CMMI - Guidelines for Process Integration and Product by Mary Beth Chrissis, Mike Konrad, Sandra Shrum

By Mary Beth Chrissis, Mike Konrad, Sandra Shrum

CMMI® for improvement (CMMI-DEV) describes top practices for the advance and upkeep of goods and providers throughout their lifecycle. by way of integrating crucial our bodies of data, CMMI-DEV offers a unmarried, accomplished framework for enterprises to evaluate their improvement and upkeep tactics and increase functionality. Already broadly followed in the course of the international for disciplined, high quality engineering, CMMI-DEV model 1.3 now incorporates different glossy techniques besides, together with using Agile equipment, Lean Six Sigma, and architecture-centric development.

 

CMMI® for improvement, 3rd Edition, is the definitive reference for CMMI-DEV model 1.3. The authors have revised their information, tricks, and cross-references, which look within the margins of the e-book, that can assist you larger comprehend, follow, and locate information regarding the content material of every technique quarter. The booklet contains new and up-to-date views on CMMI-DEV within which humans influential within the model’s production, improvement, and transition percentage short yet precious insights. It additionally good points 4 new case experiences and 5 contributed essays with functional recommendation for adopting and utilizing CMMI-DEV. This publication is a necessary resource–whether you're new to CMMI-DEV or are accustomed to an past version–if you want to find out about, overview, or positioned the newest model of the version into practice.

 

The e-book is split into 3 parts.

 

Part One offers the extensive view of CMMI-DEV, starting with simple suggestions of strategy development. It introduces the method components, their parts, and their relationships to one another. It describes potent paths to the adoption and use of CMMI-DEV for technique development and benchmarking, all illuminated with clean case reviews and useful essays.

 

Part Two, the majority of the booklet, information the typical ambitions and practices and the twenty-two strategy components now comprising CMMI-DEV. the method parts are geared up alphabetically through acronym for simple reference. each one method quarter contains objectives, top practices, and examples.

 

Part 3 contains a number of beneficial assets, together with CMMI-DEV-related references, acronym definitions, a thesaurus of phrases, and an index.

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Extra resources for CMMI - Guidelines for Process Integration and Product Improvement

Example text

There are many valid reasons to select either representation. If you have been using a CMM and you are familiar with a particular representation, we suggest that you continue to use that representation because it will make the transition to CMMI easier. Once you have become completely comfortable with CMMI, you might then decide to use the other representation. Because each representation has advantages over the other, some organizations use both representations to address particular needs at various times in their improvement programs.

1-1). The x is the same number as the goal the specific practice maps to. The y is the sequence number of the specific practice under the specific goal. [1] [1] A detailed discussion of capability levels can be found in chapter 5. An example of specific practice numbering is in the Project Planning process area. 2-1. 1). The x corresponds to the number of the generic goal. The y is the sequence number of the generic practice under the generic goal. 1. Now that you are familiar with the purpose of each of the process area components, the following typographical conventions section explains how to identify them in Part Two.

For example, an objective might be to reduce the cost of performing a process for this implementation over the previous implementation. Although a generic practice, by definition, applies to all process areas, the practical implications of applying a generic practice vary for each process area. Consider two examples that illustrate these differences as they relate to planning the process. First, the planning described by this generic practice as applied to the Project Monitoring and Control process area may be carried out in full by the processes associated with the Project Planning process area.

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