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CMMI-DEV 1.2
CMMI for Development, version 1.2
Preface
About CMMI for Development
Generic Goals and Practices, Process Areas
Appendices & Glossary
Purpose
Acknowledgments
Audience
Organization of This Document
How to Use This Document
Additional Information and Reader Feedback
Introduction
Process Area Components
Tying It All Together
Relationships Among Process Areas
Using CMMI Models
Generic Goals and Generic Practices
CAUSAL ANALYSIS AND RESOLUTION
CONFIGURATION MANAGEMENT
DECISION ANALYSIS AND RESOLUTION
INTEGRATED PROJECT MANAGEMENT +IPPD
MEASUREMENT AND ANALYSIS
ORGANIZATIONAL INNOVATION AND DEPLOYMENT
ORGANIZATIONAL PROCESS DEFINITION +IPPD
ORGANIZATIONAL PROCESS FOCUS
ORGANIZATIONAL PROCESS PERFORMANCE
ORGANIZATIONAL TRAINING
PRODUCT INTEGRATION
PROJECT MONITORING AND CONTROL
PROJECT PLANNING
PROCESS AND PRODUCT QUALITY ASSURANCE
QUANTITATIVE PROJECT MANAGEMENT
REQUIREMENTS DEVELOPMENT
REQUIREMENTS MANAGEMENT
RISK MANAGEMENT
SUPPLIER AGREEMENT MANAGEMENT
TECHNICAL SOLUTION
VALIDATION
VERIFICATION
A. References
B. Acronyms
C. CMMI for Development Project Participants
D. Glossary
Process
Areas
(staged)
Level 2
RM
PP
PMC
SAM
MA
PPQA
CM
Level 3
RD
TS
PI
VE
VA
OPF
OPD
OT
IPM
RSKM
DAR
Level 4
OPP
QPM
Level 5
OID
CAR
Table
CMMI for Development, version 1.2
1.
Preface
1.1.
Purpose
1.2.
Acknowledgments
1.3.
Audience
1.4.
Organization of This Document
1.5.
How to Use This Document
1.6.
Additional Information and Reader Feedback
3.
About CMMI for Development
3.1.
Introduction
3.1.1.
About Capability Maturity Models
3.1.2.
Evolution of CMMI
3.1.3.
CMMI for Development
3.1.4.
The Scope of CMMI for Development
3.1.5.
The Group of IPPD Additions
3.1.6.
Resolving Different Approaches of CMMs
3.1.7.
Choosing a Representation
3.1.8.
Your Approach to Process Improvement
3.2.
Process Area Components
3.2.1.
Required, Expected, and Informative Components
3.2.2.
Components Associated with Part Two
3.2.3.
Supporting Informative Components
3.2.4.
Numbering Scheme
3.2.5.
Typographical Conventions
3.3.
Tying It All Together
3.3.1.
Understanding Levels
3.3.2.
Structures of the Continuous and Staged Representations
3.3.3.
Understanding Capability Levels
3.3.4.
Understanding Maturity Levels
3.3.5.
Process Areas
3.3.6.
Generic Goals and Practices
3.3.7.
Representation Comparison
3.3.8.
Equivalent Staging
3.4.
Relationships Among Process Areas
3.4.1.
Four Categories of CMMI Process Areas
3.4.2.
Process Management
Basic Process Management Process Areas
Advanced Process Management Process Areas
3.4.3.
Project Management
Basic Project Management Process Areas
Advanced Project Management Process Areas
3.4.4.
Engineering
Recursion and Iteration of Engineering Processes
3.4.5.
Support
Basic Support Process Areas
Advanced Support Process Areas
3.5.
Using CMMI Models
3.5.1.
Adopting CMMI
3.5.2.
Your Process Improvement Program
3.5.3.
Selections That Influence Your Program
3.5.4.
CMMI Models
3.5.5.
Using CMMI Appraisals
3.5.6.
Appraisal Considerations
3.5.7.
CMMI-Related Training
4.
Generic Goals and Practices, Process Areas
4.1.
Generic Goals and Generic Practices
4.1.1.
Overview
4.1.2.
Process Institutionalization
Performed Process
Managed Process
Defined Process
Quantitatively Managed Process
Optimizing Process
Relationships among Processes
4.1.3.
Generic Goals and Generic Practices
Achieve Specific Goals
Institutionalize a Managed Process
Institutionalize a Defined Process
Institutionalize a Quantitatively Managed Process
Institutionalize an Optimizing Process
4.1.4.
Applying Generic Practices
4.1.5.
Process Areas That Support Generic Practices
4.2.
CAUSAL ANALYSIS AND RESOLUTION
4.2.1.
SG 1 Determine Causes of Defects
SP 1.1 Select Defect Data for Analysis
SP 1.2 Analyze Causes
4.2.2.
SG 2 Address Causes of Defects
SP 2.1 Implement the Action Proposals
SP 2.2 Evaluate the Effect of Changes
SP 2.3 Record Data
4.3.
CONFIGURATION MANAGEMENT
4.3.1.
SG 1 Establish Baselines
SP 1.1 Identify Configuration Items
SP 1.2 Establish a Configuration Management System
SP 1.3 Create or Release Baselines
4.3.2.
SG 2 Track and Control Changes
SP 2.1 Track Change Requests
SP 2.2 Control Configuration Items
4.3.3.
SG 3 Establish Integrity
SP 3.1 Establish Configuration Management Records
SP 3.2 Perform Configuration Audits
4.4.
DECISION ANALYSIS AND RESOLUTION
4.4.1.
SG 1 Evaluate Alternatives
SP 1.1 Establish Guidelines for Decision Analysis
SP 1.2 Establish Evaluation Criteria
SP 1.3 Identify Alternative Solutions
SP 1.4 Select Evaluation Methods
SP 1.5 Evaluate Alternatives
SP 1.6 Select Solutions
4.5.
INTEGRATED PROJECT MANAGEMENT +IPPD
4.5.1.
SG 1 Use the Project's Defined Process
SP 1.1 Establish the Project's Defined Process
SP 1.2 Use Organizational Process Assets for Planning Project Activities
SP 1.3 Establish the Project's Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using the Integrated Plans
SP 1.6 Contribute to the Organizational Process Assets
4.5.2.
SG 2 Coordinate and Collaborate with Relevant Stakeholders
SP 2.1 Manage Stakeholder Involvement
SP 2.2 Manage Dependencies
SP 2.3 Resolve Coordination Issues
4.5.3.
SG 3 Apply IPPD Principles
SP 3.1 Establish the Project's Shared Vision
SP 3.2 Establish the Integrated Team Structure
SP 3.3 Allocate Requirements to Integrated Teams
SP 3.4 Establish Integrated Teams
SP 3.5 Ensure Collaboration among Interfacing Teams
4.6.
MEASUREMENT AND ANALYSIS
4.6.1.
SG 1 Align Measurement and Analysis Activities
SP 1.1 Establish Measurement Objectives
SP 1.2 Specify Measures
SP 1.3 Specify Data Collection and Storage Procedures
SP 1.4 Specify Analysis Procedures
4.6.2.
SG 2 Provide Measurement Results
SP 2.1 Collect Measurement Data
SP 2.2 Analyze Measurement Data
SP 2.3 Store Data and Results
SP 2.4 Communicate Results
4.7.
ORGANIZATIONAL INNOVATION AND DEPLOYMENT
4.7.1.
SG 1 Select Improvements
SP 1.1 Collect and Analyze Improvement Proposals
SP 1.2 Identify and Analyze Innovations
SP 1.3 Pilot Improvements
SP 1.4 Select Improvements for Deployment
4.7.2.
SG 2 Deploy Improvements
SP 2.1 Plan the Deployment
SP 2.2 Manage the Deployment
SP 2.3 Measure Improvement Effects
4.8.
ORGANIZATIONAL PROCESS DEFINITION +IPPD
4.8.1.
SG 1 Establish Organizational Process Assets
SP 1.1 Establish Standard Processes
SP 1.2 Establish Lifecycle Model Descriptions
SP 1.3 Establish Tailoring Criteria and Guidelines
SP 1.4 Establish the Organization's Measurement Repository
SP 1.5 Establish the Organization's Process Asset Library
SP 1.6 Establish Work Environment Standards
4.8.2.
SG 2 Enable IPPD Management
SP 2.1 Establish Empowerment Mechanisms
SP 2.2 Establish Rules and Guidelines for Integrated Teams
SP 2.3 Balance Team and Home Organization Responsibilities
4.9.
ORGANIZATIONAL PROCESS FOCUS
4.9.1.
SG 1 Determine Process Improvement Opportunities
SP 1.1 Establish Organizational Process Needs
SP 1.2 Appraise the Organization's Processes
SP 1.3 Identify the Organization's Process Improvements
4.9.2.
SG 2 Plan and Implement Process Improvements
SP 2.1 Establish Process Action Plans
SP 2.2 Implement Process Action Plans
4.9.3.
SG 3 Deploy Organizational Process Assets and Incorporate Lessons Learned
SP 3.1 Deploy Organizational Process Assets
SP 3.2 Deploy Standard Processes
SP 3.3 Monitor Implementation
SP 3.4 Incorporate Process-Related Experiences into the Organizational Process Assets
4.10.
ORGANIZATIONAL PROCESS PERFORMANCE
4.10.1.
SG 1 Establish Performance Baselines and Models
SP 1.1 Select Processes
SP 1.2 Establish Process-Performance Measures
SP 1.3 Establish Quality and Process-Performance Objectives
SP 1.4 Establish Process-Performance Baselines
SP 1.5 Establish Process-Performance Models
4.11.
ORGANIZATIONAL TRAINING
4.11.1.
SG 1 Establish an Organizational Training Capability
SP 1.1 Establish the Strategic Training Needs
SP 1.2 Determine Which Training Needs Are the Responsibility of the Organization
SP 1.3 Establish an Organizational Training Tactical Plan
SP 1.4 Establish Training Capability
4.11.2.
SG 2 Provide Necessary Training
SP 2.1 Deliver Training
SP 2.2 Establish Training Records
SP 2.3 Assess Training Effectiveness
4.12.
PRODUCT INTEGRATION
4.12.1.
SG 1 Prepare for Product Integration
SP 1.1 Determine Integration Sequence
SP 1.2 Establish the Product Integration Environment
SP 1.3 Establish Product Integration Procedures and Criteria
4.12.2.
SG 2 Ensure Interface Compatibility
SP 2.1 Review Interface Descriptions for Completeness
SP 2.2 Manage Interfaces
4.12.3.
SG 3 Assemble Product Components and Deliver the Product
SP 3.1 Confirm Readiness of Product Components for Integration
SP 3.2 Assemble Product Components
SP 3.3 Evaluate Assembled Product Components
SP 3.4 Package and Deliver the Product or Product Component
4.13.
PROJECT MONITORING AND CONTROL
4.13.1.
SG 1 Monitor Project Against Plan
SP 1.1 Monitor Project Planning Parameters
SP 1.2 Monitor Commitments
SP 1.3 Monitor Project Risks
SP 1.4 Monitor Data Management
SP 1.5 Monitor Stakeholder Involvement
SP 1.6 Conduct Progress Reviews
SP 1.7 Conduct Milestone Reviews
4.13.2.
SG 2 Manage Corrective Action to Closure
SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Action
4.14.
PROJECT PLANNING
4.14.1.
SG 1 Establish Estimates
SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work Product and Task Attributes
SP 1.3 Define Project Lifecycle
SP 1.4 Determine Estimates of Effort and Cost
4.14.2.
SG 2 Develop a Project Plan
SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SP 2.3 Plan for Data Management
SP 2.4 Plan for Project Resources
SP 2.5 Plan for Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan
4.14.3.
SG 3 Obtain Commitment to the Plan
SP 3.1 Review Plans That Affect the Project
SP 3.2 Reconcile Work and Resource Levels
SP 3.3 Obtain Plan Commitment
4.15.
PROCESS AND PRODUCT QUALITY ASSURANCE
4.15.1.
SG 1 Objectively Evaluate Processes and Work Products
SP 1.1 Objectively Evaluate Processes
SP 1.2 Objectively Evaluate Work Products and Services
4.15.2.
SG 2 Provide Objective Insight
SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues
SP 2.2 Establish Records
4.16.
QUANTITATIVE PROJECT MANAGEMENT
4.16.1.
SG 1 Quantitatively Manage the Project
SP 1.1 Establish the Project's Objectives
SP 1.2 Compose the Defined Process
SP 1.3 Select the Subprocesses that Will Be Statistically Managed
SP 1.4 Manage Project Performance
4.16.2.
SG 2 Statistically Manage Subprocess Performance
SP 2.1 Select Measures and Analytic Techniques
SP 2.2 Apply Statistical Methods to Understand Variation
SP 2.3 Monitor Performance of the Selected Subprocesses
SP 2.4 Record Statistical Management Data
4.17.
REQUIREMENTS DEVELOPMENT
4.17.1.
SG 1 Develop Customer Requirements
SP 1.1 Elicit Needs
SP 1.2 Develop the Customer Requirements
4.17.2.
SG 2 Develop Product Requirements
SP 2.1 Establish Product and Product Component Requirements
SP 2.2 Allocate Product Component Requirements
SP 2.3 Identify Interface Requirements
4.17.3.
SG 3 Analyze and Validate Requirements
SP 3.1 Establish Operational Concepts and Scenarios
SP 3.2 Establish a Definition of Required Functionality
SP 3.3 Analyze Requirements
SP 3.4 Analyze Requirements to Achieve Balance
SP 3.5 Validate Requirements
4.18.
REQUIREMENTS MANAGEMENT
4.18.1.
SG 1 Manage Requirements
SP 1.1 Obtain an Understanding of Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability of Requirements
SP 1.5 Identify Inconsistencies Between Project Work and Requirements
4.19.
RISK MANAGEMENT
4.19.1.
SG 1 Prepare for Risk Management
SP 1.1 Determine Risk Sources and Categories
SP 1.2 Define Risk Parameters
SP 1.3 Establish a Risk Management Strategy
4.19.2.
SG 2 Identify and Analyze Risks
SP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and Prioritize Risks
4.19.3.
SG 3 Mitigate Risks
SP 3.1 Develop Risk Mitigation Plans
SP 3.2 Implement Risk Mitigation Plans
4.20.
SUPPLIER AGREEMENT MANAGEMENT
4.20.1.
SG 1 Establish Supplier Agreements
SP 1.1 Determine Acquisition Type
SP 1.2 Select Suppliers
SP 1.3 Establish Supplier Agreements
4.20.2.
SG 2 Satisfy Supplier Agreements
SP 2.1 Execute the Supplier Agreement
SP 2.2 Monitor Selected Supplier Processes
SP 2.3 Evaluate Selected Supplier Work Products
SP 2.4 Accept the Acquired Product
SP 2.5 Transition Products
4.21.
TECHNICAL SOLUTION
4.21.1.
SG 1 Select Product Component Solutions
SP 1.1 Develop Alternative Solutions and Selection Criteria
SP 1.2 Select Product Component Solutions
4.21.2.
SG 2 Develop the Design
SP 2.1 Design the Product or Product Component
SP 2.2 Establish a Technical Data Package
SP 2.3 Design Interfaces Using Criteria
SP 2.4 Perform Make, Buy, or Reuse Analyses
4.21.3.
SG 3 Implement the Product Design
SP 3.1 Implement the Design
SP 3.2 Develop Product Support Documentation
4.22.
VALIDATION
4.22.1.
SG 1 Prepare for Validation
SP 1.1 Select Products for Validation
SP 1.2 Establish the Validation Environment
SP 1.3 Establish Validation Procedures and Criteria
4.22.2.
SG 2 Validate Product or Product Components
SP 2.1 Perform Validation
SP 2.2 Analyze Validation Results
4.23.
VERIFICATION
4.23.1.
SG 1 Prepare for Verification
SP 1.1 Select Work Products for Verification
SP 1.2 Establish the Verification Environment
SP 1.3 Establish Verification Procedures and Criteria
4.23.2.
SG 2 Perform Peer Reviews
SP 2.1 Prepare for Peer Reviews
SP 2.2 Conduct Peer Reviews
SP 2.3 Analyze Peer Review Data
4.23.3.
SG 3 Verify Selected Work Products
SP 3.1 Perform Verification
SP 3.2 Analyze Verification Results
5.
Appendices & Glossary
5.1.
A. References
5.2.
B. Acronyms
5.2.28.
IPD-CMM
5.2.29.
IPM
5.2.30.
IPM+IPPD
5.2.31.
IPPD
5.2.32.
ISO
5.2.33.
ISO/IEC
5.2.34.
MA
5.2.35.
MDD
5.2.36.
ML
5.2.37.
NDI
5.2.38.
NDIA
5.2.39.
OID
5.2.40.
OPD
5.2.41.
OPD+IPPD
5.2.42.
OPF
5.2.43.
OPP
5.2.44.
OT
5.2.45.
OUSD (AT&L)
5.2.46.
P-CMM
5.2.47.
PA
5.2.48.
PCA
5.2.49.
PERT
5.2.50.
PI
5.2.51.
PMC
5.2.52.
PP
5.2.53.
PPQA
5.2.54.
QA
5.2.55.
QFD
5.2.56.
QPM
5.2.57.
RD
5.2.58.
REQM
5.2.59.
ROI
5.2.60.
RSKM
5.2.61.
SA-CMM
5.2.62.
SAM
5.2.63.
SCAMPI
5.2.64.
SECM
5.2.65.
SEI
5.2.66.
SG
5.2.67.
SP
5.2.68.
SPI
5.2.69.
SW-CMM
5.2.70.
TS
5.2.71.
URL
5.2.72.
VAL
5.2.73.
VER
5.2.74.
WBS
5.3.
C. CMMI for Development Project Participants
5.4.
D. Glossary
5.4.1.
acceptance criteria
5.4.2.
acceptance testing
5.4.3.
achievement profile
5.4.4.
acquisition
5.4.5.
acquisition strategy
5.4.6.
addition
5.4.7.
adequate
5.4.8.
allocated requirement
5.4.9.
alternative practice
5.4.10.
amplification
5.4.11.
appraisal
5.4.12.
appraisal findings
5.4.13.
appraisal participants
5.4.14.
appraisal rating
5.4.15.
appraisal reference model
5.4.16.
appraisal scope
5.4.17.
appropriate
5.4.18.
as needed
5.4.19.
assessment
5.4.20.
assignable cause of process variation
5.4.21.
audit
5.4.22.
base measure
5.4.23.
baseline
5.4.24.
bidirectional traceability
5.4.25.
business objectives
5.4.26.
capability evaluation
5.4.27.
capability level
5.4.28.
capability level profile
5.4.29.
capability maturity model
5.4.30.
capable process
5.4.31.
causal analysis
5.4.32.
change management
5.4.33.
CMMI Framework
5.4.34.
CMMI model
5.4.35.
CMMI model component
5.4.36.
CMMI Product Suite
5.4.37.
common cause of process variation
5.4.38.
concept of operations
5.4.39.
configuration audit
5.4.40.
configuration baseline
5.4.41.
configuration control
5.4.42.
configuration control board
5.4.43.
configuration identification
5.4.44.
configuration item
5.4.45.
configuration management
5.4.46.
configuration status accounting
5.4.47.
continuous representation
5.4.48.
contractor
5.4.49.
corrective action
5.4.50.
COTS
5.4.51.
customer
5.4.52.
customer requirement
5.4.53.
data
5.4.54.
data management
5.4.55.
defect density
5.4.56.
defined process
5.4.57.
derived measures
5.4.58.
derived requirements
5.4.59.
design review
5.4.60.
development
5.4.61.
developmental plan
5.4.62.
discipline
5.4.63.
document
5.4.64.
enterprise
5.4.65.
entry criteria
5.4.66.
equivalent staging
5.4.67.
establish and maintain
5.4.68.
evidence
5.4.69.
executive
5.4.70.
exit criteria
5.4.71.
expected CMMI components
5.4.72.
finding
5.4.73.
formal evaluation process
5.4.74.
framework
5.4.75.
functional analysis
5.4.76.
functional architecture
5.4.77.
functional configuration audit
5.4.78.
generic goal
5.4.79.
generic practice
5.4.80.
generic practice elaboration
5.4.81.
goal
5.4.82.
hardware engineering
5.4.83.
higher level management
5.4.84.
incomplete process
5.4.85.
informative CMMI components
5.4.86.
institutionalization
5.4.87.
integrated product and process development
5.4.88.
integrated team
5.4.89.
interface control
5.4.90.
lifecycle model
5.4.91.
managed process
5.4.92.
manager
5.4.93.
maturity level
5.4.94.
memorandum of agreement
5.4.95.
natural bounds
5.4.96.
nondevelopmental item (NDI)
5.4.97.
nontechnical requirements
5.4.98.
objective
5.4.99.
objective evidence
5.4.100.
objectively evaluate
5.4.101.
observation
5.4.102.
operational concept
5.4.103.
operational scenario
5.4.104.
optimizing process
5.4.105.
organization
5.4.106.
organizational maturity
5.4.107.
organizational policy
5.4.108.
organizational process assets
5.4.109.
organizational unit
5.4.110.
organization's business objectives
5.4.111.
organization's measurement repository
5.4.112.
organization's process asset library
5.4.113.
organization's set of standard processes
5.4.114.
outsourcing
5.4.115.
peer review
5.4.116.
performance parameters
5.4.117.
performed process
5.4.118.
physical configuration audit
5.4.119.
planned process
5.4.120.
policy
5.4.121.
process
5.4.122.
process action plan
5.4.123.
process action team
5.4.124.
process and technology improvements
5.4.125.
process architecture
5.4.126.
process area
5.4.127.
process asset
5.4.128.
process asset library
5.4.129.
process attribute
5.4.130.
process capability
5.4.131.
process definition
5.4.132.
process description
5.4.133.
process element
5.4.134.
process group
5.4.135.
process improvement
5.4.136.
process improvement objectives
5.4.137.
process improvement plan
5.4.138.
process measurement
5.4.139.
process owner
5.4.140.
process performance
5.4.141.
process-performance baseline
5.4.142.
process-performance model
5.4.143.
process tailoring
5.4.144.
product
5.4.145.
product baseline
5.4.146.
product component
5.4.147.
product component requirements
5.4.148.
product lifecycle
5.4.149.
product line
5.4.150.
product-related lifecycle processes
5.4.151.
product requirements
5.4.152.
product suite
5.4.153.
profile
5.4.154.
program
5.4.155.
project
5.4.156.
project manager
5.4.157.
project plan
5.4.158.
project progress and performance
5.4.159.
project startup
5.4.160.
project's defined process
5.4.161.
prototype
5.4.162.
quality
5.4.163.
quality and process-performance objectives
5.4.164.
quality assurance
5.4.165.
quality control
5.4.166.
quantitative objective
5.4.167.
quantitatively managed process
5.4.168.
rating
5.4.169.
reference
5.4.170.
reference model
5.4.171.
relevant stakeholder
5.4.172.
representation
5.4.173.
required CMMI components
5.4.174.
requirement
5.4.175.
requirements analysis
5.4.176.
requirements elicitation
5.4.177.
requirements management
5.4.178.
requirements traceability
5.4.179.
return on investment
5.4.180.
risk analysis
5.4.181.
risk identification
5.4.182.
risk management
5.4.183.
risk management strategy
5.4.184.
root cause
5.4.185.
senior manager
5.4.186.
service
5.4.187.
shared vision
5.4.188.
software engineering
5.4.189.
solicitation
5.4.190.
special cause of process variation
5.4.191.
specific goal
5.4.192.
specific practice
5.4.193.
stable process
5.4.194.
staged representation
5.4.195.
stakeholder
5.4.196.
standard
5.4.197.
standard process
5.4.198.
statement of work
5.4.199.
statistical predictability
5.4.200.
statistical process control
5.4.201.
statistical techniques
5.4.202.
statistically managed process
5.4.203.
subpractice
5.4.204.
subprocess
5.4.205.
supplier
5.4.206.
sustainment
5.4.207.
systems engineering
5.4.208.
tailoring
5.4.209.
tailoring guidelines
5.4.210.
target profile
5.4.211.
target staging
5.4.212.
technical data package
5.4.213.
technical requirements
5.4.214.
test procedure
5.4.215.
traceability
5.4.216.
trade study
5.4.217.
training
5.4.218.
typical work product
5.4.219.
unit testing
5.4.220.
validation
5.4.221.
verification
5.4.222.
version control
5.4.223.
work breakdown structure (WBS)
5.4.224.
work product
5.4.225.
work product and task attributes
Table
|
Images
|
Glossary
|
Index
|
Faceted index
Process
Areas
(continuous)
Process
management
OPF
OPD
OT
OPP
OID
Project
management
PP
PMC
SAM
IPM
RSKM
QPM
Engineering
RD
RM
TS
PI
VE
VA
Support
CM
PPQA
MA
DAR
CAR
Page 1 / 1102
CMMI for Development 1.2 compiled by Christophe Guibert with
WebIdeaTree 5
Last revision on 2008-06-29
CMMI-DEV 1.2
CMMI-DEV 1.2
