When used as a noun in the CMMI Product Suite, the term objective replaces the word goal as used in its common everyday sense, since the word goal is reserved for use when referring to CMMI model components called specific goals and generic goals. (See also "goal.")

As used in CMMI appraisal materials, documents or interview results used as indicators of the implementation or institutionalization of model practices. Sources of objective evidence can include instruments, presentations, documents, and interviews. (See also "institutionalization.")

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. (See also "audit.")

As used in CMMI appraisal materials, a written record that represents the appraisal team members' understanding of information either seen or heard during appraisal data collection activities. The written record may take the form of a statement or may take alternative forms as long as the content is preserved.

Organizational Innovation and Deployment (process area)

Organizational Process Definition (process area)

A general description of the way in which an entity is used or operates. (Also known as "concept of operations.")

A description of an imagined sequence of events that includes the interaction of the product or service with its environment and users, as well as interaction among its product or service components. Operational scenarios are used to evaluate the requirements and design of the system and to verify and validate the system.

Organizational Process Focus (process area)

Organizational Process Performance (process area)

A quantitatively managed process that is improved based on an understanding of the common causes of variation inherent in the process. The focus of an optimizing process is on continually improving the range of process performance through both incremental and innovative improvements. (See also "common cause of process variation," "defined process," and "quantitatively managed process.")

An administrative 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. However, the word organization as used throughout CMMI models can also apply to one person who performs a function in a small organization that might be performed by a group of people in a large organization. (See also "enterprise" and "organizational unit.")

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. (See also "quality and process-performance objectives" and "quantitative objective.")
Such objectives may include reducing the number of change requests during a system's integration phase, reducing development cycle time, increasing the number of errors found in a product's first or second phase of development, and reducing the number of customer-reported defects when applied to systems engineering activities.

A repository used to collect and make measurement data available on processes and work products, particularly as they relate to the organization's set of standard processes. This repository contains or references actual measurement data and related information needed to understand and analyze measurement data.

A library of information used to store and make process assets available that are useful to those who are defining, implementing, and managing processes in the organization. This library contains process assets that include process-related documentation such as policies, defined processes, checklists, lessons-learned documents, templates, standards, procedures, plans, and training materials.

A collection of definitions of the processes that guide activities in an organization. These process descriptions cover the fundamental process elements (and their relationships to each other, such as ordering and interfaces) that must be incorporated into the defined processes that are implemented in projects across the organization. A standard process enables consistent development and maintenance activities across the organization and is essential for long-term stability and improvement. (See also "defined process" and "process element.")

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.

A guiding principle typically established by senior management that is adopted by an organization to influence and determine decisions.

Artifacts that relate to describing, implementing, and improving processes (e.g., policies, measurements, process descriptions, and process implementation support tools). The term process assets is used to indicate that these artifacts are developed or acquired to meet the business objectives of the organization and that they represent investments by the organization that are expected to provide current and future business value. (See also "process asset library.")

The part of an organization that is the subject of an 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.

Organizational Training (process area)

Office of the Under Secretary of Defense (Acquisition, Technology, and Logistics)

(See "acquisition.")