered important in achieving the associated specific goal. The specific
practices describe the activities expected to result in achievement of the
specific goals of a process area. Specific practices are expected model
components.
Stable process: The state in which all special causes of
process variation have been removed and prevented from recurring so that only
the common causes of process variation of the process remain.
Staged representation: A model structure wherein attaining the
goals of a set of process areas establishes a maturity level; each level builds
a foundation for subsequent levels.
Stakeholder: A stakeholder is a group or individual
that is affected by the outcome of a project or can affect the activities or
output of the project.
Standard process: An operational definition of the basic
process that guides the establishment of a common process in an organization. A
standard process describes the fundamental process elements that are expected
to be incorporated into any defined process. It also describes the
relationships (e.g., ordering and interfaces) between these process elements.
Statement of work: A description of contracted work required
to complete a project.
Statistical
predictability: The performance of
a quantitative process that is controlled using statistical and other
quantitative techniques.
Statistical process
control: Statistically
based analysis of a process and measurements of process performance, which will
identify common and special causes of variation in the process performance, and
maintain process performance within limits.
Statistical techniques: An analytic technique that employs
statistical methods (e.g., statistical process control, confidence intervals,
prediction intervals).
Statistically managed
process : A process that is
managed by a statistically based technique in which processes are analyzed,
special causes of process variation are identified, and performance is
contained within well-defined limits.
Strength: As used in CMMI appraisal materials, an
exemplary or noteworthy implementation of a CMMI model practice.
Subprocess: A process that is part of a larger
process.
Supplier: 1) An entity delivering products or
performing services being acquired. (2) An individual, partnership, company,
corporation, association, or other service having an agreement (contract) with
an acquirer for the design, development, manufacture, maintenance,
modification, or supply of items under the terms of an agreement (contract).
Sustainment: The processes used to ensure that a
product can be utilized operationally by its end users or customers. Sustainment
ensures that maintenance is done such that the product is in an operable
condition whether the product is in use or not by customers or end users.
Systems engineering: The interdisciplinary approach governing
the total technical and managerial effort required to transform a set of
customer needs, expectations, and constraints into a product solution and
support that solution throughout the product.s life.This includes the
definition of technical performance measures, the integration of engineering specialties
towards the establishment of a product architecture, and the definition of
supporting life-cycle processes that balance cost, performance, and schedule
objectives.
Tailoring guidelines: Tailoring a process makes, alters, or adapts process descriptions,
normally described at the organizational level, for use on a particular
project. For most organizations, one organizational process definition cannot
or will not be followed 100% for all of the projects. Some adaptation is
normally needed. Tailoring guidelines then describe what can and cannot be
modified and identify process components that are allowable candidates for
modification.
Target profile: In the continuous representation, a list
of process areas and their corresponding capability levels that represent an
objective for process improvement.
Target staging: In the continuous representation, a
sequence of target profiles that describes the path of process improvement to
be followed by the organization.
Technical data packag: A collection of items that may include the
following if such information is appropriate to the type of product and product
component.
Technical requirements: Properties (attributes) of products or
services to be acquired or developed.
Test procedure: Detailed instructions for the setup,
execution, and evaluation of results for a given test.
Trade study: An evaluation of alternatives based on
criteria and systematic analysis, to select the best alternative for attaining
determined objectives.
Training: In the Organizational Training process
area, see the definition of .training. in the introductory notes.
Validation: Validation
demonstrates that the product, as provided, (or as it will be provided) will
fulfill its intended use in the operational environment. Validation assures
that "You built the right thing."
Verification: Verification includes verification of the
product and intermediate work products against all selected requirements,
including customer, product, and product component requirements. Verification
is inherently an incremental process. It begins with the verification of the
requirements, progresses through the verification of the evolving work
products, and culminates in the verification of the completed product.
Verification addresses whether the work product properly reflects the specified
requirements. Verification assures "You built it right."
Verifying
implementation: A common feature
of CMMI model process areas with a staged representation that groups the
generic practices related to review by higher level management, and objective
evaluation of conformance to process descriptions, procedures, and standards.
Version control: The establishment and maintenance of
baselines and the identification of changes to baselines that make it possible
to return to the previous baseline.
Weakness: As
used in CMMI appraisal materials, the ineffective, or lack of, implementation
of one or more CMMI model practices.
Work breakdown structure: An arrangement of work elements and their
relationship to each other and to the end product.
Work product: he term WORK PRODUCT is used throughout
the CMMI Product Suite to mean any artifact produced by a process. These
artifacts can include files, documents, parts of the product, services,
processes, specifications, and invoices. Examples of processes to be considered
as work products include a manufacturing process, a training process, and a
disposal process for the product. A key distinction between a WORK PRODUCT and
a product component is that a work product need not be engineered or part of
the end product.
Work product and task
attributes: Characteristics of
products, services, and project tasks used to help in estimating project work.
These characteristics include items such as size, complexity, weight, form,
fit, or function. They are typically used as one input to deriving other
project and resource estimates (e.g., effort, cost, schedule)
Capability Maturity Model Integration (CMMI) Acronyms:
Here is the list of all
CMMI Acronyms arranged in alphabetical order.
Acronym
|
Expanded
Form
|
ARC
|
Appraisal requirements for CMMI
|
CAF
|
CMM Appraisal Framework
|
CAR
|
Causal Analysis and Resolution
(process area)
|
CAU
|
Cockpit Avionics Upgrade
|
CBA IPI
|
CMM-Based Appraisal for Internal
Process Improvement
|
CBT
|
Computer-based training
|
CCB
|
Configuration control board
|
CM
|
Configuration Management (process
area)
|
CMM
|
Capability Maturity Model
|
CMMI
|
Capability Maturity Model
Integration
|
CMMI-SE/SW
|
Capability Maturity Model
Integration for Systems Engineering and Software Engineering
|
CMMI-SE/SW/IPPD
|
Capability Maturity Model
Integration for Systems Engineering, Software Engineering, and Integrated
Product and Process Development
|
CMMI-SE/SW/IPPD/SS
|
Capability Maturity Model
Integration for Systems Engineering, Software Engineering, Integrated
Product and Process Development, and Supplier Sourcing
|
COTS
|
Commercial off the shelf
|
CPM
|
Commercial off the shelf
|
CPM
|
Critical path method
|
DAR
|
Decision Analysis and Resolution
(process area)
|
EIA
|
Electronic Industries Alliance
|
EIA/IS
|
Electronic Industries Alliance
Interim Standard
|
FAA
|
Federal Aviation Administration
|
FAA-iCMM
|
Federal Aviation Administration
Integrated Capability Maturity Model
|
GG
|
Generic goal
|
GP
|
Generic practice
|
IDEAL
|
Initiating, Diagnosing, Establishing,
Acting, Learning
|
IEEE
|
Institute of Electrical and
Electronics Engineers
|
INCOSE
|
International Council on Systems
Engineering
|
IPD-CMM
|
Integrated Product Development
Capability Maturity Model
|
IPM
|
Integrated Project Management
(process area)
|
IPPD
|
Integrated Product and Process
Development
|
IPT
|
Integrated Product Team
|
ISM
|
Integrated Supplier Management
(process area)
|
ISO
|
International Organization for
Standardization
|
ISO/IEC
|
International Organization for
Standardization and International Electro technical Commission
|
IT
|
Integrated Teaming (process area)
|
KSLOC
|
Thousand source lines of code
|
MA
|
Measurement and Analysis (process
area)
|
MOA
|
Memorandum of agreement
|
NDI
|
Nondevelopmental item
|
NDIA
|
National Defense Industrial
Association
|
OEI
|
Organizational Environment for
Integration (process area)
|
OID
|
Organizational Innovation and
Deployment (process area)
|
OPD
|
Organizational Process Definition
(process area)
|
OPF
|
Organizational Process Focus
(process area)
|
OPP
|
Organizational Process Performance
(process area)
|
OT
|
Organizational Training (process
area)
|
OUSD/AT&L
|
Office of the Under Secretary of
Defense, Acquisition, Technology, and Logistics
|
P-CMM
|
People Capability Maturity Model
|
PA
|
Process area
|
PAIS
|
Process Appraisal Information
System
|
PASS
|
Primary Avionics Software System
|
PERT
|
Program Evaluation and Review
Technique
|
PI
|
Product Integration (process area)
|
PMC
|
Project Monitoring and Control
(process area)
|
PP
|
Project Planning (process area)
|
PPQA
|
Process and Product Quality
Assurance (process area)
|
QFD
|
Quality Function Deployment
|
QPM
|
Quantitative Project Management
(process area)
|
RD
|
Requirements Development (process
area)
|
REQM
|
Requirements Management (process
area)
|
RSKM
|
Risk Management (process area)
|
SA-CMM
|
Software Acquisition Capability
Maturity Model
|
SAM
|
Supplier Agreement Management
(process area)
|
SCAMPI
|
Standard CMMI Appraisal Method for
Process Improvement
|
SDMP
|
Software development management
plan
|
SE
|
Systems engineering
|
SE-CMM
|
Systems Engineering Capability
Maturity Model
|
SEC
|
Software Executive Council
|
SECAM
|
Systems Engineering Capability
Assessment Model
|
SECM
|
Systems Engineering Capability
Model
|
SEI
|
Software Engineering Institute
|
SE/SW
|
Systems engineering and software
engineering
|
SEPG
|
Software engineering process group
|
SG
|
Specific goal
|
SP
|
Specific practice
|
SPMN
|
Software Program Managers Network
|
SS
|
Supplier sourcing
|
STSC
|
Software Technology Support Center
|
SW
|
Software engineering
|
SW-CMM
|
Capability Maturity Model for
Software
|
TS
|
Technical Solution (process area)
|
VAL
|
Validation (process area)
|
VER
|
Verification (process area)
|
WBS
|
Work breakdown structure
|
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