Index
A
Accept the Acquired Product practice, 504–505
Acceptable service levels documentation, 515
Acceptance procedures for acquired products, 504
Acceptance reviews and tests documentation, 505
Access control
archived data, 427
configuration management, 260
Accuracy checks for measures, 328
Achieve Specific Goals goal, 150
Achievement profiles, 64
Acquired products
accepting, 504–505
configuring, 256
transition of, 505–506
Acquisition types, 494
Acronyms, 601–603
Action plans
establishing, 367
implementing, 368–369
for supplier agreements, 505
Action proposals, 251
Actions
corrective. See Corrective actions
planning and implementing, 367–369
on standard services, 586
Activities, 12
Actualization phase in service lifecycles, 78
Ad-hoc service requests, 524
Adaptive maintenance, 540
Additions, 29–30
Address Causes of Defects and Problems goal, 250
Evaluate the Effect of Changes practice, 252–253
Implement Action Proposals practice, 250–252
Record Data practice, 253
Address Underlying Causes of Selected Incidents practice, 307–308
Adherence evaluation, 197–205
Administrative procedures in measurement analyses, 324
Advisory Group, 607
Agile Manifesto, 123
Agility of services, 122–128
Agreement phase in project lifecycles, 78
Agreement types in strategies, 416
Agreements, supplier. See Supplier Agreement Management (SAM) process area
Align Measurement and Analysis Activities goal, 317
Establish Measurement Objectives practice, 317–319
Specify Analysis Procedures practice, 323–325
Specify Data Collection and Storage Procedures practice, 321–322
Specify Measures practice, 319–321
Alternative solutions
evaluating, 269–275
identifying, 272
Analysis phase
incident lifecycles, 81
service request lifecycles, 80
service system lifecycles, 79
Analyze and Validate Requirements practice, 549–551
Analyze Causes practice, 248–250
Analyze Existing Agreements and Service Data practice, 526–528
Analyze Incident Data practice, 305–306
Analyze Issues practice, 405–406
Analyze Measurement Data practice, 326–327
Analyze Results of Verification and Validation practice, 520–521
Analyze Selected Incident Data practice, 310–311
Analyze Service System Transition Needs practice, 130, 571–573
Annual conferences, 39
Apply Statistical Methods to Understand Variation practice, 458–461
Apply Workarounds to Selected Incidents practice, 306–307
Appraisal approach, 48
Appraisal ratings, 49
Appraisal teams, 36
Appraisals, 6
processes, methods, and tools, 374
SCAMPI, 36–37
Appraise the Organization’s Processes practice, 364–365
Archived data, 427
“Are Services Agile?” (Glazer), 122–128
Assess and Control the Impacts of the Transition practice, 130–131, 577–579
Assess Training Effectiveness practice, 394–395
Assessing knowledge and skills, 431
Asset libraries, 347
for defined processes, 281, 288
establishing, 356–357
Assign Responsibility practice
overview, 167–168
process area relationships, 220
Assignable causes, 459–461
Assumptions
decision criteria, 274
Schedule, 423
Attributes
monitoring, 399–400
process elements, 350
services, 588
subprocesses, 454
work products and tasks, 419
Audits, configuration, 265–266
Authorization for configuration item changes, 263
Automatic collection of data, 322
Availability, CAM. See Capacity and Availability Management (CAM) process area
B
Barriers to process- and technology-improvement deployment, 336–337
Base measures
data collection for, 326
examples, 319–320
configuration management, 257–262
performance, 381–382
service system, 572
transition plans, 575
Behr, Kevin
The Visible Ops Handbook: Starting ITIL in Four Practical Steps, 90
“What We Can Learn from High-Performing IT Organizations to Stop the Madness in IT Outsourcing” (Kim and Behr), 89–98
Benefits
process- and technology-improvement proposals, 335, 338
risk mitigation plans, 488
Bidirectional traceability, 467, 471–473
Books on change, 40–41
Bounds for thresholds, 480
Brundtland Report, 134
Budgets, 422–424
C
Calibrating process-performance models, 384
CAM. See Capacity and Availability Management (CAM) process area
Candidate measures, 320
Capability levels, 57–58
vs. maturity levels, 60–63
profiles, 65
Capability Maturity Model: Guidelines for Improving the Software Process, 8
Capability Maturity Models (CMMs), 8
Capability profiles, 40
Capacity and Availability Management (CAM) process area
configuration management, 175
Incident Resolution and Prevention relationship, 299
introductory notes, 225–230
Monitor and Analyze Capacity and Availability goal, 238–243
Organizational Process Performance relationship, 376
Prepare for Capacity and Availability Management goal, 231–238
process monitoring and control, 190
process plans, 155
project lifecycles, 79
Project Monitoring and Control relationship, 397
Project Planning relationship, 412
purpose, 225
Quantitative Project Management relationship, 447
resources, 160
service system lifecycles, 80
stakeholder identification and involvement, 182
training, 168
capital project failures, 95
CAR. See Causal Analysis and Resolution (CAR) process area
case studies for IT organizations, 95–96
Categories
service requests, 531, 537–538
Causal Analysis and Resolution (CAR) process area, 24
Address Causes of Defects and Problems goal, 250–253
adherence evaluation, 197
configuration management, 175
Determine Causes of Defects and Problems goal, 247–250
improvement information collection, 209
Incident Resolution and Prevention relationship, 300
introductory notes, 245–246
policies, 151
process monitoring and control, 190
process plans, 155–156
purpose, 245
Quantitative Project Management relationship, 447
resources, 160
Service System Transition relationship, 571
stakeholder identification and involvement, 182
training, 169
Causality, culture of, 92
CCBs (configuration control boards), 262
Center for Ecology and Development (KATE), 136, 138
Change
measuring effects, 252
readiness for, 49–50
service continuity plans, 520
strategies for, 49
Change Configuration and Release Performance Study, 93
Change history for requirements, 471
Change requests documentation, 404
Checking in and out configuration items, 263
Checklists for service system component reviews, 563
Closing
incidents, 308
service requests, 538
Closure phase
incident lifecycles, 81
service request lifecycles, 80
CM. See Configuration Management (CM) process area
CMMI overview
benefits, 7
CMMI Framework, 9
critical dimensions, 5–6
history, 7–9
need for, 3–4
“CMMI and Corporate Social Responsibility” (Neeb-Bruckner), 133–141
CMMI-DEV, 7
CMMI for Services Advisory Group, 607
CMMI for Services project participants, 605–608
CMMI Product Team, 65
CMMI Steering Group, 607
CMMI-SVC
Model Team, 605
overview, 9–11
Quality Team, 606–607
service system concept, 12–15
services, 11–12
Training Team, 606
CMMI Technology Conference and User Group conference, 39
CMMs (Capability Maturity Models), 8
Coaching in corporate social responsibility, 138–139
CobiT (Control Objectives for Information and Related Technology), 9
Code of behavior in corporate social responsibility, 140
Collect and Analyze Improvement Proposals practice, 334–337
Collect Improvement Information practice
overview, 208–214
process area relationships, 222
Collection
information, 38–42
issues for analysis, 405–406
procedures, 321–322
process- and technology-improvement proposals, 334–335
Commitments
acquired products, 504
to corrective actions, 295
monitoring, 401
to plans, 435–436
to requirements, 470
resources, 44
to transition plans, 575
Common culture among high performers, 91–92
Common parts of standard services, 588
Common problems and misconceptions, 3–4
Communicate and Ensure the Resolution of Noncompliance Issues practice, 442–443
Communicate Results practice, 328–329
Communicate the Status of Incidents practice, 309
Communicating
action proposals, 312–313
deployment impact information, 578
measurements, 322
product status, 403
risk status, 402
service request status, 540
for statistical management, 458
strategic needs, 585
Communication mechanisms
requirements, 428
stakeholders, 532
Compatible interfaces, 555–557
Complaints, customer, 298
Completeness checks for measures, 328
Compliance with configuration management standards and procedures, 266
Component-to-component interfaces, 556
Components, 21
descriptions, 25–30
expected, 21–22
informative, 21–22
model, 22–25
required, 21–22
requirements, 429
supporting informative, 30
Compose the Defined Process practice, 451–452
Compound interfaces, 556
Conceptualization phase in service lifecycles, 77
Conditions
exception, 242
incidents, 299
risks, 484
Conduct Milestone Reviews practice, 404–405
Conduct Progress Reviews practice, 403–404
Conferences, 39
Configuration control boards (CCBs), 262
Configuration management general goal, 174–181
Configuration Management (CM) process area
adherence evaluation, 198
configuration management, 176
Establish Baselines goal, 257–262
Establish Integrity goal, 264–266
generic goals and practices support by, 219
improvement information collection, 209
Incident Resolution and Prevention relationship, 300
introductory notes, 255–257
policies, 151
process monitoring and control, 191
process plans, 156
purpose, 255
Requirements Management relationship, 468
resources, 161
Service Delivery relationship, 525
Service System Transition relationship, 571
stakeholder identification and involvement, 182
Track and Control Changes goal, 262–264
training, 169
Conflicts
managing, 288
quality and process-performance objectives, 450
Consequences, risks, 484
Consistency
for measures, 326
reviews for, 473
Consistent curriculum delivery, 110
Consolidation effects on law firms, 128
Constraints
identifying, 423
verification and validation, 548
Consultation for pilot plans, 339
Context, risk, 484
Continuity, SCON. See Service Continuity (SCON) process area
Continuous model representations, 60–62
Continuous service requests, 524
Contribute to Organizational Process Assets practice, 291–293
Control
Monitor and Control the Process practice, 189–197
and performance, 94
PMC. See Project Monitoring and Control (PMC) process area
Control Configuration Items practice, 263–264
Control Objectives for Information and Related Technology (CobiT), 9
Coordinate and Collaborate with Relevant Stakeholders goal, 293
Manage Dependencies practice, 294–295
Manage Stakeholder Involvement practice, 293–294
Resolve Coordination Issues practice, 295–296
Coordination
improvement deployment, 343–344
resolving, 295–296
with stakeholders, 293
Corporate social responsibility (CSR), 133–141
Correct Root Causes of Problems practice
overview, 218
process area relationships, 224
criteria, 424
dependencies and commitments, 295
on identified issues, 406–407
issues analysis for, 405–406
managing, 407
process performance, 190
requirements, 473
service delivery, 534
service system resources, 240–241
special causes of variation, 461
Corrective maintenance, 540
Costs
estimating, 420–421
monitoring, 399
process- and technology-improvement proposals, 335, 338
risk mitigation plans, 488
risks associated with, 482–483
service system transitions, 574
training programs, 391
Cox-Buteau, Betsey, “Public Education in an Age of Accountability,” 107–112
Create or Release Baselines practice, 261–262
Criteria
asset library items, 356
corrective actions, 424
decision analysis, 268, 271–274
defined processes, 451–452
evaluation, 440–441
incidents, 301–302
measurement analyses, 324–325, 327
peer reviews, 564
pilot plans, 339
process and technology improvements, 332
process appraisals, 365
process-performance analysis, 377–378
process-performance baseline categories, 381
requirements, 469–470
requirements providers, 469
risk, 479
service continuity plan verification and validation, 520
service requests, 531
service system selection, 553
standard processes, 352–354
statistical management, 457–458
subprocesses, 453
suppliers, 495
Critical attributes of services, 588
Critical dependencies in service delivery schedules, 539
Critical success factors in corporate social responsibility, 137–138
Criticality of dependent functions, 511
Crosby, Phillip, 7
CSR (corporate social responsibility), 133–141
Culture
for change, 49–50
high performers, 91–92
organizational, 40
Cunningham, Sally, “Legal Services in a Changing World,” 128–133
Currency checks for measures, 328
Curriculum for training, 392
Customer satisfaction
in corporate social responsibility, 140
service system, 540
Customers
complaints, 298
need data, 527
overview, 19–20
D
DAR. See Decision Analysis and Resolution (DAR) process area
Data collection procedures, 321–322
Data integrity checks for measures, 326, 328
Data management planning, 426–428
Dates for critical dependency, 294
Decision Analysis and Resolution (DAR) process area, 23
adherence evaluation, 198
configuration management, 176
for education systems, 111
Evaluate Alternatives goal, 269–275
government services, 115
improvement information collection, 209
introductory notes, 267–269
Organizational Innovation and Deployment relationship, 333
Organizational Training relationship, 386
policies, 151
process monitoring and control, 191
process plans, 156
purpose, 267
related process areas, 269
resources, 161
Risk Management relationship, 476
Service Continuity relationship, 510
Service System Development relationship, 545
stakeholder identification and involvement, 182
training, 169
Decomposing standard processes, 349–350
Defects causes. See Causal Analysis and Resolution (CAR) process area
Deficiencies, subprocess, 463
Define Approaches to Address Selected Incidents goal, 309–310
Analyze Selected Incident Data practice, 310–311
Establish Workarounds for Selected Incidents practice, 312–313
Plan Actions to Address Underlying Causes of Selected Incidents practice, 311–312
Define Project Lifecycle Phases practice, 419–420
Define Risk Parameters practice, 478–480
Defined processes, 52–53
composing, 451–452
establishing, 207–208, 280–282
Deliver Services goal, 536
Maintain the Service System practice, 540–542
Operate the Service System practice, 539–540
Receive and Process Service Requests practice, 536–538
Deliver Training practice, 393–394
Delivery, SD. See Service Delivery (SD) process area
Delivery phase in project lifecycles, 78
Deming, W. Edwards, 7
Dependencies
identifying, 510–513
in lifecycles, 76
managing, 294–295
process areas, 219
service delivery schedules, 539
Deploy Improvements goal, 341
Manage the Deployment practice, 343–344
Measure Improvement Effects practice, 345
Plan the Deployment practice, 341–342
Deploy Organizational Process Assets and Incorporate Experiences goal, 369
Deploy Organizational Process Assets practice, 369–371
Deploy Standard Processes practice, 371–372
Incorporate Experiences into Organizational Process Assets practice, 373–374
Monitor the Implementation practice, 372–373
Deploy Organizational Process Assets practice, 369–371
Deploy Service System Components practice, 130, 576–577
Deploy Standard Processes practice, 371–372
Deploy the Service System goal, 576
Assess and Control the Impacts of the Transition practice, 577–579
Deploy Service System Components practice, 576–577
Deployment, SST. See Service System Transition (SST) process area
Derived measures
data collection for, 326
description, 319–320
Descriptions
components, 25–30
defined processes, 219
lifecycle models, 351–352
service system performance, 238–239
standard services, 590–591
Descriptive statistics, 324
Design
asset libraries, 356
developing, 554–555
implementing, 557–558
measurement repositories, 355
Design packages, 554
Design phase in service system lifecycles, 79
Detection phase in incident lifecycles, 81
Determine Acquisition Type practice, 129, 494
Determine Causes of Defects and Problems goal, 247
Analyze Causes practice, 248–250
Select Defects and Problems practice, 247–248
Determine Process Improvement Opportunities goal, 363
Appraise the Organization’s Processes practice, 364–365
Establish Organizational Process Needs practice, 363–364
Identify the Organization’s Process Improvements practice, 366–367
Determine Risk Sources and Categories practice, 477–478
Determine Which Training Needs are the Responsibility of the Organization practice, 388–389
Develop a Project Plan goal, 422
Establish the Budget and Schedule practice, 422–424
Establish the Project Plan practice, 432–434
Identify Project Risks practice, 424–426
Plan Data Management practice, 426–428
Plan Needed Knowledge and Skills practice, 430–431
Plan Stakeholder Involvement practice, 431–432
Plan the Project’s Resources practice, 428–429
Develop and Analyze Stakeholder Requirements goal, 545–547
Analyze and Validate Requirements practice, 549–551
Develop Service System Requirements practice, 548–549
Develop Stakeholder Requirements practice, 547–548
Develop Risk Mitigation Plans practice, 486–488
Develop Service System Requirements practice, 548–549
Develop Service System Transition Plans practice, 573–575
Develop Service Systems goal, 551–552
Develop the Design practice, 554–555
Ensure Interface Compatibility practice, 555–557
Implement the Service System Design practice, 557–558
Integrate Service System Components practice, 558–559
Select Service System Solutions practice, 552–554
Develop Stakeholder Requirements practice, 547–548
Develop the Design practice, 554–555
Development phase in service lifecycles, 77
Documentation
acceptance reviews and tests, 505
action plans, 368–369
business strategy considerations, 415
causal analysis activities, 310
change requests, 404
commitments, 294, 296, 401, 435
configuration items, 262
configuration management actions, 264
data management activity reviews, 402
decision alternatives, 272
decision criteria, 271
decision results, 274
defect and problem actions, 249
deficiency-correcting actions, 455
design, 555
improvement deployment, 342, 344
improvement information collection, 208–214
improvement proposals, 252
incident criteria, 303
information needs and objectives, 318
issue actions, 406–407
lessons learned, 292
lifecycle models, 352
measurement objectives, 319
milestone reviews, 405
noncompliance issues, 442
performance and availability resource use, 232–233
pilot plans, 339
planning deviations, 400
plans, 433
process and technology improvement deployment, 337
process and technology improvement selection, 340
process appraisals, 365
process asset deployment, 370
process improvements, 367
process needs and objectives, 364
quality and process-performance objectives, 450
requirements changes, 471
service continuity plan improvements, 521
service continuity plans, 515
service continuity training, 516
service delivery approach, 533
service system, 541–542
subprocess deficiency actions, 463
supplier agreements, 497
supplier criteria, 495
supplier issues, 502–503
training commitments, 389
training needs, 388
verification activities, 565
Doyle, Kieran, “How to Appraise Security Using CMMI for Services,” 103–107
E
Eco Management and Audit Scheme (EMAS), 136
Education
Education and Training listing, 39
“Public Education in an Age of Accountability,” 107–112
Effectiveness of training, 394–395
Efficient decision making in education systems, 110–111
Effort estimation, 420–421
Electronic billing by law firms, 128–131
Emergency operating resources, 512
End users
need data for, 527
overview, 19–20
Engineering as service, 115–122
Ensure Continuous Process Improvement practice
overview, 216–218
process area relationships, 223
Ensure Interface Compatibility practice, 555–557
Ensure Transition of Products practice, 505–506
Environment
establishing, 283–285
risks, 484
standards, 357–358
Equipment requirements, 429
Equivalent staging, 63–67
Escalation
incidents, 303
noncompliance issues, 442
Essays, 85
“Are Services Agile?”, 122–128
“CMMI and Corporate Social Responsibility,” 133–141
“Expanding the Universe of CMMI with the CMMI for Services Constellation,” 141–146
“How to Appraise Security Using CMMI for Services,” 103–107
“Legal Services in a Changing World,” 128–133
“National Government Services Uses CMMI-SVC and Builds on a History with CMMI-DEV,” 112–115
“Plans Are Worthless,” 98–102
“Public Education in an Age of Accountability,” 107–112
“Treating Systems Engineering As a Service,” 115–122
“Using CMMI-SVC in a DoD Organization,” 85–89
“What We Can Learn from High-Performing IT Organizations to Stop the Madness in IT Outsourcing,” 89–98
Essential characteristics of processes, 364
Essential functions, dependencies on, 511–513
Establish a Capacity and Availability Management Strategy practice, 231–233
Establish a Configuration Management System practice, 260–261
Establish a Defined Process practice
overview, 207–208
process area relationships, 222
Establish a Request Management System practice, 535–536
Establish a Risk Management Strategy practice, 480–481
Establish a Training Capability practice, 390–392
Establish an Approach to Incident Resolution and Prevention practice, 300–303
Establish an Incident Management System practice, 303–304
Establish an Organizational Policy practice, 150–154
Establish an Organizational Training Capability goal, 387
Determine Which Training Needs are the Responsibility of the Organization practice, 388–389
Establish a Training Capability practice, 390–392
Establish an Organizational Training Tactical Plan practice, 389–390
Establish Strategic Training Needs practice, 387–388
Establish an Organizational Training Tactical Plan practice, 389–390
Establish and maintain the description of a defined process practice, 219
Establish Baselines goal, 257
Create or Release Baselines practice, 261–262
Establish a Configuration Management System practice, 260–261
Identify Configuration Items practice, 258–259
Establish Configuration Management Records practice, 264–265
Establish Descriptions of Standard Services practice, 132–133, 590–591
Establish Estimates goal, 413–414
Define Project Lifecycle Phases practice, 419–420
Establish Estimates of Work Product and Task Attributes practice, 418–419
Establish the Project Strategy practice, 414–416
Estimate Effort and Cost practice, 420–421
Estimate the Scope of the Project practice, 417–418
Establish Estimates of Work Product and Task Attributes practice, 418–419
Establish Evaluation Criteria practice, 271–272
Establish Guidelines for Decision Analysis practice, 269–270
Establish Integrated Teams practice, 289–291
Establish Integrity goal, 264
Establish Configuration Management Records practice, 264–265
Perform Configuration Audits practice, 265–266
Establish Lifecycle Model Descriptions practice, 351–352
Establish Measurement Objectives practice, 317–319
Establish Organizational Process Assets goal, 349
Establish Lifecycle Model Descriptions practice, 351–352
Establish Rules and Guidelines for Integrated Teams practice, 358–359
Establish Standard Processes practice, 349–351
Establish Tailoring Criteria and Guidelines practice, 352–354
Establish the Organization’s Measurement Repository practice, 354–356
Establish the Organization’s Process Asset Library practice, 356–357
Establish Work Environment Standards practice, 357–358
Establish Organizational Process Needs practice, 363–364
Establish Performance Baselines and Models goal, 377
Establish Process-Performance Baselines practice, 381–382
Establish Process-Performance Measures practice, 378–379
Establish Process-Performance Models practice, 383–384
Establish Quality and Process-Performance Objectives practice, 379–381
Select Processes practice, 377–378
Establish Plans for Standard Services practice, 132, 585–587
Establish Process Action Plans practice, 367–368
Establish Process-Performance Baselines practice, 381–382
Establish Process-performance Measures practice, 378–379
Establish Process-Performance Models practice, 383–384
Establish Properties of Standard Services and Service Levels practice, 132, 587–590
Establish Quality and Process-Performance Objectives practice, 379–381
Establish Quantitative Objectives for the Process practice
overview, 215
process area relationships, 223
Establish Records practice, 443
Establish Rules and Guidelines for Integrated Teams practice, 358–359
Establish Service Agreements goal, 525–526
Analyze Existing Agreements and Service Data practice, 526–528
Establish the Service Agreement practice, 528–530
Establish Service Continuity Plans practice, 514–515
Establish Service Continuity Training practice, 516–517
Establish Service System Representations practice, 235–238
Establish Standard Processes practice, 349–351
Establish Standard Services goal, 587
Establish Descriptions of Standard Services practice, 590–591
Establish Properties of Standard Services and Service Levels practice, 587–590
Establish Strategic Needs and Plans for Standard Services goal, 584
Establish Plans for Standard Services practice, 585–587
Gather and Analyze Relevant Data practice, 584–585
Establish Strategic Training Needs practice, 387–388
Establish Supplier Agreements goal
Determine Acquisition Type practice, 494
Establish Supplier Agreements practice, 496–499
Select Suppliers practice, 494–496
Establish Supplier Agreements practice, 496–499
Establish Tailoring Criteria and Guidelines practice, 352–354
Establish the Budget and Schedule practice, 422–424
Establish the Organization’s Measurement Repository practice, 354–356
Establish the Organization’s Process Asset Library practice, 356–357
Establish the Project Plan practice, 432–434
Establish the Project Strategy practice, 414–416
Establish the Project’s Defined Process practice, 280–282
Establish the Project’s Objectives practice, 448–451
Establish the Project’s Work Environment practice, 283–285
Establish the Service Agreement practice, 528–530
Establish the Service Delivery approach practice, 530–533
Establish Training Records practice, 394
Establish Work Environment Standards practice, 357–358
Establish Workarounds for Selected Incidents practice, 312–313
Estimate Effort and Cost practice, 420–421
Estimate the Scope of the Project practice, 417–418
Estimates
establishing, 413–414
work product and task attributes, 418–419
Evaluate, Categorize, And Prioritize Risks practice, 484–485
Evaluate Alternatives goal, 269
Establish Evaluation Criteria practice, 271–272
Establish Guidelines for Decision Analysis practice, 269–270
Evaluate Alternatives practice, 274
Identify Alternative Solutions practice, 272
Select Evaluation Methods practice, 273
Select Solutions practice, 275
Evaluate Alternatives practice, 274
Evaluate Selected Supplier Work Products practice, 502–503
Evaluate the Effect of Changes practice, 252–253
Evaluation
adherence, 197–205
PPQA. See Process and Product Quality Assurance (PPQA) process area
service continuity training, 517
training, 395
Examples, overview, 30
Exception conditions in service system, 242
Execute the Supplier Agreement practice, 499–501
Executive sponsors, 33–34
Exit criteria for peer reviews, 564
“Expanding the Universe of CMMI with the CMMI for Services Constellation” (Wilson), 141–146
Expected components, 21–22
Experiences, incorporating, 369–371
External commitment reviews, 436
External dependencies documentation, 513
External interfaces, 556–557
External training programs, 391
F
Facilities
for acquired products, 506
requirements, 429
Failure mode and effects analysis (FMEA), 479
Fair trade in corporate social responsibility, 140
FCAs (functional configuration audits), 265
Federal legislation for education, 108–109
Feedback
information needs and objectives, 319
process asset use, 373
service continuity training, 517
Financial resources, 512
FMEA (failure mode and effects analysis), 479
Formal evaluation process in decision analysis, 267–269
Format of service agreements, 529
Functional configuration audits (FCAs), 265
Functional validation on selected service system components, 566
Functionality, establishing, 551
G
Garcia, Suzanne, “Treating Systems Engineering As a Service,” 115–122
Gather and Analyze Relevant Data practice, 131, 584–585
Gathering relevant defect and problem data, 247
Generic goals, 149
and capability levels, 57–58
Institutionalize a Defined Process goal, 207–214
Institutionalize a Managed Process goal, 150–207
Institutionalize a Quantitatively Managed Process goal, 215–216
Institutionalize an Optimizing Process goal, 216–218
and maturity levels, 59
overview, 27–28
Generic practices, 55–56
applying, 149
elaborations, 29
overview, 29
process area support for, 218–224
Glazer, Hillel, “Are Services Agile?,” 122–128
Global Reporting Initiative (GRI), 136
Global Sustainable Tourism Criteria (GSTC), 139
Globalization effects on law firms, 128
Glossary of terms, 609–641
Goal Question Metric paradigm, 378
Goals. See also specific goals by name
in corporate social responsibility, 138
numbering schemes, 31
Government services, 112–115
Green, Bob, “National Government Services Uses CMMI-SVC and Builds on a History with CMMIDEV,” 112–115
GRI (Global Reporting Initiative), 136
GSTC (Global Sustainable Tourism Criteria), 139
Guidelines
decision analysis, 269–270
integrated teams, 358–359
process assets, 371
standard processes, 352–354
H
Help, 44–45
Help desk function, 301
High risks, 489
Higher level management, status reviews with, 205–207
Historical data for cost estimates, 420–421
“How to Appraise Security Using CMMI for Services” (Doyle), 103–107
Humphrey, Watts, 8
I
Identify, Control, and Address Incidents goal, 304
Address Underlying Causes of Selected Incidents practice, 307–308
Analyze Incident Data practice, 305–306
Apply Workarounds to Selected Incidents practice, 306–307
Communicate the Status of Incidents practice, 309
Identify and Record Incidents practice, 304–305
Monitor the Status of Incidents to Closure practice, 308
Identify Alternative Solutions practice, 272
Identify and Analyze Innovations practice, 337–338
Identify and Analyze Risks goal, 481
Evaluate, Categorize, And Prioritize Risks practice, 484–485
Identify Risks practice, 481–484
Identify and Involve Relevant Stakeholders practice
overview, 181–189
process area relationships, 221
Identify and Prioritize Essential Functions practice, 511
Identify and Prioritize Essential Resources practice, 512–513
Identify and Record Incidents practice, 304–305
Identify Configuration Items practice, 258–259
Identify Essential Service Dependencies goal, 510–511
Identify and Prioritize Essential Functions practice, 511
Identify and Prioritize Essential Resources practice, 512–513
Identify Inconsistencies Between Project Work and Requirements practice, 473
Identify Project Risks practice, 424–426
Identify Risks practice, 481–484
Identify the Organization’s Process Improvements practice, 366–367
Impacts
requirements, 470–471
transition, 577–579
Implement Action Proposals practice, 250–252
Implement Process Action Plans practice, 368–369
Implement Risk Mitigation Plans practice, 488–490
Implement the Service System Design practice, 557–558
Implementation phase in service system lifecycles, 79
Improvement
determining, 363–364
lasting, 51–55
OID. See Organizational Innovation and Deployment (OID) process area
roles, 33–36
scope of, 46–47
Improvement information collection, 208–214
Improvement plans process, 362
Incident Resolution and Prevention (IRP) process area
adherence evaluation, 198–199
Capacity and Availability Management relationship, 230
configuration management, 176
Define Approaches to Address Selected Incidents goal, 309–313
government services, 113
Identify, Control, and Address Incidents goal, 304–309
improvement information collection, 210
incident lifecycles, 81
introductory notes, 297–299
policies, 151
Prepare for Incident Resolution and Prevention goal, 300–304
process monitoring and control, 191
process plans, 156
project lifecycles, 79
purpose, 297
resources, 161
responsibility, 167
service system lifecycles, 80
Service System Transition relationship, 570
stakeholder identification and involvement, 183
status reviews with higher level management, 205
Strategic Service Management relationship, 583
training, 170
Incidents
lifecycles, 81
overview, 16–17
Incomplete processes, 52
Inconsistencies in project work and requirements, 473
Incorporate Experiences into Organizational Process Assets practice, 373–374
Information collection, 38–42
Information Technology Infrastructure Library (ITIL), 9
influence of, 94
for security, 103–104
Information Technology Services Capability Maturity Model (ITSCMM), 9
Informative components, 21–22
Infrastructure needs for cost estimates, 421
Initial analyses for measures, 326–327
Initiation phase in service request lifecycles, 80
Innovation, OID. See Organizational Innovation and Deployment (OID) process area
Installing service system, 577
Institutionalize a Defined Process goal
Collect Improvement Information practice, 208–214
Establish a Defined Process practice, 207–208
Institutionalize a Managed Process goal
Assign Responsibility practice, 167–168
Establish an Organizational Policy practice, 150–154
Identify and Involve Relevant Stakeholders practice, 181–189
Manage Configurations practice, 174–181
Monitor and Control the Process practice, 189–197
Objectively Evaluate Adherence practice, 197–205
Plan the Process practice, 154–160
Provide Resources practice, 160–167
Review Status with Higher Level Management practice, 205–207
Train People practice, 168–174
Institutionalize a Quantitatively Managed Process goal
Establish Quantitative Objectives for the Process practice, 215
Stabilize Subprocess Performance practice, 215–216
Institutionalize an Optimizing Process goal
Correct Root Causes of Problems practice, 218
Ensure Continuous Process Improvement practice, 216–218
Institutionalized processes, 51
Instructors
selecting, 46
training, 392
Integrate Plans practice, 285–288
Integrate Service System Components practice, 558–559
Integrated plans for project management, 288–289
Integrated Project Management (IPM) process area
adherence evaluation, 198
configuration management, 176
Coordinate And Collaborate With Relevant Stakeholders goal, 293–296
Decision Analysis and Resolution relationship, 269
defined processes, 208
for education systems, 111
generic goals and practices support by, 219
improvement information collection, 209
introductory notes, 277–279
policies, 151
process monitoring and control, 191
process plans, 156
purpose, 277
Quantitative Project Management relationship, 447
related process areas, 279
resources, 161
stakeholder identification and involvement, 183
training, 169
Use the Project’s Defined Process goal, 279–293
Integrated teams
establishing, 289–291
rules and guidelines, 358–359
Integrating standard processes, 351
Integrity
baselines, 264–266
incident management systems, 304
request management system, 536
Interaction of subprocesses, 452
Interfaces
compatible, 555–557
service system, 549
Interim objectives in quality and process-performance, 450
Internal commitment reviews, 436
Internal dependencies documentation, 513
Internal interfaces, 556–557
Internal training programs, 391
Interpreting measurement results, 326
Interruptions. See Incident Resolution and Prevention (IRP) process area
Introductory notes, 27
IPM. See Integrated Project Management (IPM) process area
ISO/IEC 20000: Information Technology—Service Management, 9
IT Governance Team, 113
Iterative process in corporate social responsibility, 138
ITIL (Information Technology Infrastructure Library), 9
influence of, 94
for security, 103–104
ITSCMM (Information Technology Services Capability Maturity Model), 9
J
Joint reviews for action plans, 369
Juran, Joseph, 7
K
KATE (Center for Ecology and Development), 136, 138
Kim, Gene
Visible Ops Handbook: Starting ITIL in Four Practical Steps, 90
“What We Can Learn from High-Performing IT Organizations to Stop the Madness in IT Outsourcing” (Kim and Behr), 89–98
Knowledge, plans for, 430–431
Knowledge and skills of project personnel, 400
L
Lasting improvement, 51–55
Law firms, 128–133
Legal resources, 512
“Legal Services in a Changing World” (Cunningham), 128–133
Lessons learned
from evaluations, 441
from process asset activities, 373
Levels
capability, 57–63
configuration management control, 260–261
incidents, 302
risk acceptability and triggers, 487–488
Libraries, asset, 347
for defined processes, 281, 288
establishing, 356–357
Lifecycle models
defined processes, 281
descriptions, 351–352
Lifecycles, 75–76
CMMI for Services, 77
importance, 76–77
incidents, 81
phases, 419–420
projects, 78–79
putting together, 81–83
service requests, 80–81
service systems, 79–80
services, 77–78
Literature searches for decision alternatives, 272
Long-duration project strategies, 414
Low-level monitoring of service delivery, 539–540
M
MA. See Measurement and Analysis (MA) process area
Maintain Bidirectional Traceability of Requirements practice, 471–473
Maintain the Service System practice, 540–542
Maintenance and operational support for work environment, 285
Maintenance notifications to stakeholders, 541
Manage Configurations practice
overview, 174–181
process area relationships, 220
Manage Corrective Action to Closure goal, 405
Analyze Issues practice, 405–406
Manage Corrective Actions practice, 407
Take Corrective Action practice, 406–407
Manage Corrective Actions practice, 407
Manage Dependencies practice, 294–295
Manage Project Performance practice, 454–456
Manage Requirements Changes practice, 471
Manage Requirements goal, 468–469
Identify Inconsistencies Between Project Work and Requirements practice, 473
Maintain Bidirectional Traceability of Requirements practice, 471–473
Manage Requirements Changes practice, 471
Obtain Commitment to Requirements practice, 470
Understand Requirements practice, 469–470
Manage Stakeholder Involvement practice, 293–294
Manage the Deployment practice, 343–344
Manage the Project Using Integrated Plans practice, 288–289
Managed processes
characteristics, 52
institutionalizing, 150–154
Management reviews with suppliers, 500
Management steering group, 34
Managing the Software Process (Humphrey), 8
Marks, Angela, “National Government Services Uses CMMI-SVC and Builds on a History with CMMIDEV,” 112–115
Materials
solicitation, 495
Maturity levels, 58–60
vs. capability levels, 60–63
limits, 98–100
Measurable goals in corporate social responsibility, 138
Measure Improvement Effects practice, 345
Measurement and Analysis (MA) process area
adherence evaluation, 199
Align Measurement and Analysis Activities goal, 317–325
Capacity and Availability Management relationship, 230
Causal Analysis and Resolution relationship, 246
configuration management, 177
in corporate social responsibility, 141
for education systems, 111
Integrated Project Management relationship, 279
introductory notes, 315–316
Organizational Innovation and Deployment relationship, 333
Organizational Process Performance relationship, 376
policies, 151
process monitoring and control, 192
process plans, 156
Project Monitoring and Control relationship, 398
Project Planning relationship, 412
Provide Measurement Results goal, 325–329
purpose, 315
Quantitative Project Management relationship, 447
related process areas, 316
resources, 161
stakeholder identification and involvement, 183
training, 170
Measurements
analyzing, 374
capacity and availability management, 233–235
for causes, 246
change effects, 252
decision evaluation methods, 273
for organization needs support, 289
for planning parameters, 282–283
process performance, 378–379, 382
QPM. See Quantitative Project Management (QPM) process area
repositories, 354–356
service system performance, 238
statistical management, 457
training effectiveness, 395
Medium risks, 489
Milestones
identifying, 423
reviewing, 404–405
Mitigate Risks goal, 486
Develop Risk Mitigation Plans practice, 486–488
Implement Risk Mitigation Plans practice, 488–490
Model-blending strategy in government services, 115
Model Team, 605
Models
CMMI, 6
components, 22–25
for cost estimates, 420–421
for decisions, 274
performance, 383–384
process-performance, 455
selecting, 47–48
for standard processes, 351
Monitor and Analyze Availability practice, 241
Monitor and Analyze Capacity and Availability goal, 238–243
Monitor and Analyze Availability practice, 241
Monitor and Analyze Capacity practice, 239–240
Report Capacity and Availability Management Data practice, 241–243
Monitor and Analyze Capacity practice, 239–240
Monitor and Control the Process practice
overview, 189–197
process area relationships, 221
Monitor Commitments practice, 401
Monitor Data Management practice, 402
Monitor Project Planning Parameters practice, 398–400
Monitor Project Risks practice, 401–402
Monitor Selected Supplier Processes practice, 501–502
Monitor Stakeholder Involvement practice, 403
Monitor the Implementation practice, 372–373
Monitor the Performance of Selected Subprocesses practice, 462–463
Monitor the Project Against the Plan goal, 398
Conduct Milestone Reviews practice, 404–405
Conduct Progress Reviews practice, 403–404
Monitor Commitments practice, 401
Monitor Data Management practice, 402
Monitor Project Planning Parameters practice, 398–400
Monitor Project Risks practice, 401–402
Monitor Stakeholder Involvement practice, 403
Monitor the Status of Incidents to Closure practice, 308
Monitoring
improvement deployment, 343
plans for, 288
PMC. See Project Monitoring and Control (PMC) process area
process- and technology-improvement deployment, 337
risk status, 489
service delivery, 534, 539–540
service request status, 538
supplier progress and performance, 499
Multiple levels of control in configuration management, 260–261
N
“National Government Services Uses CMMI-SVC and Builds on a History with CMMI-DEV” (Marks and Green), 112–115
Natural bounds, 459–460
Neeb-Bruckner, Barbara, “CMMI and Corporate Social Responsibility,” 133–141
Nelson, Brad, “Plans Are Worthless,” 98–102
No Child Left Behind (NCLB) Act, 108–109
Non-numeric criteria in decision analysis, 268
Noncompliance issues, 442–443
Nonfunctional validation on selected service system components, 566
Nontechnical commitments for acquired products, 504
Norausky Process Solutions, 113
Normative components, 22
Notes overview, 30
Notifications
incidents, 302
transitions, 575
Numbering schemes, 31
Numeric criteria in decision analysis, 268
O
Objective criteria for requirements, 469
Objectively Evaluate Adherence practice
overview, 197–205
process area relationships, 221
Objectively Evaluate Processes and Work Products goal, 440
Objectively Evaluate Processes practice, 440–441
Objectively Evaluate Work Products practice, 441
Objectively Evaluate Processes practice, 440–441
Objectively Evaluate Work Products practice, 441
Objectives
business, 379–380
improvement, 42–44
measurement, 317–319
project, 448–451
quality and process performance, 379–381, 449–451
training needs identification, 388
Objectivity in quality assurance, 438
Obtain Commitment to Requirements practice, 470
Obtain Commitment to the Plan goal, 434
Obtain Plan Commitment practice, 435–436
Reconcile Work And Resource Levels practice, 434–435
Review Plans That Affect the Project practice, 434
Obtain Measurement Data practice, 325–326
Obtain Plan Commitment practice, 435–436
OID. See Organizational Innovation and Deployment (OID) process area
OLAs (operating level agreements), 15
OPD. See Organizational Process Definition (OPD) process area
Operate the Service System practice, 539–540
Operating level agreements (OLAs), 15
Operation phase in service system lifecycles, 79
Operational definitions for measures, 320
operational failures, IT organizations, 95
OPF. See Organizational Process Focus (OPF) process area
OPP. See Organizational Process Performance (OPP) process area
Optimizing processes
institutionalizing, 216–218
overview, 55–56
Organizational culture, 40, 49–50
Organizational Innovation and Deployment (OID) process area
adherence evaluation, 199
Causal Analysis and Resolution relationship, 246
configuration management, 177
Deploy Improvements goal, 341–345
for education systems, 112
improvement information collection, 210
introductory notes, 331–333
policies, 151
process plans, 157
purpose, 331
Quantitative Project Management relationship, 448
related process areas, 333, 545
resources, 162
Select Improvements goal, 334–340
stakeholder identification and involvement, 183–184
training, 170
Organizational Process Definition (OPD) process area
adherence evaluation, 199–200
configuration management, 177
for education systems, 112
Establish Organizational Process Assets goal, 349–359
generic goals and practices support by, 219
improvement information collection, 210
Integrated Project Management relationship, 279
introductory notes, 347–348
Measurement and Analysis relationship, 316
Organizational Process Focus relation, 362
Organizational Training relationship, 386
policies, 152
process monitoring and control, 192
process plans, 157
Quantitative Project Management relationship, 448
resources, 162
stakeholder identification and involvement, 184
Strategic Service Management relationship, 583
training, 170
Organizational Process Focus (OPF) process area
adherence evaluation, 200
configuration management, 177
Deploy Organizational Process Assets and Incorporate Experiences goal, 369–374
Determine Process Improvement Opportunities goal, 363–367
improvement information collection, 211
introductory notes, 361–362
Organizational Innovation and Deployment relationship, 333
Organizational Process Definition relationship, 348
Plan and Implement Process Actions goal, 367–369
policies, 152
process monitoring and control, 192
process plans, 157
purpose, 361
related process areas, 362
resources, 162
stakeholder identification and involvement, 184
status reviews with higher level management, 206
training, 171
Organizational Process Performance (OPP) process area
adherence evaluation, 200
configuration management, 178
for education systems, 112
Establish Performance Baselines and Models goal, 377–384
improvement information collection, 211
introductory notes, 375–376
Organizational Innovation and Deployment relationship, 333
policies, 152
process monitoring and control, 192
process plans, 157
purpose, 375
Quantitative Project Management relationship, 448
related process areas, 376
resources, 163–164
service system representations, 237
stakeholder identification and involvement, 185
training, 171
Organizational Training (OT) process area
adherence evaluation, 200–201
configuration management, 178
for education systems, 112
Establish an Organizational Training Capability goal, 387–392
improvement information collection, 211
introductory notes, 385–386
Organizational Innovation and Deployment relationship, 333
policies, 152
process monitoring and control, 193
process plans, 157–158
Provide Necessary Training goal, 392–395
purpose, 385
resources, 163
Service Continuity relationship, 510
stakeholder identification and involvement, 185
training, 171
Organizationally strategic plans, 587
“Our Common Future,” 134
P
Parameters
project planning, 282–283, 398–400
Partner organizations, 39, 49–50
Paths of service delivery schedules, 539
PCAs (physical configuration audits), 265
Peer reviews
defined processes, 282
lifecycle models, 352
plans for, 287
selected service system components, 558
standard processes, 351, 354–355
standard service descriptions, 591
system services, 562–565
Perfective maintenance, 540
Perform Configuration Audits practice, 265–266
Perform Peer Reviews practice, 562–565
Perform Specific Practices practice, 150
Performance
high and low performers, 92–93
OPP. See Organizational Process Performance (OPP) process area
risk-handling activities, 490
risks associated with, 482–483
suppliers, 500
Performance work statements (PWSs), 465
Person-to-person interfaces, 555–556
Phillips, Mike, “Using CMMI-SVC in a DoD Organization,” 85–89
Physical configuration audits (PCAs), 265
Pilot Improvements practice, 339
Pilots
action plans, 369
for decisions, 274
for innovation, 332
problems, 568
Plan Actions to Address Underlying Causes of Selected Incidents practice, 311–312
Plan and Implement Process Actions goal, 367
Establish Process Action Plans practice, 367–368
Implement Process Action Plans practice, 368–369
Plan Data Management practice, 426–428
Plan dates for critical dependency, 294
Plan Needed Knowledge and Skills practice, 430–431
Plan Stakeholder Involvement practice, 431–432
Plan the Deployment practice, 341–342
Plan the Process practice
overview, 154–160
process area relationships, 220
Plan the Project’s Resources practice, 428–429
Planned work, culture of, 92
Plans
establishing, 432–434
PP. See Project Planning (PP) process area
reviewing, 405
risk mitigation, 486–488
service continuity, 514–515
service request actions, 538
service system maintenance, 541
service system transition, 573–575
for standard services, 585–587
training, 389–390
“Plans Are Worthless” (Nelson), 98–102
PMC. See Project Monitoring and Control (PMC) process area
Policies
establishing, 150–154
for standard processes, 351
Post-deployment reviews, 579
PP. See Project Planning (PP) process area
PPQA. See Process and Product Quality Assurance (PPQA) process area
Practice Implementation Indicator (PII) for security, 105–106
Practices. See also specific practices by name
generic. See Generic practices
numbering schemes, 31
Preliminary conclusions for measures, 326
Preparation phase in project lifecycles, 78
Prepare for Capacity and Availability Management goal, 231
Establish a Capacity and Availability Management Strategy practice, 231–233
Establish Service System Representations practice, 235–238
Select Measures and Analytic Techniques practice, 233–235
Prepare for Incident Resolution and Prevention goal, 300
Establish an Approach to Incident Resolution and Prevention practice, 300–303
Establish an Incident Management System practice, 303–304
Prepare for Risk Management goal, 477
Define Risk Parameters practice, 478–480
Determine Risk Sources and Categories practice, 477–478
Establish a Risk Management Strategy practice, 480–481
Prepare for Service Continuity goal, 513–514
Establish Service Continuity Plans practice, 514–515
Establish Service Continuity Training practice, 516–517
Provide and Evaluate Service Continuity Training practice, 517
Prepare for Service Delivery goal, 530
Establish a Request Management System practice, 535–536
Establish the Service Delivery approach practice, 530–533
Prepare for Service System Operations practice, 533–535
Prepare for Service System Operations practice, 533–535
Prepare for Service System Transition goal, 571
Analyze Service System Transition Needs practice, 571–573
Develop Service System Transition Plans practice, 573–575
Prepare Stakeholders for Changes practice, 575–576
Prepare for the Verification and Validation of the Service Continuity Plan practice, 518–520
Prepare for Verification and Validation practice, 561–562
Prepare Stakeholders for Changes practice, 130, 575–576
Preventive maintenance, 540
Priorities
action proposals, 251
candidate process improvements, 366–367
change requests, 262
data collection procedures, 322
essential functions, 511–513
incident levels, 302
information needs and objectives, 319
maintenance requests, 541
measurement analyses, 323
measures, 321
objectives, 380
process and technology improvements, 340
quality and process performance, 449
risks, 484–485
Privacy requirements and procedures, 427
Problem causes. See Causal Analysis and Resolution (CAR) process area
Process action plans, 368–369
Process and Product Quality Assurance (PPQA) process area
adherence evaluation, 201–202
configuration management, 178
for education systems, 110
improvement information collection, 212
introductory notes, 437–439
Objectively Evaluate Processes and Work Products goal, 440–441
policies, 152
process monitoring and control, 193
process plans, 158
Provide Objective Insight goal, 442–443
purpose, 437
related process areas, 439
resources, 164
responsibility, 167
stakeholder identification and involvement, 186
training, 172
Process and technology improvement criteria, 332
Process areas. See also specific process areas by name
components. See Components
description, 25–26
generic goals and generic practices support, 218–224
and maturity levels, 59
relationships among. See Relationships among process areas
Process asset libraries, 347
for defined processes, 288
establishing, 356–357
Process assets
deploying, 369–371
monitoring, 372–373
Process group leaders, 35
Process groups, 34–35
Process improvements
determining, 363–364
OID. See Organizational Innovation and Deployment (OID) process area
roles, 33–36
Process Management process areas, 60
CMMI, 5–6
lasting improvement, 51–55
needs establishment, 363
performance. See Organizational Process Performance (OPP) process area
Products, services as, 11
Progress
action plan, 369
project monitoring, 399
reviews, 403–404
Project management, 10, 60, 74
Project Monitoring and Control (PMC) process area
adherence evaluation, 201
configuration management, 178
Configuration Management relationship, 257
generic goals and practices support by, 219
improvement information collection, 211
Incident Resolution and Prevention relationship, 300
Integrated Project Management relationship, 279
introductory notes, 397
Manage Corrective Action To Closure goal, 405–407
Measurement and Analysis relationship, 316
Monitor the Project Against the Plan goal, 398–405
policies, 152
process monitoring and control, 193
process plans, 158
purpose, 397
Quantitative Project Management relationship, 448
Requirements Management relationship, 468
resources, 163
Risk Management relationship, 476
Service Delivery relationship, 525
stakeholder identification and involvement, 185
Strategic Service Management relationship, 583
Supplier Agreement Management relationship, 493
training, 171
Project Planning (PP) process area
adherence evaluation, 201
Capacity and Availability Management relationship, 230
configuration management, 178
Configuration Management relationship, 257
Develop a Project Plan goal, 422–434
Establish Estimates goal, 413–421
generic goals and practices support by, 219
improvement information collection, 212
Integrated Project Management relationship, 279
introductory notes, 409–412
Measurement and Analysis relationship, 316
Obtain Commitment to the Plan goal, 434–436
Organizational Training relationship, 386
policies, 152
process monitoring and control, 193
process plans, 158
Project Monitoring and Control relationship, 398
purpose, 409
Requirements Management relationship, 468
resources, 164
Risk Management relationship, 476
Service Continuity relationship, 510
stakeholder identification and involvement, 185–186
training, 172
Projects overview, 17–19
defined, 10
lifecycles, 78–79
strategies, 586–587
Properties of standard services and service levels, 587–590
Prototypes, 274
Provide and Evaluate Service Continuity Training practice, 517
Provide Measurement Results goal, 325
Analyze Measurement Data practice, 326–327
Communicate Results practice, 328–329
Obtain Measurement Data practice, 325–326
Store Data and Results practice, 327–328
Provide Necessary Training goal, 392–393
Assess Training Effectiveness practice, 394–395
Deliver Training practice, 393–394
Establish Training Records practice, 394
Provide Objective Insight goal, 442
Communicate and Ensure the Resolution of Noncompliance Issues practice, 442–443
Establish Records practice, 443
Provide Resources practice
overview, 160–167
process area relationships, 220
“Public Education in an Age of Accountability” (Cox-Buteau), 107–112
Publishing service agreements, 530
Purchasing policy in corporate social responsibility, 140
Purpose statements, 26
PWSs (performance work statements), 465
Q
QPM. See Quantitative Project Management (QPM) process area
Quality
OPP. See Organizational Process Performance (OPP) process area
PPQA. See Process and Product Quality Assurance (PPQA) process area
Quality assurance appraisal, 37
Quality Team, 606–607
Quantitative objectives, 215
Quantitative process improvements, 217
Quantitative Project Management (QPM) process area
adherence evaluation, 202
Causal Analysis and Resolution relationship, 246
configuration management, 179
improvement information collection, 212
introductory notes, 445–447
Measurement and Analysis relationship, 316
Organizational Process Performance relationship, 376
policies, 153
process monitoring and control, 194
process plans, 158
purpose, 445
Quantitatively Manage the Project goal, 448–456
related process areas, 447–448
stakeholder identification and involvement, 186
Statistically Manage Subprocess Performance goal, 456–463
training, 172
Quantitatively Manage the Project goal, 448
Compose the Defined Process practice, 451–452
Establish the Project’s Objectives practice, 448–451
Manage Project Performance practice, 454–456
Select Subprocesses to Be Statistically Managed practice, 453–454
Quantitatively managed processes, 53–55
R
Radice, Ron, 8
Range for ranking decision criteria, 271
Ranking decision criteria, 271–272
Rationale for evaluation criteria, 272
Recalculating natural bounds, 461
Receive and Process Service Requests practice, 536–538
Reconcile Work And Resource Levels practice, 434–435
Record Data practice, 253
Record Statistical Management Data practice, 463
Recording
commitments to requirements, 470
incident actions, 308
peer review information, 564–565
process improvement activities, 374
service continuity plan verification and validation, 520
service request information, 537
underlying causes of incidents, 310–311
verification activities results, 565
Records
quality assurance, 443
training, 394
Reference models, 47–48
References
CMMI resources, 595–599
process areas, 31
Relationships among process areas, 69–70
Capacity and Availability Management, 230
Causal Analysis and Resolution, 246
Configuration Management, 257
Decision Analysis and Resolution, 269
Incident Resolution and Prevention, 299–300
Integrated Project Management, 279
lifecycles, 75–83
Measurement and Analysis, 316
Organizational Innovation and Deployment, 333
Organizational Process Definition, 348
Organizational Process Focus, 362
Organizational Process Performance, 376
Organizational Training, 386
overview, 27
Process and Product Quality Assurance, 439
Project Monitoring and Control, 397
Project Planning, 412
Quantitative Project Management, 447–448
Requirements Management, 468
Risk Management, 476
Service Continuity, 510
Service Delivery, 525
Service Establishment and Delivery, 69–73
service management, 73–75
Service System Development, 545
Service System Transition, 570–571
specifying, 350–351
Strategic Service Management, 583
Supplier Agreement Management, 493
Relative importance of decision criteria, 272
Relevant defect and problem data gathering, 247
Repeatability
measurements, 322
statistical management, 458
Report Capacity and Availability Management Data practice, 241–243
Reports
configuration management, 261
measurement analyses, 323
underlying causes of incidents, 310
Repositories for measurement, 354–356
REQM. See Requirements Management (REQM) process area
Request management system, 535–536
Required components, 21–22
Requirements
analyzing and validating, 549–551
defect, 567
peer review, 563
service system, 548–549
stakeholders, 547–548
standard services, 586
Requirements Management (REQM) process area
adherence evaluation, 202
configuration management, 179
in corporate social responsibility, 141
improvement information collection, 212
introductory notes, 465–467
Manage Requirements goal, 468–473
policies, 153
process monitoring and control, 194
process plans, 158
Project Planning relationship, 412
purpose, 465
resources, 164
stakeholder identification and involvement, 186–187
status reviews with higher level management, 206
Strategic Service Management relationship, 583
Supplier Agreement Management relationship, 493
training, 172
Requirements traceability matrices, 472
Resolve Coordination Issues practice, 295–296
Resolving
noncompliance issues, 442
quality and process-performance objectives conflicts, 450
Resource level reconciliation, 434–435
Resources, 13
CAM. See Capacity and Availability Management (CAM) process area
committing, 44
dependencies, 512–513
monitoring, 400
planning, 428–429
providing, 160–167
requirements, 429
risk-handling activities, 490
service delivery, 534
service requests, 532, 537–538
service system transitions, 574
in strategies, 415
Response phase
incident lifecycles, 81
service request lifecycles, 80
Responsibility
assigning, 167–168
corporate social responsibility, 133–141
incidents, 302
risk, 488
service requests, 532
Responsible buyers, 100–101
service lifecycles, 78
service system lifecycles, 79
Review Plans That Affect the Project practice, 434
Review Status with Higher Level Management practice
overview, 205–207
process area relationships, 222
Reviews
acceptance procedures, 504
action plans, 368–369
asset libraries, 356
business objectives, 379–380
commitments, 436
for consistency, 473
data collection procedures, 322
data management activities, 402
improvement deployment plans, 342
incident actions, 308
interface descriptions, 557
maintenance requests, 541
measurement analyses, 324
measurement objectives, 319
measures, 321
objective achievements, 455
pilot plans, 339
plans, 434
post-deployment, 579
process accomplishments, 189
process-performance baselines, 382
process-performance models, 384
project performance with current and anticipated needs, 289
quality and process performance objectives, 449
risks, 426
service agreements, 530
service continuity plans, 515
service continuity training materials, 516
service delivery approach, 533–534
service delivery data, 527
service request status, 538
service system components, 563
standard processes, 373
standard service descriptions, 591
strategies, 416
subprocesses, 454–455
with suppliers, 499–500
verification and validation plans, 519
work breakdown structures, 484
work environment, 285
Revising
asset libraries, 356
configuration management structure, 261
defined process descriptions, 207
lifecycle model descriptions, 352
measure sets, 379
measurement repositories, 355
objectives, 380–381
planned process improvements, 367
process needs and objectives, 364
process-performance baselines, 382
process-performance models, 384
project plans, 434
quality and process-performance objectives, 451
quality assurance status and history, 443
raining materials, 392
risk documentation, 401
risks, 426
service agreements, 530
service continuity plans, 515
service continuity training materials, 517
service delivery approach, 533
service system, 558
standard process tailoring, 354
standard service descriptions, 591
statistical management techniques, 458
strategies, 416
supplier requirements, 497, 499
training needs, 388
training plans, 390
Rickover, Hyman, 100
Risk Management (RSKM) process area
adherence evaluation, 202–203
configuration management, 179
Decision Analysis and Resolution relationship, 269
Identify and Analyze Risks goal, 481–485
improvement information collection, 213
Incident Resolution and Prevention relationship, 300
introductory notes, 475–476
Mitigate Risks goal, 486–490
policies, 153
Prepare for Risk Management goal, 477–481
process monitoring and control, 194
process plans, 158
Project Planning relationship, 412
purpose, 475
related process areas, 476
Requirements Management relationship, 468
resources, 165
Service Continuity relationship, 510
stakeholder identification and involvement, 187
status reviews with higher level management, 206
training, 173
Risks
decisions, 275
identifying, 424–426
monitoring, 401–402
process- and technology-improvement deployment, 336–337
product and project interface, 287
quality and process-performance objectives, 455
reviewing, 405
RSKM. See Risk Management (RSKM) process area
in strategies, 416
subprocesses, 452
Roles
peer reviews, 564
process improvement, 33–36
Roll-out, SST. See Service System Transition (SST) process area
Root causes
correcting, 218
determining, 249
RSKM. See Risk Management (RSKM) process area
S
SaaS (software as a service), 12, 14–15
Safety provisions for continuity, 513
SAM. See Supplier Agreement Management (SAM) process area
Satisfy Supplier Agreements goal, 499
Accept the Acquired Product practice, 504–505
Ensure Transition of Products practice, 505–506
Evaluate Selected Supplier Work Products practice, 502–503
Execute the Supplier Agreement practice, 499–501
Monitor Selected Supplier Processes practice, 501–502
Scale for ranking decision criteria, 271
SCAMPI. See Standard CMMI Appraisal Method for Process Improvement (SCAMPI)
Scenario development, 550
Schedules
assumptions, 423
critical development tasks, 287
establishing, 422–424
peer reviews, 563
process- and technology-improvement deployment, 337
process appraisals, 365
risk-handling activities, 489
risks associated with, 482–483
service delivery, 539
service requests, 524
service system transitions, 574
training, 393
SCON. See Service Continuity (SCON) process area
Scope
establishing, 417–418
improvement, 46–47
process appraisals, 365
SD. See Service Delivery (SD) process area
SECM (Systems Engineering Capability Model), 8
Secure storage and access methods, 515
Security
“How to Appraise Security Using CMMI for Services,” 103–107
requirements and procedures for, 427
service delivery, 539
in strategies, 416
SEI (Software Engineering Institute), 5–6
and corporate social responsibility, 135
training courses, 38–39
SEI Partners, 49–50
Select Defects and Problems practice, 247–248
Select Evaluation Methods practice, 273
Select Improvements for Deployment practice, 340
Select Improvements goal, 334
Collect and Analyze Improvement Proposals practice, 334–337
Identify and Analyze Innovations practice, 337–338
Pilot Improvements practice, 339
Select Improvements for Deployment practice, 340
Select Measures and Analytic Techniques practice, 233–235, 456–458
Select Processes practice, 377–378
Select Service System Solutions practice, 552–554
Select Solutions practice, 275
Select Subprocesses to Be Statistically Managed practice, 453–454
Select Suppliers practice, 129, 494–496
Senior management
commitment reviews with, 436
corporate social responsibility sponsorship, 138
process appraisal sponsorship, 365
strategy reviews with, 416
SEPG conference, 39
Service agreements, 15
contents, 125
for education, 109–110
establishing, 525–530
Service Continuity (SCON) process area
adherence evaluation, 203
Capacity and Availability Management relationship, 230
configuration management, 179
government services, 113
Identify Essential Service Dependencies goal, 510–513
improvement information collection, 213
introductory notes, 507–509
policies, 153
Prepare for Service Continuity goal, 513–517
process monitoring and control, 195
process plans, 159
purpose, 507
resources, 165
responsibility, 167
Risk Management relationship, 476
Service System Transition relationship, 570
stakeholder identification and involvement, 187
status reviews with higher level management, 206
training, 173
Verify and Validate the Service Continuity Plan goal, 517–521
Service Delivery (SD) process area
adherence evaluation, 203
Capacity and Availability Management relationship, 230
configuration management, 180
Deliver Services goal, 536–542
education systems, 110
Establish Service Agreements goal, 525–530
improvement information collection, 213
Incident Resolution and Prevention relationship, 299
introductory notes, 523–524
policies, 153
Prepare for Service Delivery goal, 530–536
process monitoring and control, 195
process plans, 159
project lifecycles, 79
Project Planning relationship, 412
purpose, 523
relationships, 72, 75, 525, 545
resources, 165–166
responsibility, 168
Service Continuity relationship, 510
service request lifecycles, 80
Service System Transition relationship, 570
stakeholder identification and involvement, 188
Strategic Service Management relationship, 583
training, 173
Service desk function, 301
Service Establishment and Delivery process areas, 60, 69–70
Service incidents. See Incident Resolution and Prevention (IRP) process area
lifecycles, 81
overview, 16–17
Service level agreements (SLAs)
penalties, 96
in requirements management, 465
Service levels
perspectives, 582–583
properties, 587–590
Service Management, 10
Service-oriented architecture (SOA), 12, 14–15
Service requests, 15–16
lifecycles, 80–81
receiving and processing, 536–538
Service System Development (SSD) process area, 11, 29–30
adherence evaluation, 204
configuration management, 180
Develop and Analyze Stakeholder Requirements goal, 545–551
Develop Service Systems goal, 551–559
improvement information collection, 214
Integrated Project Management relationship, 279
introductory notes, 543–544
Measurement and Analysis relationship, 316
policies, 153
Process and Product Quality Assurance relationship, 439
process monitoring and control, 196
process plans, 159
Project Planning relationship, 412
purpose, 543
Requirements Management relationship, 468
resources, 166
Service Delivery relationship, 525
service system lifecycles, 80
stakeholder identification and involvement, 188
Strategic Service Management relationship, 583
Supplier Agreement Management relationship, 493
training, 174
Verify and Validate Service Systems goal, 559–568
Service system representations
Capacity and Availability Management process area, 228–230
establishing, 235–238
Service System Transition (SST) process area
adherence evaluation, 204–205
configuration management, 180
in corporate social responsibility, 141
Deploy the Service System goal, 576–579
for education systems, 112
improvement information collection, 214
introductory notes, 569–570
for law firms, 129
policies, 154
Prepare for Service System Transition goal, 571–575
process monitoring and control, 196
process plans, 159–160
purpose, 569
relationships, 72, 545, 570–571
resources, 166
responsibility, 168
Service Delivery relationship, 525
service system lifecycles, 80
stakeholder identification and involvement, 188
status reviews with higher level management, 207
training, 174
Service systems
concept, 12–15
lifecycles, 79–80
Services, 11–12
critical attributes, 588
lifecycles, 77–78
Services constellations, 8–10
Severity levels of incidents, 302
Shared vision, 291
Sheard, Sarah, 117
Shewhart, Walter, 7
Short-duration project strategies, 414
Skills, plans for, 430–431
SLAs (service level agreement)
penalties, 96
in requirements management, 465
SOA (service-oriented architecture), 12, 14–15
Social responsibility, corporate, 133–141
Software as a service (SaaS), 12, 14–15
Software Engineering Institute (SEI), 5–6
and corporate social responsibility, 135
training courses, 38–39
Software Engineering Institute Partners, 49–50
Solicitation material, 495
SOOs (statements of objectives), 465
Sources, risk, 477–478
SOWs (statements of work), 465
Spafford, George, Visible Ops Handbook: Starting ITIL in Four Practical Steps, 90
Special causes, 459–461
Specific goals, 27–28
Specific practices, 28
Specify Analysis Procedures practice, 323–325
Specify Data Collection and Storage Procedures practice, 321–322
Specify Measures practice, 319–321
Sponsorship
corporate social responsibility, 138
process appraisals, 365
SSD. See Service System Development (SSD) process area
SST. See Service System Transition (SST) process area
Stabilize Subprocess Performance practice
overview, 215–216
process area relationships, 223
Staffing requirements, 429
Staged model representation, 60–62
Stakeholders
acceptance procedures reviews with, 504
action proposals communicated to, 312–313
commitment from, 435–436
communication mechanisms, 532
configuration items status for, 265
conflicts among, 288
deployment information from, 578
essential function responsibilities, 513
evaluation information for, 443
identifying and involving, 181–189
maintenance notifications to, 541
managing involvement of, 293–294
measurement information for, 329
measurement reviews with, 327
milestone reviews with, 405
monitoring involvement of, 403
overview, 19–20
plan reviews with, 434
planning involvement of, 431–432
requirements, 547–548
risk associated with, 484
risk status communication to, 402
service continuity plan reviews with, 515
service continuity training materials reviews with, 516
service request status reviews with, 538
standard services agreement with, 586
strategic needs descriptions communications to, 585
in strategies, 415–416
for transition activities, 574–576
verification and validation plan reviews with, 519
Standalone testing of service system components, 558
Standard CMMI Appraisal Method for Process Improvement (SCAMPI), 6
ratings, 63
security approach, 104–106
Standard processes
deployment, 371–372
OPD for. See Organizational Process Definition (OPD) process area
selecting, 281
Standard services, 581–582
descriptions, 590–591
properties, 587–590
strategic needs and plans for, 584–585
Standards in design, 558
Statements of goals, 27–28
Statements of objectives (SOOs), 465
Statements of work (SOWs), 465
Statistical management, 447
Statistically Manage Subprocess Performance goal, 456
Apply Statistical Methods to Understand Variation practice, 458–461
Monitor the Performance of Selected Subprocesses practice, 462–463
Record Statistical Management Data practice, 463
Select Measures and Analytic Techniques practice, 456–458
Status
incidents, 309
product, 403
Status quo, 40–42
Steering group, 9
Storage procedures, 321–322
Store Data and Results practice, 327–328
Strategic Service Management (STSM) process area
adherence evaluation, 205
Capacity and Availability Management relationship, 230
configuration management, 181
Establish Standard Services goal, 587–591
Establish Strategic Needs and Plans for Standard Services goal, 584–587
government services, 113
improvement information collection, 214
introductory notes, 581–583
for law firms, 131–132
Organizational Process Definition relationship, 348
Organizational Process Performance relationship, 376
policies, 154
process monitoring and control, 197
process plans, 160
Project Planning relationship, 412
purpose, 581
Quantitative Project Management relationship, 447
Requirements Management relationship, 468
resources, 166–167
Service System development relationship, 545
stakeholder identification and involvement, 189
training, 174
Strategies
capacity and availability management, 231–233
change, 49
establishing, 414–416
process improvements, 218
risk management, 480–481
service continuity training, 516
Structure of service agreements, 529
STSM. See Strategic Service Management (STSM) process area
Students
Education and Training listing, 39
“Public Education in an Age of Accountability,” 107–112
Submitting service requests, 532
Subpractices overview, 28
Subprocesses
in defined processes, 451–452
monitoring, 462–463
natural bounds for, 459–460
performance stabilizing, 215–216
statistically managing, 456–463
Supplier Agreement Management (SAM) process area
adherence evaluation, 203
configuration management, 179
Establish Supplier Agreements goal, 494–499
improvement information collection, 213
introductory notes, 491–493
for law firms, 129
policies, 153
process monitoring and control, 195
process plans, 159
purpose, 491
related process areas, 493
resources, 165
Satisfy Supplier Agreements goal, 499–506
stakeholder identification and involvement, 187
training, 173
Supplier agreement reviews, 527
Support personnel, 527
Support process areas, 60
Supporting informative components, 30
Sustained improvement for education systems, 111
Systems engineering as service, 115–122
Systems Engineering Capability Model (SECM), 8
T
Tactical plans
deployment backout, 578
training, 389–390
Tailoring criteria, 352–354, 589
Take Corrective Action practice, 406–407
Tasks
attributes, 418–419
dependencies, 423
Team leaders
responsibilities, 35–36
selecting, 45–46
Teams
for actions, 368
CMMI-SVC, 605–607
establishing, 289–291
rules and guidelines, 358–359
Technical reviews with suppliers, 500
Termination phase in project lifecycles, 78
Terms, glossary of, 609–641
Test Wing organization, 86–89
Tests
acceptance, 505
corrective and preventive maintenance, 542
service system components, 558
Threats, identifying, 514
Three pillars of sustainability, 134
Thresholds
risk acceptability and triggers, 487–488
risk categories, 479–480
service system performance, 238–240
Time requirements
incident response, 302
service request handling, 532
Titles of goals, 27–28
Tourism example, 138–140
Traceability
measurement objectives, 319–320
quality and process-performance objectives, 450–451
Track and Control Changes goal, 262
Control Configuration Items practice, 263–264
Track Change Requests practice, 262–263
Track Change Requests practice, 262–263
Tracking
acceptance actions, 505
action plan progress, 369
change requests, 404
corrective actions, 190
dependencies and commitments, 295
milestone actions, 405
noncompliance issues, 443
pilot plans, 339
risk-handling actions, 489
supplier process-performance objectives, 455
training, 394
Train People practice
overview, 168–174
process area relationships, 220
Training
for acquired products, 506
in corporate social responsibility, 138–139
for data collection, 322
for defined processes, 287
in improvement deployment, 343–344
for knowledge needs, 430
methods, 6
OT. See Organizational Training (OT) process area
overview, 37–38
for process asset deployment, 370
programs, 48
for service continuity, 516–517
for service delivery, 534–535
for transitions, 575–577
Training Team, 606
Transfer of incidents, 303
Transition
products, 505–506
SST. See Service System Transition (SST) process area
Transition phase in service system lifecycles, 79
“Treating Systems Engineering As a Service” (Garcia), 115–122
Trends in service system resources, 241
Trial natural bounds, 459–460
Triggers, risk, 487–488
Typical work products, 28
U
Udovicki, Kori, 134
Underlying causes of incidents, 298–299, 307–308, 310
Understand Requirements practice, 469–470
Unintended events, 16
Updating
data collection procedures, 322
measurement analyses, 324
measurement objectives, 319
measures, 321
service system documentation, 541
Use Organizational Process Assets for Planning Project Activities practice, 282–283
Use the Project’s Defined Process goal, 279
Contribute to Organizational Process Assets practice, 291–293
Establish Integrated Teams practice, 289–291
Establish the Project’s Defined Process practice, 280–282
Establish the Project’s Work Environment practice, 283–285
Integrate Plans practice, 285–288
Manage the Project Using Integrated Plans practice, 288–289
Use Organizational Process Assets for Planning Project Activities practice, 282–283
“Using CMMI-SVC in a DoD Organization” (Phillips), 85–89
V
Validate the Service System practice, 566–568
Validation
action proposals, 312
constraints for, 548
requirements, 549–551
service continuity plans, 517–518
service system components, 565, 577
Variable parts of standard services, 588
Verification
acquired products satisfaction, 504
action proposals, 312
constraints for, 548
Verify and Validate Service Systems goal, 559–561
Perform Peer Reviews practice, 562–565
Prepare for Verification and Validation practice, 561–562
Validate the Service System practice, 566–568
Verify Selected Service System Components practice, 565
Verify and Validate the Service Continuity Plan goal, 517–518
Analyze Results of Verification and Validation practice, 520–521
Prepare for the Verification and Validation of the Service Continuity Plan practice, 518–520
Verify and Validate the Service Continuity Plan practice, 520
Verify and Validate the Service Continuity Plan practice, 520
Verify Selected Service System Components practice, 565
Version control, 428
Visible Ops Handbook: Starting ITIL in Four Practical Steps (Behr, Kim, and Spafford), 90
Vital data and systems protection, 515
Vulnerabilities identification, 514
W
Waivers for standard processes, 354
Waterfall type of service system lifecycle, 79
WBS (work breakdown structure), 287
developing, 417
reviews, 484
“What We Can Learn from High-Performing IT Organizations to Stop the Madness in IT Outsourcing” (Kim and Behr), 89–90
calls to action, 97–98
case study, 95–96
common culture, 91–92
controls, 94
effective systems, 96–97
high and low performers, 92–93
introduction, 90–91
IT problems, 94–95
ten-year study, 91
Wilson, Hal, “Expanding the Universe of CMMI with the CMMI for Services Constellation,” 141–146
Work breakdown structure (WBS), 287
developing, 417
reviews, 484
Work environment
establishing, 283–285
standards, 357–358
Work levels reconciliation, 434–435
Work packages, 418
Work products
configuring, 256
selecting, 503
Workarounds to incidents, 306–307, 313
Working groups, 35