(See "appraisal rating.")

Requirements Development (process area)

An informative model component that points to additional or more detailed information in related process areas.

A model that is used as a benchmark for measuring some attribute.

A stakeholder that is identified for involvement in specified activities and is included in a plan. (See also "stakeholder.")

The organization, use, and presentation of a CMM's components. Overall, two types of approaches to presenting best practices are evident: the staged representation and the continuous representation.

Requirements Management (process area)

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.

(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).

"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."

Using systematic techniques, such as prototypes and structured surveys, to proactively identify and document customer and end-user needs.

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.

A discernable association between requirements and related requirements, implementations, and verifications. (See also "bidirectional traceability" and "traceability.")

The ratio of revenue from output (product) to production costs, which determines whether an organization benefits from performing an action to produce something.

The evaluation, classification, and prioritization of risks.

An organized, thorough approach to seek out probable or realistic risks in achieving objectives.

"An organized, analytic process to identify what might cause harm or loss (identify risks); to assess and quantify the identified risks; and to develop and, if needed, implement an appropriate approach to prevent or handle causes of risk that could result in significant harm or loss."

"An organized, technical approach to identify what might cause harm or loss (identify risks); to assess and quantify the identified risks; and to develop and, if needed, implement an appropriate approach to prevent or handle causes of risk that could result in significant harm or loss. Typically, risk management is performed for project, organization, or product developing organizational units."

return on investment

A source of a defect such that if it is removed, the defect is decreased or removed.

Risk Management (process area)