Index

A

Accept the Acquired Product practice, 195–196

Acceptance criteria

defined, 536

for measurements, 308

Acceptance levels in solicitation packages, 503

Acceptance testing, 536

Achieve Specific Goals goal, 173

Achievement profiles, 40–41, 536

Acquirers

in Agile development, 147–148

defined, 536

Acquisition Mini Team, 532

Acquisition Module, 10

Acquisition process, 536

Acquisition Requirements Development (ARD) process area, 47–48, 50

Acquisition Technical Management relation, 216

Acquisition Validation relation, 230

Acquisition Verification relation, 238

ACS program, 104–105

Analyze and Validate Requirements goal, 209–214

Develop Contractual Requirements goal, 204–207

Develop Customer Requirements goal, 201–204

developer agility, 146–148

DGA system, 96, 99–100

government acquisition, 73

introductory notes, 199–200

IPIC experience, 84

operational agility, 145–146

Project Planning relation, 412

purpose, 199

related process areas, 201

Requirements Management relation, 472

Solicitation and Supplier Agreement Development relation, 498

supplier agreements, 131–132

Acquisition strategy

defined, 536

establishing and maintaining, 414–418

Acquisition Technical Management (ATM) process area, 50

Acquisition Requirements Development relation, 201

Acquisition Validation relation, 230

Acquisition Verification relation, 238

Agreement Management relation, 191

Evaluate Technical Solutions goal, 217–225

government acquisition, 73–74, 135–136

introductory notes, 215–216

operational agility, 145

Perform Interface Management goal, 225–227

Project Planning relation, 412

purpose, 215

related process areas, 216–217

supplier agreements, 132

transition to operations, 139

Acquisition Validation (AVAL) process area, 50

Acquisition Requirements Development relation, 201

Acquisition Verification relation, 238

Agreement Management relation, 192

government acquisition, 133–134

introductory notes, 229–230

Prepare for Validation goal, 231–235

Process and Product Quality Assurance relation, 445

purpose, 229

related process areas, 230

transition to operations, 139

Validate Selected Products and Product Components goal, 235–236

Acquisition Verification (AVER) process area, 50

introductory notes, 237–238

Perform Peer Reviews goal, 241–242

Prepare for Verification goal, 239–241

purpose, 237

related process areas, 238

Verify Selected Work Products goal, 243–245

Acronyms, 523–525

Action plans

establishing, 340–341

implementing, 341

Action proposals, 253–254

Additions

defined, 536

description, 18

Address Causes of Selected Outcomes goal, 253

Evaluate the Effect of Implemented Actions practice, 254–255

Implement Action Proposals practice, 253–254

Record Causal Analysis practice, 255–256

Adherence, evaluating, 181

Aerial Common Sensor (ACS) program, 103–105

Agile development, 143–144

in DoD acquisitions, 151–156

embracing, 149–150, 153

in enterprises, 150–151

operational agility, 145–146

stakeholder involvement, 436

Agile Manifesto, The, 146, 436

Agreement Management (AM) process area, 50

Acquisition Technical Management relation, 216

Acquisition Validation relation, 230

Configuration Management relation, 259

Integrated Project Management relation, 283

introductory notes, 191

Project Monitoring and Control relation, 396

purpose, 191

related process areas, 191–192

sample page, 22

Satisfy Supplier Agreements goal, 192–197

Solicitation and Supplier Agreement Development relation, 498

supplier agreements, 132

Agreements

acquisition, 131–133

supplier. See Solicitation and Supplier Agreement Development (SSAD) process area

Air Force assessment model, 86–94

Air Force Systems Engineering Assessment Model (AF SEAM), 88–94

Align Measurement and Analysis Activities goal, 301

Establish Measurement Objectives practice, 302–304

Specify Analysis Procedures practice, 310–313

Specify Data Collection and Storage Procedures practice, 308–310

Specify Measures practice, 304–308

Alignment of project work and requirements, 477–478

Allocate Contractual Requirements practice, 208

Allocated requirements, 537

Alternatives, evaluating, 273–279

Analysis

issues, 407–408

Measurement and Analysis process area. See Measurement and Analysis (MA) process area

measurement data, 314–315

outcomes, 250–252

peer review, 243

requirements, 209–213

risk, 489

technical solutions, 220–223

validation results, 236

verification results, 244–245

Analytic techniques, 462–465

Analyze and Validate Requirements goal, 209

ACS program, 105

Analyze Requirements practice, 210–212

Analyze Requirements to Achieve Balance practice, 212–213

Establish Operational Concepts and Scenarios practice, 209–210

Validate Requirements practice, 213–214

Analyze Causes practice, 250–252

Analyze Issues practice, 407–408

Analyze Measurement Data practice, 314–315

Analyze Peer Review Data practice, 243

Analyze Process Performance and Establish Process Performance Baselines practice, 377–380

Analyze Process Performance Data practice, 354–355

Analyze Requirements practice, 210–212

Analyze Requirements to Achieve Balance practice, 212–213

Analyze Selected Technical Solutions practice, 220–223

Analyze Suggested Improvements practice, 359–361

Analyze Validation Results practice, 236

Analyze Verification Results practice, 244–245

Applying generic practices, 183–184

Appraisal findings, 537

Appraisal participants, 537

Appraisal ratings, 537

Appraisal reference models, 537

Appraisal Requirements for CMMI (ARC) documents, 61

Appraisal scope, 537

Appraisals, 25–26

CMMI, 60–63

considerations, 62–63

defined, 537

IT environment, 118–119

processes, 337–338

SCAMPI, 61–62

Appraise the Organization’s Processes practice, 337–338

Architecture, 537

Assess Training Effectiveness practice, 393

Assessment

risk, 489

training effectiveness, 393

Asset library, 328–329

Assets, organizational process, 294–295

Assign Responsibility practice

Institutionalize a Managed Process, 175–176

process area support for, 185

Associate contractor agreements, 141

Attributes

estimating, 419–421

monitoring, 398

selected processes, 376–377

selecting, 461–462

Audits

configuration, 268–269

defined, 538

government acquisition, 136

IPIC experience, 83–84

Authors biographies, 569–571

Automatic collection of data, 310

Automating processes in IT environment, 116

B

Barriers to suggested improvements, 360

Base measures

data for, 304–306, 313–314

defined, 538

Baselines

for analysis, 465

configuration, 260–264

creating and releasing, 264

defined, 538

establishing, 377–380

integrity, 267–268

Bate, Roger, 163

Bidirectional traceability

defined, 538

maintaining, 476–477

Bolton, Claude M.

biography, 573

“three R’s” of DoD acquisition essay, 100–105

Budgets

establishing, 425–427

IT environment, 116

Burton, Dan, 151

Business considerations in acquisition strategy, 416–417

Business objectives, 373

Business Process Engineering, 91–92

C

Capabilities

acquisition strategy, 415

across constellations, 163–165

interoperable, 142

subprocesses, 466

training, 385, 388–390

Capability levels, 26–28

advancing through, 30–31

defined, 538

defined processes, 30

incomplete processes, 29

managed processes, 29–30

performed processes, 29

profiles, 538

Capability Maturity for Software (SW-CMM), 8

Capability Maturity Model, 7

Capability Maturity Models (CMMs)

defined, 538

overview, 6–7

Capable processes, 538

Capacity and Availability Management (CAM) process area, 165

Carter, Ashton, 71

Case study for government acquisition, 157–163

Categories

risk, 481–483, 489–490

training needs, 386

Causal analysis

defined, 538

performing, 250–252

Causal Analysis and Resolution (CAR) process area, 54–55

Address Causes of Selected Outcomes goal, 253–256

Determine Causes of Selected Outcomes goal, 249–252

introductory notes, 247–248

Organizational Project Management relation, 351

purpose, 247

Quantitative Project Management relation, 453

related process areas, 248

Center for Systems Engineering (CSE), 87–88

Change

change management system, 262–264

IT environment, 117

organizational process assets, 343

requirements, 475–476

tracking and controlling, 265–267

Change management, 539

Checking in and out configuration items, 267

Cloud computing, 124

CMMI-DEV model, 59

CMMI for Acquisition (CMMI-ACQ) model overview

Capability Maturity Models, 6–7

CMMI evolution, 7–9

CMMI Framework, 9–10

government. See Government CMMI-ACQ

history, 10

overview, 3–5

CMMI Framework, 539

CMMI Model Foundation (CMF), 9–10

CMMI models, 57

adopting, 57–58

appraisals, 60–63

certification project, 97

components, 539

defined, 539

overview, 59–60

process improvement programs, 58

selections, 58–59

training, 63

CMMI or Agile: Why Not Embrace Both!, 436

CMMI Product Suite, 539

“CMMI Roadmaps” report, 163

CMMI-SVC model, 59

CMMI Version 1.3 project participants, 527

Acquisition Mini Team, 532

Configuration Control Board, 529–530

Coordination Team, 529

Core Model Team, 530–531

High Maturity Team, 531

Quality Team, 534

SCAMPI Upgrade Team, 532

Services Advisory Group, 528–529

Services Mini Team, 532

Steering Group, 527–528

Training Teams, 533–534

Translation Team, 531

Coaching

Agile development, 154–155

Air Force assessment model, 90

Coelacanthe weapon system, 95

Collaboration, 295–297

Collect Process Related Experiences practice

Institutionalize a Defined Process, 183

process area support for, 188

Collection

data, 429–432

measurements, 309–310

Commercial off-the-shelf items, 539

Commitment

critical dependencies, 297

monitoring, 399–400

to plans, 440–442

to requirements, 474–475

to training plans, 388

Common cause of variation, 539

Communicate and Resolve Noncompliance Issues practices, 447–448

Communicate Results practice, 317–318

Communications

Agile development, 148

configuration status, 268

contract management, 113

measurements, 307, 317–318

as success factor, 4

Compatibility of interfaces, 227

Compliance

IPIC experience, 81

noncompliance issues, 446–448

Component requirements, 433–434

Compose the Defined Process practice, 458–460

Conduct Milestone Reviews practice, 404–405

Conduct Peer Reviews practice, 242–243

Conduct Progress Reviews practice, 402–404

Conduct Technical Reviews practice, 223–225

Configuration audits

defined, 539

performing, 268–269

Configuration baselines, 539

Configuration control, 539

Configuration Control Boards (CCBs), 264

CMMI Version 1.3 project, 529–530

defined, 540

Configuration identification, 540

Configuration items, 540

Configuration management, 540

Configuration Management (CM) process area, 52–53

Acquisition Technical Management relation, 216

DGA system, 96, 99–100

Establish Baselines goal, 260–264

Establish Integrity goal, 267–269

generic practice support by, 184, 186

introductory notes, 257–259

Measurement and Analysis process relation, 301

purpose, 257

related process areas, 258–259

Requirements Management relation, 472

Track and Control Changes goal, 265–267

Configuration status accounting, 540

Conflicts, quality and objectives, 457

Considerations for Using Agile in DoD Acquisition, 151, 436

Consistency of work and requirements, 477–478

Constellations

capabilities across, 163–165

defined, 10, 540

Constraints

budget and schedule, 426–427

contractual requirements, 206–207

process, 156–163

Constructive interoperability, 141

Contingency plans, 491–494

Continuous process improvement in Air Force assessment model, 91–92

Continuous representations, 26

defined, 540

process areas, 36–39

structures, 26–28

Contracts

IT environment, 112–114

requirements, 204–208, 540–541

supplier agreements, 132

Contribute to Organizational Process Assets practice, 294–295

Contributing authors, biographies, 573–580

Control, process, 179–181

Control Configuration Items practice, 266–267

Control Work Products practice, 177–178, 186

Coordinate and Collaborate with Relevant Stakeholders goal

Manage Dependencies practice, 296–297

Manage Stakeholder Involvement practice, 295–296

Resolve Coordination Issues practice, 297

Coordination Team, 529

Core Model Team, 530–531

Core process areas, 11

Corrective actions

budgets and schedules, 427

defined, 541

IPIC experience, 82

managing, 407–409

process plans, 180

supplier agreements, 193–194

taking, 408–409

Costs

estimating, 422–424

monitoring, 398

requirements, 212–213

risk identification, 487

suggested improvements, 359–360

Create or Release Baselines practice, 264

Criteria

acceptance, 308

alternatives evaluation, 275–278

budget and schedule deviation, 427

configuration items, 261–262

evaluation, 272, 446–447

interfaces, 226

measurement, 312–315

process appraisal, 338

process asset libraries, 329

process evaluation, 459–460

process performance baseline groups, 378

process performance measures selection, 377

process selection, 375–376

requirements, 474

risk parameters, 484

solicitation package evaluation, 503

subprocesses, 461–462

tailoring, 324–326

tasks, 290

technical solutions, 219, 222

training, 389

validation, 234–235, 314

verification, 241

Critical attributes, 322

Critical dependencies, 297

Critical issues in government CMMI-ACQ, 65–74

Crosby, Phillip, 6–7

Culture, Agile development, 156

Customer feedback in IPIC experience, 81–82

Customer requirements

defined, 541

Develop Contractual Requirements goal, 204–208

Develop Customer Requirements goal, 201–204

Customers, 541

D

Data

causal analysis, 255–256

collection mechanisms, 308–310

defined, 541

integrity checks, 314

managing, 429–432

measurement, 314–315

monitoring, 401

storing, 315–317

Data management, 541

Decision Analysis and Resolution (DAR) process area, 53–54

Acquisition Technical Management relation, 217

Evaluate Alternatives goal, 273–279

introductory notes, 271–273

Organizational Project Management relation, 351

Organizational Training relation, 384

purpose, 271

related process areas, 273

Risk Management relation, 481

sample page, 21

Solicitation and Supplier Agreement Development relation, 498

Defect density, 541

Defense Acquisition Guidebook, 126

Defense Acquisition Performance Assessment Report (DAPA report), 66–69

Defense Acquisition University (DAU), 125

Deficiencies

root cause analysis, 470

subprocesses, 466, 469

Define, Measure, Analyze, Improve, Control (DMAIC) improvement methodology, 157

Define Project Lifecycle Phases practice, 421–422

Define Risk Parameters practice, 483–485

Defined maturity level, 33–34

Defined processes

capability levels, 30

composing, 458–460

defined, 541

establishing, 182, 284–286

generic goals and generic practices, 170–171

Use the Project’s Defined Process goal, 283–295

Definition of required functionality and quality attributes, 542

Deliver Training practice, 391–392

Deliverable items, 542

Deliverables, supplier, 17

Delivering value, 137–139

Delivery environments, 542

Deming, W. Edwards, 6–7

Department of Defense (DoD). See Government CMMI-ACQ

Dependencies

budget and schedule, 426

managing, 296–297

Deploy Improvements goal, 364

Evaluate Improvement Effects practice, 367–368

Manage the Deployment practice, 366–367

Plan the Deployment practice, 364–366

Deploy Organizational Process Assets and Incorporate Experiences goal, 342

Deploy Organizational Process Assets practice, 342–343

Deploy Standard Processes practice, 343–344

Incorporate Experiences into Organizational Process Assets practice, 345–347

Monitor the Implementation practice, 344–345

Deploy Organizational Process Assets practice, 342–343

Deploy Standard Processes practice, 343–344

Derived measures

data for, 304–306, 313–314

defined, 542

Derived requirements, 542

Descriptive statistics, 311

Design reviews, 543

Determine Causes of Selected Outcomes goal

Analyze Causes practice, 250–252

Select Outcomes for Analysis practice, 249–250

Determine Process Improvement Opportunities goal, 334–335

Appraise the Organization’s Processes practice, 337–338

Establish Organizational Process Needs practice, 335–337

Identify the Organization’s Process Improvements practice, 338–339

Determine Risk Sources and Categories practice, 481–483

Determine Which Training Needs are the Responsibility of the Organization practice, 386–387

Develop a Project Plan goal, 425

Establish the Budget and Schedule practice, 425–427

Establish the Project Plan practice, 438–439

Identify Project Risks practice, 427–429

Plan Data Management practice, 429–432

Plan Needed Knowledge and Skills practice, 434–435

Plan Stakeholder Involvement practice, 435–437

Plan the Project’s Resources practice, 432–434

Plan Transition to Operations and Support practice, 437–438

Develop and Prioritize Customer Requirements practice, 203–204

Develop Contractual Requirements goal, 204–205

ACS program, 105

Allocate Contractual Requirements practice, 208

Establish Contractual Requirements practice, 205–207

Develop Customer Requirements goal, 201–202

ACS program, 104

Develop and Prioritize Customer Requirements practice, 203–204

Elicit Stakeholder Needs practice, 202–203

Develop Risk Mitigation Plans practice, 491–494

Developer agility, 146–148

Development, 543

Deviations from process plans, 180

Direction Générale de l’Armement (DGA) system, 95–100

Distribute and Maintain the Solicitation Package practice, 507–508

Documentation

alternatives evaluation, 273, 275–276

business considerations, 416–417

commitments, 441

configuration management, 267–268

improvement selection, 363

measurement objectives, 303–304

organizational process assets, 294–295

pilots, 362

plans, 175

quality assurance activities, 448–449

risks, 400, 486–489

solicitation packages, 504–505

training, 392–393

Documents

change requests, 404

defined, 543

Domain knowledge in IPIC experience, 79

Due diligence, 509

E

Earned Value Management (EVM), 306, 398

Effectiveness, training, 393

Effort, estimating, 422–424

Elements, process, 322

Elicit Stakeholder Needs practice, 202–203

Elicit Suggested Improvements practice, 356–359

Empowerment mechanisms, 331

End users

Agile development, 147, 154

defined, 543

England, Gordon, 66

Ensure Alignment Between Project Work and Requirements practice, 477–478

Enterprises, 543

Entry criteria, 543

Environment

establishing, 286–288

risk identification, 488

standards, 330

validation, 233–234

verification, 240–241

Equipment

Capability Maturity Models, 5–6

requirements, 433–434

Equivalent staging

defined, 543

overview, 39–43

Establish a Configuration Management System practice, 262–264

Establish a Defined Process practice

Institutionalize a Defined Process, 182

process area support for, 187–188

Establish a Risk Management Strategy practice, 485

Establish a Solicitation Package practice, 501–506

Establish a Training Capability practice, 388–390

Establish an Organizational Policy practice, 173

Establish an Organizational Training Capability goal, 385

Determine Which Training Needs are the Responsibility of the Organization practice, 386–387

Establish a Training Capability practice, 388–390

Establish an Organizational Training Tactical Plan practice, 388

Establish Strategic Training Needs practice, 385–386

Establish an Organizational Training Tactical Plan practice, 388

Establish an Understanding of the Agreement practice, 511–512

“Establish and maintain”, 543–544

Establish Baselines goal, 260

Create or Release Baselines practice, 264

Establish a Configuration Management System practice, 262–264

Identify Configuration Items practice, 260–262

Establish Configuration Management Records practice, 267–268

Establish Contractual Requirements practice, 205–207

Establish Estimates goal, 413–414

Define Project Lifecycle Phases practice, 421–422

Establish Estimates of Work Product and Task Attributes practice, 419–421

Establish the Acquisition Strategy practice, 414–418

Estimate Effort and Cost practice, 422–424

Estimate the Scope of the Project practice, 418–419

Establish Estimates of Work Product and Task Attributes practice, 419–421

Establish Evaluation Criteria practice, 275–276

Establish Guidelines for Decision Analysis practice, 273–275

Establish Integrity goal, 267

Establish Configuration Management Records practice, 267–268

Perform Configuration Audits practice, 268–269

Establish Lifecycle Model Descriptions practice, 324

Establish Measurement Objectives practice, 302–304

Establish Negotiation Plans practice, 510

Establish Operational Concepts and Scenarios practice, 209–210

Establish Organizational Process Assets goal, 320

Establish Lifecycle Model Descriptions practice, 324

Establish Rules and Guidelines for Teams practice, 330–332

Establish Standard Processes practice, 321–323

Establish Tailoring Criteria and Guidelines practice, 324–326

Establish the Organization’s Measurement Repository practice, 327–328

Establish the Organization’s Process Asset Library practice, 328–329

Establish Work Environment Standards practice, 330

Establish Organizational Process Needs practice, 335–337

Establish Performance Baselines and Models goal, 371–372

Analyze Process Performance and Establish Process Performance Baselines practice, 377–380

Establish Process Performance Measures practice, 376–377

Establish Process Performance Models practice, 380–382

Establish Quality and Process Performance Objectives practice, 372–374

Select Processes practice, 374–376

Establish Process Action Plans practice, 340–341

Establish Process Performance Measures practice, 376–377

Establish Process Performance Models practice, 380–382

Establish Quality and Process Performance Objectives practice, 372–374

Establish Records practice, 448–449

Establish Rules and Guidelines for Teams practice, 330–332

Establish Standard Processes practice, 321–323

Establish Strategic Training Needs practice, 385–386

Establish Supplier Agreements goal, 511

Establish an Understanding of the Agreement practice, 511–512

Establish the Supplier Agreement practice, 512–514

Establish Tailoring Criteria and Guidelines practice, 324–326

Establish Teams practice, 293–294

Establish the Acquisition Strategy practice, 414–418

Establish the Budget and Schedule practice, 425–427

Establish the Organization’s Measurement Repository practice, 327–328

Establish the Organization’s Process Asset Library practice, 328–329

Establish the Project Plan practice, 438–439

Establish the Project’s Defined Process practice, 284–286

Establish the Project’s Objectives practice, 455–458

Establish the Project’s Work Environment practice, 286–288

Establish the Supplier Agreement practice, 512–514

Establish the Validation Environment practice, 233–234

Establish the Verification Environment practice, 240–241

Establish Training Records practice, 392–393

Establish Validation Procedures and Criteria practice, 234–235

Establish Verification Procedures and Criteria practice, 241

Establish Work Environment Standards practice, 330

Estimate Effort and Cost practice, 422–424

Estimate the Scope of the Project practice, 418–419

Estimates, establishing, 413–424

Evaluate, Categorize, and Prioritize Risks practice, 489–490

Evaluate Alternative Solutions goal, 273

Establish Evaluation Criteria practice, 275–276

Establish Guidelines for Decision Analysis practice, 273–275

Evaluate Alternatives practice, 278–279

Identify Alternative Solutions practice, 276–277

Select Evaluation Methods practice, 277–278

Select Solutions practice, 279

Evaluate Alternatives practice, 278–279

Evaluate Improvement Effects practice, 367–368

Evaluate Proposed Solutions practice, 508–509

Evaluate Technical Solutions goal, 217–218

Analyze Selected Technical Solutions practice, 220–223

Conduct Technical Reviews practice, 223–225

Select Technical Solutions for Analysis practice, 218–220

Evaluate the Effect of Implemented Actions practice, 254–255

Evaluation

processes and work products goal, 446–447

risks, 489–490

solicitation packages criteria, 503

work products practice, 446–447

Evolution of CMMI, 7–9

Example supplier deliverables, 17

Example work products, 16, 544

Examples, 19

Execute the Supplier Agreement practice, 192–194

Exit criteria

defined, 544

tasks, 290

Expected CMMI components, 544

Expected process area components, 12

Expended effort, monitoring, 398

Experiences, incorporating, 342–347

Expertise in government acquisition, 69

F

Failure mode and effects analysis, 484

Feedback

IPIC experience, 81–82

measurement objectives, 304

Flexibility in tailoring processes, 325

Formal evaluation processes, 271–272

defined, 544

guidelines and activities, 274

Freeman, George Richard

Air Force assessment model essay, 86–94

biography, 574

French Ministry of Defense, 95–100

Frost, Richard

biography, 574–575

IT environment essay, 108–122

Functional analysis, 544

Functional architecture, 544

Functional configuration audits (FCAs), 269

Future possibilities essay, 122–124

G

Gallagher, Brian

Agile essay, 143–151

biography, 569–570

constraints essay, 156–163

critical issues in government essay, 65–74

delivering value essay, 137–139

future possibilities essay, 122–124

planning for success essay, 125–130

Gates, Robert, 71

Generic goals

Achieve Specific Goals, 173

defined, 544

institutionalization, 169–172

Institutionalize a Defined Process, 182–183

Institutionalize a Managed Process, 173–182

numbering schemes, 20

overview, 15–16, 169

sample page, 23

Generic practices

Air Force assessment model, 89–90

applying, 183–184

defined, 544–545

elaborations, 18, 545

institutionalization, 169–172

IPIC experience, 83

numbering schemes, 20

overview, 17–18, 169

process area support, 184–189

sample page, 23

Glossary, 535–566

Government Accountability Office (GAO)

CMMI at, 105–107

report from, 3

Government CMMI-ACQ, 65

Agile in DoD, 151–156

Air Force assessment model, 86–94

case study, 157–163

critical issues, 65–74

DGA system, 95–100

Government Accountability Office, 105–107

IPIC experience, 74–86

IT environment, 108–122

“three R’s” of DoD acquisition, 100–105

verification, 133–137

Guidelines

alternatives evaluation, 272–275

integrated teams, 330–332

tailoring, 324–326

Gurumurthy, Ashok

biography, 575

IT environment essay, 108–122

H

Hammons, Bud, 151

Hardware engineering, 545

High maturity process areas, 54–55

High Maturity Team, 531

Higher level management

defined, 545

reviews, 181–182

Humphrey, Watts, 6–7

I

Identify Alternative Solutions practice, 276–277

Identify and Analyze Risks goal, 485–486

Evaluate, Categorize, and Prioritize Risks practice, 489–490

Identify Risks practice, 486–489

Identify and Involve Relevant Stakeholders practice

Institutionalize a Managed Process, 178–179

process area support for, 186

Identify Configuration Items practice, 260–262

Identify Potential Areas for Improvement practice, 355

Identify Potential Suppliers practice, 499–501

Identify Project Risks practice, 427–429

Identify Risks practice, 486–489

Identify the Organization’s Process Improvements practice, 338–339

Implement Action Proposals practice, 253–254

Implement Process Action Plans practice, 341

Implement Risk Mitigation Plans practice, 494–495

Implementation

evaluating effects of, 254–255

monitoring, 344–345

Improvement paths, 26

Improvements

constraints identification and removal, 156–163

deploying, 364–368

identifying potential areas, 355

IPIC experience, 82

selecting, 356–364

Incentives in Agile development, 155

Incident Resolution and Prevention (IRP) process area, 165

Incomplete processes

in capability levels, 29

defined, 545

Inconsistencies, identifying, 477–478

Incorporate Experiences into Organizational Process Assets practice, 345–347

Industry

future possibilities essay, 122–124

strategies, 125–130

Industry process standards and models in IPIC experience, 79–85

Information assurance and security references and sources, 521

Informative components, 12, 545

Infrastructure effort and cost estimates, 423–424

Initial maturity level, 32

Initiating, Diagnosing, Establishing, Acting, and Learning (IDEAL) model, 58, 157–158

Institutionalization

defined, 545

of processes, 169–172

Institutionalize a Defined Process goal

Collect Process Related Experiences practice, 183

Establish a Defined Process practice, 182

Institutionalize a Managed Process goal

Assign Responsibility practice, 175–176

Control Work Products practice, 177–178

Establish an Organizational Policy practice, 173

Identify and Involve Relevant Stakeholders practice, 178–179

Monitor and Control the Process practice, 179–181

Objectively Evaluate Adherence practice, 181

Plan the Process practice, 174–175

Provide Resources practice, 175

Review Status with Higher Level Management practice, 181–182

Train People practice, 176–177

Instructors, training, 390

Integrate Plans practice, 288–290

Integrated Master Plan, 439

Integrated Master Schedule, 439

Integrated Product Development Capability Maturity Model (IPM-CMM), 8

Integrated Project Management (IPM) process area, 50–51

Coordinate and Collaborate with Relevant Stakeholders goal, 295–297

Decision Analysis and Resolution relation, 273

generic practice support by, 187–188

introductory notes, 281–282

purpose, 281

Quantitative Project Management relation, 453

related process areas, 283

Use the Project’s Defined Process goal, 283–295

Integrity

baseline, 267–269

data checks, 314

Inter-coder reliability, 314

Intercontinental Ballistic Missiles (ICBMs), 74–86

Interface control, 545

Interfaces

managing, 225–227

requirements, 206

Interim objectives, 457

International Organization for Standardization/International Electrotechnical Commission (ISO/IEC) standards, 7

Interoperable Acquisition for Systems of Systems, 71

Interoperable acquisitions, 139–143

IPIC (ICBM Prime Integration Contract)

CMMI models for, 82–85

conclusion, 85–86

history, 74–75

industry process standards and models, 79–82

operation, 77–79

transitions, 75–77

Issues, analysis, 407–408

IT environment essay

appraisals, 118–119

contracts, 112–114

future needs, 120–122

implementation considerations, 114–118

multi-supplier challenges, 109–110

overview, 108–109

preferred suppliers, 111–112

J

Joint Capabilities Integration and Development System (JCIDS), 66

Juran, Joseph, 6–7

K

Kadish, Gen, 66

Kelley, Steven

biography, 576

IPIC experience essay, 74–86

Keuten, Tom

biography, 576–577

IT environment essay, 108–122

Knowledge and skills

monitoring, 399

planning, 434–435

L

Lapham, Mary Ann

Agile in DoD essays, 151–156

biography, 577

Leadership in government acquisition, 69

Lean Six Sigma, 157

Lessons learned

DGA system, 97–98

experiences, 346

Levels, 25–28

capability, 29–31

control, 263

maturity, 31–36

Libraries, process asset, 328–329

Lifecycle in Agile development, 153–154

Lifecycle models

defined, 546

descriptions, 324

Lifecycle phases, 421–422

Lightning Bolt acquisition initiative, 76

Literature searches for alternatives, 276

Luttrell, Daniel J.

biography, 577–578

IPIC experience essay, 74–86

Luzeaux, Dominique

biography, 578

DGA system essay, 95–100

M

Maintain Bidirectional Traceability of Requirements practice, 476–477

Maintain Business Objectives practice, 353–354

Maintenance and support responsibilities

Distribute and Maintain the Solicitation Package practice, 507–508

transition to operations, 138

Manage Business Performance goal, 352–353

Analyze Process Performance Data practice, 354–355

Identify Potential Areas for Improvement practice, 355

Maintain Business Objectives practice, 353–354

Manage Corrective Action to Closure goal, 407

Analyze Issues practice, 407–408

Manage Corrective Actions practice, 409

Take Corrective Action practice, 408–409

Manage Corrective Actions practice, 409

Manage Dependencies practice, 296–297

Manage Project Performance practice, 467–469

Manage Requirements Changes practice, 475–476

Manage Requirements goal, 473

Ensure Alignment Between Project Work and Requirements practice, 477–478

Maintain Bidirectional Traceability of Requirements practice, 476–477

Manage Requirements Changes practice, 475–476

Obtain Commitment to Requirements practice, 474–475

Understand Requirements practice, 473–474

Manage Selected Interfaces practices, 226–227

Manage Stakeholder Involvement practice, 295–296

Manage Supplier Invoices practice, 196–197

Manage the Deployment practice, 366–367

Manage the Project Using Integrated Plans practice, 290–292

Managed maturity level, 32–33

Managed processes

capability levels, 29–30

defined, 546

generic goals and generic practices, 170–171

Management

configuration management system, 262–264

IPIC experience, 80

project. See Integrated Project Management (IPM) process area

quantitative. See Quantitative Project Management (QPM) process area

requirements. See Requirements Management (REQM) process area

Review Status with Higher Level Management practice, 181–182

supplier agreement reviews, 193

Managers, 546

Managing the Software Process, 7

Manufacturing process, 6

Materials, training, 390

Mathematical models, 83

Matrices, traceability

bidirectional traceability, 477

work products, 240

Maturity levels, 26–28

advancing through, 35–36

defined, 33–34, 546

initial, 32

managed, 32–33

optimizing, 35

overview, 31–32

process areas, 39, 54–55

quantitatively managed, 34

Measurement and Analysis (MA) process area, 53

Agreement Management relation, 192

Align Measurement and Analysis Activities goal, 301–313

Causal Analysis and Resolution relation, 248

generic practice support by, 187

Integrated Project Management relation, 283

introductory notes, 299–300

Organizational Process Performance relation, 371

Organizational Project Management relation, 351

Project Monitoring and Control relation, 396

Project Planning relation, 413

Provide Measurement Results goal, 313–318

purpose, 299

Quantitative Project Management relation, 453

related process areas, 300–301

Solicitation and Supplier Agreement Development relation, 499

Measurement results, 546

Measurements

defined, 546

process performance, 255

repository establishment and maintenance, 327–328

Measures

defined, 546

improvements, 365–366

selecting, 462–465

storing, 294

Meetings for technical solutions, 222

Memoranda of agreement, 546

Mentors, training, 390

Method Definition Documents (MDDs), 62

Meyers, B. Craig

biography, 578–579

interoperable acquisitions essay, 139–143

Milestones

budget and schedule, 425–426

reviewing, 404–405

Million-Picallion, Eric

biography, 579

DGA system essay, 95–100

Minuteman missiles, 74–86

Mitigate Risks goal, 491

Develop Risk Mitigation Plans practice, 491–494

Implement Risk Mitigation Plans practice, 494–495

Models

for analysis, 465

CMF, 9–10

CMMI, 57–63

effort and cost estimates, 423

IPIC experience, 79–85

life-cycle, 324

process performance, 380–382

SOSI, 140

Monitor and Control the Process practice

Institutionalize a Managed Process, 179–181

process area support for, 186–187

Monitor Commitments practice, 399–400

Monitor Data Management practice, 401

Monitor Project Planning Parameters practice, 397–399

Monitor Project Risks practice, 400–401

Monitor Selected Supplier Processes practice, 194–195

Monitor Stakeholder Involvement practice, 402

Monitor the Implementation practice, 344–345

Monitor the Performance of Selected Subprocesses practice, 465–467

Monitor the Project Against the Plan goal, 396–397

Conduct Milestone Reviews practice, 404–405

Conduct Progress Reviews practice, 402–404

Monitor Commitments practice, 399–400

Monitor Data Management practice, 401

Monitor Project Planning Parameters practice, 397–399

Monitor Project Risks practice, 400–401

Monitor Stakeholder Involvement practice, 402

Monitor Transition to Operations and Support practice, 405–407

Monitor Transition to Operations and Support practice, 405–407

Multi-supplier challenges, 109–110

N

National Defense Acquisition Act (NDAA), 69–70

Natural bounds, 546

Negotiation plans, 510

Non-numeric criteria, 272

Noncompliance issues

detecting, 446

resolution, 447–448

Nondevelopmental items, 547

Nontechnical requirements

defined, 547

identifying, 207

Northrup Grumman, 74–86

Notes, 19

Numbering schemes, 20

Numeric criteria, 272

O

Objectively Evaluate Adherence practice

Institutionalize a Managed Process, 181

process area support for, 187

Objectively evaluate process, 547

Objectively Evaluate Processes and Work Products goal, 446

Objectively Evaluate Processes practice, 446

Objectively Evaluate Work Products practice, 446–447

Objectively Evaluate Processes practice, 446

Objectively Evaluate Work Products practice, 446–447

Objectives

acquisition strategy, 415

business, 353–354, 373

establishing, 372–374

measurement, 302–304

project, 455–458

Observe, Orient, Decide, Act (OODA) loop, 157

Obtain Commitment to Requirements practice, 474–475

Obtain Commitment to the Plan goal, 440

Obtain Plan Commitment practice, 441–442

Reconcile Work and Resource Levels practice, 440–441

Review Plans That Affect the Project practice, 440

Obtain Measurement Data practice, 313–314

Obtain Plan Commitment practice, 441–442

Operational agility, 145–146

Operational concepts

defined, 547

establishing, 209–210

Operational scenarios, 547

Optimizing maturity level, 35

Organization business objectives, 548

Organization measurement repositories, 548

Organization process asset libraries, 548

Organization set of standard processes, 171

defined, 548

establishing, 321–323

roles, 386

Organizational maturity, 547

Organizational Performance Management (OPM) process area, 54–55

Organizational Process Performance relation, 371

Quantitative Project Management relation, 454

Organizational policies, 547

Organizational process areas, 51–52

Organizational process assets

contributing to, 294–295

defined, 548

planning project activities, 286

Organizational Process Definition (OPD) process area, 51, 73

Establish Organizational Process Assets goal, 320–332

generic practice support by, 184, 188

Integrated Project Management relation, 283

introductory notes, 319–320

Measurement and Analysis process relation, 301

Organizational Process Focus relation, 334

Organizational Training relation, 384

purpose, 319

Quantitative Project Management relation, 454

related process areas, 320

Organizational Process Focus (OPF) process area, 51

Deploy Organizational Process Assets and Incorporate Experiences goal, 342–347

Determine Process Improvement Opportunities goal, 334–339

generic practice support by, 188

Institutionalize a Managed Process goal elaboration, 180–181

introductory notes, 333–334

Organizational Project Management relation, 351

Plan and Implement Process Actions goal, 339–341

purpose, 333

related process areas, 334

Organizational Process Performance (OPP) process area, 54–55

Establish Performance Baselines and Models goal, 371–382

introductory notes, 369–371

Organizational Project Management relation, 351

purpose, 369

Quantitative Project Management relation, 454

related process areas, 371

Organizational Project Management (OPM) process area

Causal Analysis and Resolution relation, 248

Deploy Improvements goal, 364–368

introductory notes, 349–351

Manage Business Performance goal, 352–355

purpose, 349

related process areas, 351

Select Improvements goal, 356–364

Organizational Training (OT) process area, 51

Establish an Organizational Training Capability goal, 385–390

generic practice support by, 185

introductory notes, 383–384

Organizational Project Management relation, 351

Provide Training goal, 391–393

purpose, 383

related process areas, 384–385

Organizations, 547

Orientation in acquirer processes, 434

Outcomes

addressing causes, 253–256

determining causes, 249–252

Outsourcing in IT environment, 113–114, 119

Oversight

Agile development, 155

government acquisition, 68–69

IT environment, 117

P

Panwar, Madhav

biography, 579–580

Government Accountability Office essay, 105–107

Parameters

planning, 397–399

risk, 483–485

Pascal, Blaise, 144

Peer reviews, 50

common set of measures, 328

defined, 548–549

defined processes, 286

lifecycle models, 324

Perform Peer Reviews goal, 241–242

set of standard processes, 323

tailoring, 326

People focus in Capability Maturity Models, 6

Perform Configuration Audits practice, 268–269

Perform Interface Management goal, 225

Manage Selected Interfaces practice, 226–227

Select Interfaces to Manage practice, 225–226

Perform Peer Reviews goal, 241–242

Analyze Peer Review Data practice, 243

Conduct Peer Reviews practice, 242–243

Prepare for Peer Reviews practice, 242

Perform Root Cause Analysis practice, 469–470

Perform Specific Practices practice, 173

Perform Validation practice, 235

Perform Verification practice, 243–244

Performance

managing, 467–469

objectives, 372–374

process performance baselines, 377–380

process performance measures, 376–377

process performance objectives, 456

risk identification, 487–488

subprocesses, 465–467

Performance parameters, 549

Performed processes

capability levels, 29

defined, 549

generic goals and generic practices, 170

Phillips, Mike

acquisition agreements essay, 131–133

biography, 570

capabilities across constellations essay, 163–165

critical issues in government essay, 65–74

future possibilities essay, 122–124

verification essay, 133–137

Physical configuration audits (PCAs), 269

Pilots

for change, 361–362

results reviews, 406

suggested improvements, 361

Plan and Implement Process Actions goal, 339

Establish Process Action Plans practice, 340–341

Implement Process Action Plans practice, 341

Plan Data Management practice, 429–432

Plan, Do, Check, Act (PDCA) improvement loop, 157

Plan Needed Knowledge and Skills practice, 434–435

Plan Stakeholder Involvement practice, 435–437

Plan the Deployment practice, 364–366

Plan the Process practice

Institutionalize a Managed Process, 174–175

process area support for, 185

Plan the Project’s Resources practice, 432–434

Plan Transition to Operations and Support practice, 437–438

Planned processes, 549

Planning, Programming, Budgeting, and Execution (PPBE) system, 66, 69

Plans

acquisition strategies, 125–130

deployment, 364–366

integrating, 288–290

IPIC experience, 81

managed processes, 174–175

monitoring, 397–399

negotiation, 510

organizational process assets for, 286

process action, 340–341

project plan development, 425–439

risk mitigation, 494–495

Potential improvement areas, 355

Preferred suppliers in IT environment, 111–112

Prepare for Peer Reviews practice, 242

Prepare for Quantitative Management goal, 454

Compose the Defined Process practice, 458–460

Establish the Project’s Objectives practice, 455–458

Select Measures and Analytic Techniques practice, 462–465

Select Subprocesses and Attributes practice, 461–462

Prepare for Risk Management goal, 481

Define Risk Parameters practice, 483–485

Determine Risk Sources and Categories practice, 481–483

Establish a Risk Management Strategy practice, 485

Prepare for Solicitation and Supplier Agreement Development goal

Distribute and Maintain the Solicitation Package practice, 507–508

Establish a Solicitation Package practice, 501–506

Identify Potential Suppliers practice, 499–501

Review the Solicitation Package practice, 506–507

Prepare for Validation goal, 231

Establish the Validation Environment practice, 233–234

Establish Validation Procedures and Criteria practice, 234–235

Select Products for Validation practice, 231–233

Prepare for Verification goal, 239

Establish the Verification Environment practice, 240–241

Establish Verification Procedures and Criteria practice, 241

Select Work Products for Verification practice, 239–240

Preventive actions in IPIC experience, 82

Priorities

acquisition strategy risks, 126

Agile development, 148

analyses, 311

business objectives, 354

change requests, 266

customer requirements, 203–204

data, 310

improvement deployment, 363

measurement objectives, 303

measurements, 308

process improvements candidates, 339

requirements, 207

risks, 489–490

Privacy, 431

Probability in risk analysis, 428, 491

Procedures and methods focus in Capability Maturity Models, 5–6

Process action plans, 549

Process action teams, 549

Process and Product Quality Assurance (PPQA) process area, 53

introductory notes, 443–445

IPIC experience, 83

Objectively Evaluate Processes and Work Products goal, 446–447

Provide Objective Insight goal, 447–449

purpose, 443

related process areas, 445

Process and technology improvements, 549

Process architecture, 549

Process areas, 4–5. See also specific process areas by name

components, 11–12

defined, 550

equivalent staging, 39–43

example supplier deliverables, 17

example work products, 16

examples, 19

generic goals, 15–16

generic practices, 17–18

introductory notes, 15

list, 13–14

notes, 19

numbering schemes, 20

organizational, 51–52

project, 47–51

purpose statements, 14

references, 19–20

relationships among, 15, 45–46, 184–189

representations, 36–39

specific goals, 15

specific practices, 16

subpractices, 17

support, 52–54

typographical conventions, 20–23

Process asset libraries

defined, 550

establishing, 328–329

Process assets, 550

Process attributes, 550

Process capability, 550

Process definitions

defined, 550

process area. See Organizational Process Definition (OPD) process area

Process descriptions, 550

Process elements, 320, 322, 550

Process groups, 550

Process improvement objectives, 551

Process improvement plans, 551

Process improvements

defined, 550

establishing, 58

Process measurements, 551

Process owners, 551

Process performance, 551

Process performance baselines, 551

Process performance models, 551–552

Process related experiences, 183

Process tailoring, 552

Processes

Capability Maturity Models, 6

defined, 549

Product baselines, 552

Product component requirements, 552

Product components, 552

Product lifecycle, 552–553

Product lines, 553

Product related lifecycle processes, 553

Product requirements, 553

Product support in acquisition strategy, 417–418

Products

defined, 552

IPIC experience, 81

Profiles, 40–43

Program Management Reviews (PMRs), 159

Program structure in government acquisition, 68

Programmatic interoperability, 140–141

Progress

milestones, 404–405

monitoring, 397

reviewing, 402–404

Project and support groups, 384

Project failure causes, 3–4

Project Management Organization (PMO), 157, 159

Project management process area. See Integrated Project Management (IPM) process area

Project Monitoring and Control (PMC) process area, 49–50

Agreement Management relation, 192

Configuration Management relation, 259

generic practice support by, 187

Integrated Project Management relation, 283

introductory notes, 395–396

Manage Corrective Action to Closure goal, 407–409

Measurement and Analysis process relation, 301

Monitor the Project Against the Plan goal, 396–407

purpose, 395

Quantitative Project Management relation, 454

related process areas, 396

Requirements Management relation, 472

Risk Management relation, 481

transition to operations, 137

Project Planning (PP) process area, 47

Configuration Management relation, 260

Develop a Project Plan goal, 425–439

Establish Estimates goal, 413–424

generic practice support by, 185–186

Integrated Project Management relation, 283

introductory notes, 411–412

IT environment, 121

Measurement and Analysis process relation, 301

Obtain Commitment to the Plan goal, 440–442

Organizational Training relation, 385

Project Monitoring and Control relation, 396

purpose, 411

related process areas, 412–413

Requirements Management relation, 472

Risk Management relation, 481

Solicitation and Supplier Agreement Development relation, 499

transition to operations, 137

Project plans, 554

Project progress and performance, 554

Project startup, 554

Projects, 553

Prototypes, 554

Provide Measurement Results goal, 313

Analyze Measurement Data practice, 314–315

Communicate Results practice, 317–318

Obtain Measurement Data practice, 313–314

Store Data and Results practice, 315–317

Provide Objective Insight goal

Communicate and Resolve Noncompliance Issues practices, 447–448

Establish Records practice, 448–449

Provide Resources practice

Institutionalize a Managed Process, 175

process area support for, 185

Provide Training goal, 391

Assess Training Effectiveness practice, 393

Deliver Training practice, 391–392

Establish Training Records practice, 392–393

Purpose statements, 14

Q

Quality

defined, 554

establishing, 372–374

IT environment, 115

Quality and process performance objectives, 554

Quality assurance

defined, 554

process area. See Process and Product Quality Assurance (PPQA) process area

Quality Attribute Workshops (QAWs), 145

Quality attributes

defined, 555

requirements, 206

in technical solutions, 219

Quality control, 555

Quality Function Deployment (QFD), 458

Quality Team, 534

Quantitative management, 555

Quantitative objectives, 555

Quantitative Project Management (QPM) process area, 54–55

Causal Analysis and Resolution relation, 248

introductory notes, 451–453

Measurement and Analysis process relation, 301

Organizational Process Performance relation, 371

Prepare for Quantitative Management goal, 454–465

purpose, 451

Quantitatively Manage the Project goal, 465–470

related process areas, 453–454

Quantitatively Manage the Project goal, 465

Manage Project Performance practice, 467–469

Monitor the Performance of Selected Subprocesses practice, 465–467

Perform Root Cause Analysis practice, 469–470

Quantitatively managed maturity level, 34

Questions for data collection and storage, 309

R

Radice, Ron, 7

Rafale weapon system, 95

Reconcile Work and Resource Levels practice, 440–441

Record Causal Analysis practice, 255–256

Records

configuration, 267–268

establishing, 448–449

IPIC experience, 81

training, 392–393

Reference models, 555

References

CMMI resources, 517–521

overview, 19–20

Reform in government acquisition, 69–71

Relationships

Agile development, 149–150

process elements, 323

Relationships among process areas, 45–46

Acquisition Requirements Development, 201

Acquisition Validation, 230

Acquisition Verification, 238

Agreement Management, 191–192

Causal Analysis and Resolution, 248

Configuration Management, 258–259

Decision Analysis and Resolution, 273

generic goals and generic practices, 172

high maturity process areas, 54–55

Integrated Project Management, 283

Measurement and Analysis, 300–301

organizational process areas, 51–52

Organizational Process Definition, 320

Organizational Process Focus, 334

Organizational Process Performance, 371

Organizational Project Management, 351

Organizational Training, 384–385

overview, 15

Process and Product Quality Assurance, 445

Project Monitoring and Control, 396

Project Planning, 412–413

project process areas, 47–51

Quantitative Project Management, 453–454

Requirements Management, 472

Risk Management, 481

Solicitation and Supplier Agreement Development, 498–499

support process areas, 52–54

Relevant stakeholders, 555. See also Stakeholders

Reliability, inter-coder, 314

Repeatability of measurements, 308

Repositories, measurement, 327–328

Representations, 26

defined, 555

process areas, 36–39

structures, 26–28

Required components, 11–12, 555

Requirements

analysis, 209–213

component, 433–434

contractual, 204–208

customer, 201–204

defined, 555–556

government acquisition, 68

IPIC experience, 80

in “three R’s” of DoD acquisition, 102–105

validating, 213–214

Requirements analysis, 556

Requirements elicitation, 556

Requirements management, 556

“Requirements Management in a System of Systems Context” report, 142

Requirements Management (REQM) process area, 48

Acquisition Requirements Development relation, 201

Acquisition Technical Management relation, 217

Acquisition Verification process area relation, 238

DGA system, 96, 99–100

introductory notes, 471–472

Manage Requirements goal, 473–478

Measurement and Analysis process relation, 301

Project Planning relation, 413

purpose, 471

related process areas, 472

Solicitation and Supplier Agreement Development relation, 499

Requirements traceability, 556

Resolve Coordination Issues practice, 297

Resources

levels, 440–441

monitoring, 398

planning, 432–434

providing, 175

in “three R’s” of DoD acquisition, 102–105

Responsibility, assigning, 175–176

Return on investment, 556

Review Plans That Affect the Project practice, 440

Review Status with Higher Level Management practice

Institutionalize a Managed Process, 181–182

process area support for, 187

Review the Solicitation Package practice, 506–507

Reviews

acquisition strategy, 418

analyses, 312

data, 310

IPIC experience, 82

IT environment, 117

measurements, 308

pilots, 362

plans, 175

process results, 179

with stakeholders, 296

subprocesses, 468

supplier agreements, 193

technical, 223–225

transition activities, 407

Revising

plans, 175

process selection, 376

training materials, 390

Rewards in Agile development, 155

Richter, Karen J.

biography, 571

critical issues in government essay, 65–74

Right people in “three R’s” of DoD acquisition, 102–105

Risk analysis, 556

Risk identification, 556

Risk management, 556

“Risk Management Considerations for Interoperable Acquisition” report, 142

Risk Management (RSKM) process area, 49–50

Acquisition Requirements Development relation, 201

Acquisition Technical Management relation, 217

Decision Analysis and Resolution relation, 273

government acquisition, 73

Identify and Analyze Risks goal, 485–490

introductory notes, 479–480

Mitigate Risks goal, 491–495

Prepare for Risk Management goal, 481–485

Project Planning relation, 413

purpose, 479

related process areas, 481

Requirements Management relation, 472

Risks

acquisition strategies, 126, 417

identifying, 427–429

monitoring, 400–401

objectives, 457

process evaluation, 460

subprocesses, 468–469

suggested improvements, 360

Roles for set of standard processes, 386

Root causes of outcomes

analyzing, 469–470

determining, 251

Ruault, Jean-René

biography, 580

DGA system essay, 95–100

Rules for teams, 330–332

S

Satisfy Supplier Agreements goal

Accept the Acquired Product practice, 195–196

Execute the Supplier Agreement practice, 192–194

Manage Supplier Invoices practice, 196–197

Monitor Selected Supplier Processes practice, 194–195

SCAMPI Upgrade Team, 532

Scenarios, 209–210

“Schedule Considerations for Interoperable Acquisition” report, 142

Schedules

establishing, 425–427

risks, 487

tasks, 290

Schenker, Fred, 151

Scope

Agile development, 147

estimating, 418–419

process appraisal, 337

SEAM group, 88–94

Security, 431

Select and Implement Improvements for Deployment practice, 363–364

Select Evaluation Methods practice, 277–278

Select Improvements goal, 356

Analyze Suggested Improvements practice, 359–361

Elicit Suggested Improvements practice, 356–359

Select and Implement Improvements for Deployment practice, 363–364

Validate Improvements practice, 361–362

Select Interfaces to Manage practice, 225–226

Select Measures and Analytic Techniques practice, 462–465

Select Outcomes for Analysis practice, 249–250

Select Processes practice, 374–376

Select Products for Validation practice, 231–233

Select Solutions practice, 279

Select Subprocesses and Attributes practice, 461–462

Select Suppliers goal, 508

Establish Negotiation Plans practice, 510

Evaluate Proposed Solutions practice, 508–509

Select Suppliers practice, 510–511

Select Suppliers practice, 510–511

Select Technical Solutions for Analysis practice, 218–220

Select Work Products for Verification practice, 239–240

Senior management

acquisition strategy, 418

commitment negotiation, 442

defined, 556–557

sponsorship, 57–58, 337

Service agreements, 557

Service catalogs, 557–558

Service incidents, 558

Service level agreements, 132, 558

Service level measures, 558

Service levels, 558

Service lines, 558

Service-oriented architecture (SOA) pattern, 124

Service requests, 558

Service requirements, 559

Service system components, 559

Service system consumables, 559–560

Service System Development (SSD) process area, 164

Service systems, 559

Service Systems Transition (SST) process area, 164

Services, 557

Services Advisory Group, 528–529

Services Mini Team, 532

Set of standard processes, 171

deploying, 343–344

establishing, 321–323

roles, 386

selecting, 285

Shared vision

defined, 560

establishing and maintaining, 293

Shewhart, Walter, 6

Shrum, Sandy, 572

Skills and knowledge

monitoring, 399

planning, 434–435

Software engineering, 560

Software Engineering Institute (SEI)

CMM design, 7

focus areas, 5–6

for GAO system, 105–107

Solicitation, 560

Solicitation and Supplier Agreement Development (SSAD) process area, 48

Acquisition Requirements Development relation, 201

Agreement Management relation, 192

Establish Supplier Agreements goal, 511–514

government acquisition, 135

interoperable acquisitions, 142

introductory notes, 497–498

IPIC experience, 84–85

IT environment, 113–114

Measurement and Analysis process relation, 300

operational agility, 145–146

Prepare for Solicitation and Supplier Agreement Development goal, 499–508

Project Monitoring and Control relation, 396

Project Planning relation, 412

purpose, 497

Quantitative Project Management relation, 453

related process areas, 498–499

Risk Management relation, 481

Select Suppliers goal, 508–511

supplier agreements, 132

Solicitation packages

defined, 560

establishing, 501–506

Sources

improvements, 358

objectives, 458

risk, 481–483

subprocess risks, 468–469

training, 389

Special cause of variation, 560

Specific goals and practices, 15–16, 20

Air Force assessment model, 89–90

defined, 560

Specify Analysis Procedures practice, 310–313

Specify Data Collection and Storage Procedures practice, 308–310

Specify Measures practice, 304–308

Spehar, Anthony W., 580

Sponsorship by senior management, 57–58, 337

Stability of subprocesses, 466

Stable processes, 560

Staffing requirements, 433–434

Staged representations, 26

defined, 560

process areas, 36–39

structures, 26–28

Stakeholders

commitment negotiation, 441

communicating results to, 317–318

coordinate and collaborate with, 295–297

defined, 560

government acquisition, 70–71

identifying, 178–179

involvement, 178–179, 402, 435–437

needs, 202–203, 211

Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

appraisal methods, 61–62

DGA system, 97–98

government acquisition, 157, 159–160

IPIC experience, 84–85

purpose, 39

Standard processes, 171

defined, 561

deploying, 343–344

establishing, 321–323

roles, 386

selecting, 285

Standards

defined, 561

IPIC experience, 79–82

Statements of work (SOW)

defined, 561

solicitation packages, 502–503

Statistical process control, 561

Statistical techniques

defined, 561

IPIC experience, 83

selecting, 464

Steering Group, 527–528

Store Data and Results practice, 315–317

Strategic Service Management (STSM) process area, 165

Strategic training needs, establishing, 385–386

Strategies

acquisition, 125–130, 414–418

government acquisition, 67–68

risk management, 485

Subpractices, 17, 562

Subprocesses

defined, 562

performance, 465–467

Supplier Agreement Management (SAM) process area, 121, 131

Supplier agreements

defined, 562

essay, 131–133

interoperable acquisitions, 141

process area. See Solicitation and Supplier Agreement Development (SSAD) process area

Suppliers

data management, 430

data monitoring, 401

defined, 562

invoice management, 196–197

process monitoring, 194–195

risk monitoring, 400

types, 417

Support process areas, 52–54

Sustainment

defined, 562

IPIC experience, 76–77

System integrators, 110

System of Systems Interoperability (SOSI) model, 140

Systems approach in IPIC experience, 78

Systems engineering, 562

Systems Engineering Capability Model (SECM), 8

Systems Engineering Detailed Schedule, 439

Systems Engineering Management Plan, 439

Systems Engineering Master Schedule, 439

Systems of systems, 140

defined, 562

DGA system, 98–100

government acquisition, 71–74

Systems Process Engineering in Air Force assessment model, 91–92

T

Tailoring

criteria, 324–326

defined, 562

guidelines, 563

Take Corrective Action practice, 408–409

Target profiles, 40–43, 563

Target staging, 41, 563

Tasks

attribute estimates, 419–421

dependencies, 426

Team Risk Management approach, 73

Teams

Agile development, 154–156

defined, 563

establishing, 293–294

rules and guidelines, 330–332

Technical data packages, 563–564

Technical interchange meetings, 222

Technical performance, 564

Technical performance measures

defined, 564

identifying, 211

Technical requirements, 564

Technical reviews, 223–225

Technical solutions

analyzing, 220–223

selecting for analysis, 218–220

Terms, glossary of, 535–566

Test and evaluation master plan (TEMP), 135–136

Tests

Agile development, 148

government acquisition, 135–136

Theory of Constraints, 157–163

“Three R’s” of DoD acquisition essay, 100–105

Thresholds

risk categories, 484–485

supplier risks, 492–493

Tools and equipment focus in Capability Maturity Models, 5–6

Traceability

bidirectional, 476–477

defined, 564

measurement, 304, 307

processes, 375–376

quality and process-performance objectives, 457–458

Traceability matrices

bidirectional traceability, 477

work products, 240

Track and Control Changes goal, 265

Control Configuration Items practice, 266–267

Track Change Requests practice, 265–266

Track Change Requests practice, 265–266

Trade studies, 564

Train People practice

Institutionalize a Managed Process, 176–177

process area support for, 185

Training

Agile development, 154–155

CMMI-related, 63

defined, 564–565

IPIC experience, 81

Plan Needed Knowledge and Skills practice, 434

process area. See Organizational Training (OT) process area

work products, 243

Training tactical plan, 388

Training Teams, 533–534

Transition to operations and support

essay, 137–139

monitoring, 405–407

planning, 437–438

Translation Team, 531

Typographical conventions, 20–23

U

Understand Requirements practice, 473–474

Unit testing, 565

Use Organizational Process Assets for Planning Project Activities practices, 286

Use the Project’s Defined Process goal, 283

Contribute to Organizational Process Assets practice, 294–295

Establish Teams practice, 293–294

Establish the Project’s Defined Process practice, 284–286

Establish the Project’s Work Environment practice, 286–288

Integrate Plans practice, 288–290

Manage the Project Using Integrated Plans practice, 290–292

Use Organizational Process Assets for Planning Project Activities practices, 286

User needs in acquisition strategies, 126

V

Validate Improvements practice, 361–362

Validate Requirements practice, 213–214

Validate Selected Products and Product Components goal, 235

Analyze Validation Results practice, 236

Perform Validation practice, 235

Validation

acquisition. See Acquisition Validation (AVAL) process area

criterion, 314

defined, 565

preparing for, 231–235

requirements, 207, 213–214

selected products and product components goal, 235–236

suggested improvements, 361

Validation process area, 134–135

Value, delivering, 137–139

Variation in subprocesses, 466

Verification

acquisition. See Acquisition Verification (AVER) process area

defined, 565

preparing for, 239–241

supplier agreements, 133–137

supplier products, 207

Verify Selected Work Products goal, 243

Analyze Verification Results practice, 244–245

Perform Verification practice, 243–244

Version control, 565

Virtual tollgate processes, 116

W

Waterfall methods, 152–153

Weapon System Acquisition Reform Act (WSARA), 69

Weapon systems, 74–86

Williams, Ray, 151

Work breakdown structure (WBS)

defined, 565

establishing, 418–419

working with, 432

Work environment

establishing, 286–288

standards, 330

Work groups, 565

Work level reconciliation, 440–441

Work packages, 418

Work plans, 565

Work product and task attributes, 566

Work products

controlling, 177–178

defined, 565–566

estimating, 419–421

evaluating, 446–447

example, 16

selecting for verification, 239–240

Work startup, 566

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