Index
A
Accept the Acquired Product practice, 169–170
Acceptance criteria for measurements, 275
Acceptance levels in solicitation packages, 457
Acceptance review dates in General Motors case study, 125
Acceptance tests
General Motors case study, 125
Standard project type, 111
Achieve Specific Goals goal, 145
Achievement profiles, 39
Acquisition Module, 9
Acquisition Requirements Development (ARD) process area, 45–46, 48
Acquisition Technical Management relation, 188
Acquisition Validation relation, 200
Acquisition Verification relation, 208
Analyze and Validate Requirements goal, 182–186
Develop Contractual Requirements goal, 178–182
Develop Customer Requirements goal, 175–178
General Motors case study, 113–117
government acquisition, 76
introductory notes, 173–174
Project Planning relation, 368
purpose, 173
related process areas, 175
Requirements Management relation, 426
Solicitation and Supplier Agreement Development relation, 452
Acquisition strategy, establishing and maintaining, 370–373
Acquisition Technical Management (ATM) process area, 47–48
Acquisition Requirements Development, 175
Acquisition Validation relation, 200
Acquisition Verification relation, 208
Agreement Management relation, 166
Evaluate Technical Solutions goal, 189–196
General Motors case study, 123–124
government acquisition, 69, 76, 79, 85
introductory notes, 187–188
Perform Interface Management goal, 196–198
Process and Product Quality Assurance relation, 400
Project Planning relation, 368
purpose, 187
related process areas, 188
sample page, 21
Acquisition Validation (AVAL) process area
Acquisition Requirements Development relation, 175
Acquisition Verification relation, 208
Agreement Management relation, 166
General Motors case study, 124–125
government acquisition, 78–79, 85
introductory notes, 199–200
Prepare for Validation goal, 201–205
Process and Product Quality Assurance relation, 400
purpose, 199
related process areas, 200
Validate Selected Products and Product Components goal, 205–206
Acquisition Verification (AVER) process area, 48
General Motors case study, 126–127
introductory notes, 207–208
Perform Peer Reviews goal, 212–213
Prepare for Verification goal, 209–212
purpose, 207
related process areas, 208
Verify Selected Work Products goal, 214–215
Address Causes of Defects goal, 222
Evaluate the Effect of Changes practice, 224–225
Implement Action Proposals practice, 222–224
Record Data practice, 225
Adherence, evaluating, 152
Agreement Management (AM) process area, 46–47
Acquisition Technical Management relation, 188
Acquisition Validation relation, 200
Configuration Management relation, 229
General Motors case study, 126
government acquisition, 76
Integrated Project Management relation, 251
introductory notes, 165
Process and Product Quality Assurance relation, 400
Project Monitoring and Control relation, 354
purpose, 165
related process areas, 166
Satisfy Supplier Agreements goal, 166–171
Solicitation and Supplier Agreement Development relation, 453
Agreements
General Motors case study, 122–123
government acquisition, 75–77
supplier. See Solicitation and Supplier Agreement Development (SSAD) process area
Air Force Center for Systems Engineering (AF CSE), 87
Air Force Systems Engineering Assessment Model (AF SEAM), 86–90
Align Measurement and Analysis Activities goal, 269
Establish Measurement Objectives practice, 270–272
Specify Analysis Procedures practice, 277–279
Specify Data Collection and Storage Procedures practice, 275–277
Specify Measures practice, 272–275
Allocate Contractual Requirements practice, 181–182
Alternatives, evaluating, 241–247
Analysis
defects, 220–222
General Motors case study, 127–129
improvement proposals, 288–292
innovations, 292–293
issues, 364–365
Measurement and Analysis process area. See Measurement and Analysis (MA) process area
measurement data, 281–282
peer review, 213
requirements, 182–185
risk, 443
technical solutions, 191–194
validation results, 206
verification results, 214–215
Analyze and Validate Requirements goal, 182
Analyze Requirements practice, 183–184
Analyze Requirements to Achieve Balance practice, 184–185
Establish Operational Concepts and Scenarios practice, 182–183
Validate Requirements practice, 185–186
Analyze Causes practice, 220–222
Analyze Issues practice, 364–365
Analyze Measurement Data practice, 281–282
Analyze Peer Review Data practice, 213
Analyze Requirements practice, 183–184
Analyze Requirements to Achieve Balance practice, 184–185
Analyze Selected Technical Solutions practice, 191–194
Analyze Validation Results practice, 206
Analyze Verification Results practice, 214–215
Apply Statistical Methods to Understand Variation practice, 419–422
Applying generic practices, 158–159
Appraisal Requirements for CMMI (ARC) document, 58–59
Appraisals, 24
CMMI, 58–61
considerations, 59–61
processes, 318–319
Appraise the Organization’s Processes practice, 318–319
Approval in RASIC chart, 121
Architecture function in PIO organizations, 106
Assess Training Effectiveness practice, 351
Assessment
risk, 443
training effectiveness, 351
Asset library, 310–311
Assign Responsibility practice
Institutionalize a Managed Process, 147–148
process area support for, 160
Assignable causes, 419
Associate contractor agreements, 83
Attributes of work products and tasks
estimating, 375–377
monitoring, 356
Audits
configuration, 237
government acquisition, 79–80
Automatic collection of data, 277
B
Baselines
configuration, 230–234
establishing, 335–337
integrity, 236–237
Bidirectional traceability of requirements, 430–431
Bills-of-IT, 123
Budgets, 381–383
Business considerations in acquisition strategy, 372
Business Management Factory (BMF), 104
Business Services process area, 105
C
Capabilities
acquisition strategy, 371
interoperable, 83
advancing through, 29–30
defined processes, 28
incomplete processes, 27
managed processes, 28
performed processes, 27
quantitatively managed processes, 28–29
quantitatively optimizing processes, 29
Capability Maturity Models, 5–7
Case studies
General Motors. See General Motors case study
government acquisition, 92–96
Categories, risk, 435–438, 442–444
Causal Analysis and Resolution (CAR) process area, 52–53
Address Causes of Defects goal, 222–225
Determine Causes of Defects goal, 219–222
generic practice support by, 164
introductory notes, 217–218
purpose, 217
Quantitative Project Management relation, 408
related process areas, 218–219
Change
change management system, 232–233
evaluating effects of, 224–225
General Motors case study, 129–132
requirements, 429–430
tracking and controlling, 234–236
Chief Systems & Technology Office (CS&TO) organization, 106–107
CIO organizations, 105
CMMI for Acquisition (CMMI-ACQ) model
Capability Maturity Models, 5–7
CMMI evolution, 7–8
CMMI Framework Architecture, 8–9
government. See Government CMMI-ACQ
history, 9
overview, 3–5
CMMI for Development (CMMI-DEV) model, 98, 102–104
CMMI Model Foundation (CMF), 5, 8
CMMI models, 55
adopting, 55–56
appraisals, 58–61
overview, 57–58
process improvement programs, 56
selections, 56–57
training, 61
Coaches in General Motors case study, 131–132
Collaboration, 263–265
Collect and Analyze Improvement Proposals practice, 288–292
Collect Improvement Information practice
Institutionalize a Defined Process, 153–154
process area support for, 162
Collection
data, 385–387
improvement proposals, 288–292
measurements, 276–277
Commitment
monitoring, 357–358
to plans, 394–396
to requirements, 428–429
Communicate and Ensure the Resolution of Noncompliance Issues practices, 402–404
Communicate Results practice, 283–284
Communications
General Motors case study, 131–132
as success factor, 4
Component requirements, 389
Compose the Defined Process practice, 411–413
Conduct Milestone Reviews practice, 361–362
Conduct Peer Reviews practice, 213
Conduct Progress Reviews practice, 360–361
Conduct Technical Reviews practice, 194–196
Configuration Control Boards (CCBs), 234
Configuration Management (CM) process area, 50–51
Acquisition Technical Management relation, 188
Establish Baselines goal, 230–234
Establish Integrity goal, 236–237
generic practice support by, 159–160
introductory notes, 227–229
Measurement and Analysis process relation, 268
purpose, 227
related process areas, 229
Requirements Management relation, 426
Track and Control Changes goal, 234–236
Conflicts, quality and objectives, 410–411
Consistency, work and requirements, 431
Constellations, 8–9
Constraints
budget and schedule, 381–382
contractual requirements, 180
government acquisition, 90–96
Constructive interoperability, 82–83
Consulting in RASIC chart, 121
Continuous representations, 24
process areas, 35–36
structures, 25–26
Contracts
government acquisition, 76
requirements, 178–182
Contribute to Organizational Process Assets practice, 262–263
Control, process, 150–151
Control Configuration Items practice, 235–236
Coordinate and Collaborate with Relevant Stakeholders goal
Manage Dependencies practice, 264–265
Manage Stakeholder Involvement practice, 263
Resolve Coordination Issues practice, 265
Correct Root Causes of Problems practice
Institutionalize an Optimizing Process, 158
process area support for, 164
Corrective actions
budgets and schedules, 383
managing to closure, 364–366
process variation, 422
quantitatively managed processes, 142–143
supplier agreements, 167–168
estimating, 378–380
monitoring, 356
risk identification, 441
Create or Release Baselines practice, 233–234
Criteria
acceptance, 275
alternatives evaluation, 243–246
budget and schedule deviation, 383
evaluation, 240
measurement, 279
process appraisal, 319
requirements, 427
risk parameters, 438
solicitation package evaluation, 457
tailoring, 306–308
verification, 211–212
Crosby, Phillip, 7
Cross-functional teams, 131
Current Reality Tree tool, 158
Customer requirements
Develop Contractual Requirements goal, 178–182
Develop Customer Requirements goal, 175–178
D
Data
collection mechanisms, 275–277
defect, 219–220
integrity checks, 280–281
managing, 385–387
measurement, 281–282
monitoring, 359
recording, 225
storing, 282–283
Decision Analysis and Resolution (DAR) process area, 50–52
Acquisition Technical Management relation, 188
Evaluate Alternatives goal, 241–247
introductory notes, 239–241
Organizational Innovation and Deployment relation, 288
Organizational Training relation, 343
purpose, 239
related process areas, 241
Risk Management relation, 435
sample page, 20
Solicitation and Supplier Agreement Development relation, 453
Defects
addressing causes, 222–225
determining causes, 219–222
Defense Acquisition Guidebook, 73
Defense Acquisition Performance Assessment Report (DAPA report), 63–65
Defense Acquisition University (DAU), 70, 73
Deficiencies, quality and performance, 416
Define, Measure, Analyze, Improve, Control (DMAIC) improvement methodology, 90
Define Project Lifecycle Phases practice, 377–378
Define Risk Parameters practice, 437–438
Defined maturity level, 31–32
Defined processes
capability levels, 28
composing, 411–413
generic goals and generic practices, 140–141
Use the Project’s Defined Process goal, 251–263
Deliver Training practice, 349–350
Delivering value, 84–86
Delivery Center function, 106
Deming, W. Edwards, 7
Dependencies
budget and schedule, 382
managing, 264–265
Deploy Improvements goal
Manage the Deployment practice, 298–300
Measure Improvement Effects practice, 300
Plan the Deployment practice, 296–297
Deploy Organizational Process Assets and Incorporate Experiences goal, 323
Deploy Organizational Process Assets practice, 323–324
Deploy Standard Processes practice, 325–326
Incorporate Experiences into Organizational Process Assets practice, 327–328
Monitor the Implementation practice, 326
Deploy Organizational Process Assets practice, 323–324
Deploy phase in Standard project type, 110
Deploy Standard Processes practice, 325–326
Derived measures, 272–273, 280
Determine Causes of Defects goal, 219
Analyze Causes practice, 220–222
Select Defect Data for Analysis practice, 219–220
Determine Process Improvement Opportunities goal, 317
Appraise the Organization’s Processes practice, 318–319
Establish Organizational Process Needs practice, 317–318
Identify the Organization’s Process Improvements practice, 319–321
Determine Risk Sources and Categories practice, 435–437
Determine Which Training Needs are the Responsibility of the Organization practice, 344–345
Develop a Project Plan goal, 380
Establish the Budget and Schedule practice, 381–383
Establish the Project Plan practice, 393–394
Identify Project Risks practice, 383–385
Plan Data Management practice, 385–387
Plan Needed Knowledge and Skills practice, 389–390
Plan Stakeholder Involvement practice, 390–392
Plan the Project’s Resources practice, 387–389
Plan Transition to Operations and Support practice, 392–393
Develop and Prioritize Customer Requirements practice, 177–178
Develop Contractual Requirements goal, 178–179
Allocate Contractual Requirements practice, 181–182
Establish Contractual Requirements practice, 179–181
Develop Customer Requirements goal, 175–176
Develop and Prioritize Customer Requirements practice, 177–178
Elicit Stakeholder Needs practice, 176–177
Develop Risk Mitigation Plans practice, 444–447
Distribute and Maintain the Solicitation Package practice, 461
Documentation
alternatives evaluation, 240, 243–244
configuration management, 236–237
quality assurance activities, 404
risks, 440–442
solicitation packages, 458–460
training, 350
Due diligence, 463
E
Earned Value Management (EVM), 272–273, 356
Effectiveness, training, 351
Effort, estimating, 378–380
Elicit Stakeholder Needs practice, 176–177
Emerging Technologies function, 107
England, Gordon, 63
Ensure Continuous Process Improvement practice
Institutionalize an Optimizing Process, 156–158
process area support for, 163
Environment
establishing, 254–256
risk identification, 442
standards, 311
validation, 203–204
verification, 210–211
Equipment requirements, 389
Equivalent staging, 38–42
Establish a Configuration Management System practice, 232–233
Establish a Defined Process practice
Institutionalize a Defined Process, 153
process area support for, 162
Establish a Risk Management Strategy practice, 438–439
Establish a Solicitation Package practice, 455–460
Establish a Training Capability practice, 346–348
Establish an Organizational Policy practice, 145
Establish an Organizational Training Capability goal, 343
Determine Which Training Needs are the Responsibility of the Organization practice, 344–345
Establish a Training Capability practice, 346–348
Establish an Organizational Training Tactical Plan practice, 345–346
Establish Strategic Training Needs practice, 343–344
Establish an Organizational Training Tactical Plan practice, 345–346
Establish an Understanding of the Agreement practice, 465
Establish Baselines goal, 230
Create or Release Baselines practice, 233–234
Establish a Configuration Management System practice, 232–233
Identify Configuration Items practice, 230–232
Establish Configuration Management Records practice, 236–237
Establish Contractual Requirements practice, 179–181
Establish Estimates goal, 369–370
Define Project Lifecycle Phases practice, 377–378
Establish Estimates of Work Product and Task Attributes practice, 375–377
Establish the Acquisition Strategy practice, 370–373
Estimate Effort and Cost practice, 378–380
Estimate the Scope of the project practice, 374–375
Establish Estimates of Work Product and Task Attributes practice, 375–377
Establish Evaluation Criteria practice, 243–244
Establish Guidelines for Decision Analysis practice, 241–243
Establish Integrated Teams practice, 260–261
Establish Integrity goal, 236
Establish Configuration Management Records practice, 236–237
Perform Configuration Audits practice, 237
Establish Lifecycle Model Descriptions practice, 305–306
Establish Measurement Objectives practice, 270–272
Establish Negotiation Plans practice, 463–464
Establish Operational Concepts and Scenarios practice, 182–183
Establish Organizational Process Assets goal, 302
Establish Lifecycle Model Descriptions practice, 305–306
Establish Rules and Guidelines for Integrated Teams practice, 312–313
Establish Standard Processes practice, 303–305
Establish Tailoring Criteria and Guidelines practice, 306–308
Establish the Organization’s Measurement Repository practice, 308–310
Establish the Organization’s Process Asset Library practice, 310–311
Establish Work Environment Standards practice, 311
Establish Organizational Process Needs practice, 317–318
Establish Performance Baselines and Models goal, 331
Establish Process-Performance Baselines practice, 335–337
Establish Process-Performance Measures practice, 333–334
Establish Process-Performance Models practice, 337–339
Establish Quality and Process-Performance Objectives practice, 334–335
Select Processes practice, 332
Establish Process Action Plans practice, 321–322
Establish Process-Performance Baselines practice, 335–337
Establish Process-Performance Measures practice, 333–334
Establish Process-Performance Models practice, 337–339
Establish Quality and Process-Performance Objectives practice, 334–335
Establish Quantitative Objectives for the Process practice
Institutionalize a Quantitatively Managed Process, 154–155
process area support for, 163
Establish Records practice, 404
Establish Rules and Guidelines for Integrated Teams practice, 312–313
Establish Standard Processes practice, 303–305
Establish Strategic Training Needs practice, 343–344
Establish Supplier Agreements goal, 465
Establish an Understanding of the Agreement practice, 465
Establish the Supplier Agreement practice, 466–467
Establish Tailoring Criteria and Guidelines practice, 306–308
Establish the Budget and Schedule practice, 381–383
Establish the Organization’s Measurement Repository practice, 308–310
Establish the Organization’s Process Asset Library practice, 310–311
Establish the Project Plan practice, 393–394
Establish the Project’s Defined Process practice, 252–254
Establish the Project’s Objectives practice, 408–411
Establish the Project’s Work Environment practice, 254–256
Establish the Supplier Agreement practice, 466–467
Establish the Validation Environment practice, 203–204
Establish the Verification Environment practice, 210–211
Establish Training Records practice, 350
Establish Validation Procedures and Criteria practice, 204–205
Establish Verification Procedures and Criteria practice, 211–212
Establish Work Environment Standards practice, 311
Estimate Effort and Cost practice, 378–380
Estimate the Scope of the project practice, 374–375
Estimates, establishing, 369–380
Evaluate, Categorize, and Prioritize Risks practice, 442–444
Evaluate Alternatives goal, 241
Establish Evaluation Criteria practice, 243–244
Establish Guidelines for Decision Analysis practice, 241–243
Evaluate Alternatives practice, 246
Identify Alternative Solutions practice, 244
Select Evaluation Methods practice, 245
Select Solutions practice, 247
Evaluate Alternatives practice, 246
Evaluate Proposed Solutions practice, 462–463
Evaluate Technical Solutions goal, 189
Analyze Selected Technical Solutions practice, 191–194
Conduct Technical Reviews practice, 194–196
Select Technical Solutions for Analysis practice, 189–191
Evaluate the Effect of Changes practice, 224–225
Evaluation
processes and work products goal, 400–402
risks, 442–444
solicitation packages criteria, 457
work products and services practice, 402
Evolution of CMMI, 7–8
Examples, 18
Execute the Supplier Agreement practice, 166–168
Executive summary in General Motors case study, 97–100
Expected process area components, 11–12
Expended effort, monitoring, 356
Express projects, 110
Express-Lite projects, 110
F
Factory structure in IS&S, 104–105
Failure mode and effects analysis, 437
First-generation sourcing in IS&S, 101
Fishbone diagrams, 158
Flexibility
in CMMI, 6
in tailoring processes, 307
Formal evaluation processes, 239–240
G
General Motors case study
acquisition requirements development, 113–117
acquisition technical management, 123–124
acquisition validation, 124–125
acquisition verification, 126–127
agreement management, 126
appraisals, 133–134
executive summary, 97–100
future actions, 135–136
Information Systems & Services, 101–105
integrated project management, 120–122
Integrated Tools Enable High-Performance Acquisition framework, 132–133
measurement and analysis, 127–129
overview, 100–101
practice mapping, 129
process deployment and change management, 129–132
Project Planning and Project Monitoring and Control, 117–120
solicitation and supplier agreement development, 122–123
summary, 136
supplier relationships, 134–135
system delivery factory, 105–108
system delivery process alignment to CMMI-ACQ, 108–113
General service contracts (GSCs), 122
Generic goals
Achieve Specific Goals, 145
institutionalization, 139–144
Institutionalize a Defined Process, 153–154
Institutionalize a Managed Process, 145–152
Institutionalize a Quantitatively Managed Process, 154–156
Institutionalize an Optimizing Process, 156–158
numbering schemes, 19
Generic practices
applying, 158–159
institutionalization, 139–144
numbering schemes, 19
process area support, 159–164
Government CMMI-ACQ, 63
agreements, 75–77
Air Force Systems Engineering Assessment Model, 86–90
case study, 92–96
critical issues, 63–69
delivering value, 84–86
improvements, 90–92
interoperable acquisitions, 81–84
strategies, 70–75
verification, 77–81
Guidelines
alternatives evaluation, 240–243
integrated teams, 312–313
tailoring, 306–308
H
High maturity process areas, 52–53
Higher-level management reviews, 152
Humphrey, Watts, 7
I
Identify Alternative Solutions practice, 244
Identify and Analyze Innovations practice, 292–293
Identify and Analyze Risks goal, 439
Evaluate, Categorize, and Prioritize Risks practice, 442–444
Identify Risks practice, 440–442
Identify and Involve Relevant Stakeholders practice
Institutionalize a Managed Process, 149–150
process area support for, 161
Identify Configuration Items practice, 230–232
Identify Inconsistencies Between Project Work and Requirements practice, 430–431
Identify Potential Suppliers practice, 453–454
Identify Project Risks practice, 383–385
Identify Risks practice, 440–442
Identify the Organization’s Process Improvements practice, 319–321
Implement Action Proposals practice, 222–224
Implement Process Action Plans practice, 322–323
Implement Risk Mitigation Plans practice, 447–449
Implementation, monitoring, 326
Improvement paths, 24
Improvements
continuous process, 156–158
deploying, 296–300
government acquisition, 90–92
information collection for, 153–154
selecting, 288–295
Incomplete processes in capability levels, 27
Inconsistencies, identifying, 430–431
Incorporate Experiences into Organizational Process Assets practice, 327–328
Information in RASIC chart, 121
Information Systems & Services (IS&S) organization, 97–99
factory structure, 104–105
overview, 101–104
Information Technology Service Requests (ITSRs), 122–123
Informative process area components, 12
Initial maturity level, 31
Initiating, Diagnosing, Establishing, Acting, and Learning (IDEAL) model, 56, 90–91
Innovations. See Organizational Innovation and Deployment (OID) process area
Institutionalization of processes, 139–144
Institutionalize a Defined Process goal
Collect Improvement Information practice, 153–154
Establish a Defined Process practice, 153
Institutionalize a Managed Process goal
Assign Responsibility practice, 147–148
Establish an Organizational Policy practice, 145
Identify and Involve Relevant Stakeholders practice, 149–150
Manage Configurations practice, 148–149
Monitor and Control the Process practice, 150–151
Objectively Evaluate Adherence practice, 152
Plan the Process practice, 145–147
Provide Resources practice, 147
Review Status with Higher Level Management practice, 152
Train People practice, 148
Institutionalize a Quantitatively Managed Process goal
Establish Quantitative Objectives for the Process practice, 154–155
Stabilize Subprocess Performance practice, 155–156
Institutionalize an Optimizing Process goal
Correct Root Causes of Problems practice, 158
Ensure Continuous Process Improvement practice, 156–158
Integrate Plans practice, 256–258
Integrated Master Plan, 394
Integrated Master Schedule, 394
Integrated Project Management (IPM) process area, 47–48
Coordinate and Collaborate with Relevant Stakeholders goal, 263–265
Decision Analysis and Resolution relation, 241
General Motors case study, 120–122
generic practice support by, 161–162
introductory notes, 249–251
Organizational Innovation and Deployment relation, 288
purpose, 249
Quantitative Project Management relation, 408
related process areas, 251
Use the Project’s Defined Process goal, 251–263
Integrated Project Plan (IPP), 120
Integrated teams rules and guidelines, 312–313
Integrated Tools Enable High-Performance Acquisition (IT-ERP) framework, 132–133
Integrator Project Management Office (IPMO), 122
Integrity
baseline, 236–237
data checks, 280–281
Intercoder reliability, 281
Interfaces
managing, 196–198
requirements, 180
International Organization for Standardization/International Electrotechnical Commission (ISO/IEC) standards, 7
Interoperable Acquisition for Systems of Systems, 67
Interoperable acquisitions, 81–84
Introductory notes
Acquisition Requirements Development, 173–174
Acquisition Technical Management, 187–188
Acquisition Validation, 199–200
Acquisition Verification, 207–208
Agreement Management, 165
Causal Analysis and Resolution, 217–218
Configuration Management, 227–229
Decision Analysis and Resolution, 239–241
Integrated Project Management, 249–251
Measurement and Analysis, 267–268
Organizational Innovation and Deployment, 285–287
Organizational Process Definition, 301–302
Organizational Process Focus, 315–316
Organizational Process Performance, 329–330
Organizational Training, 341–342
Process and Product Quality Assurance, 397–400
Project Monitoring and Control, 353–354
Project Planning, 367–368
Quantitative Project Management, 405–407
Requirements Management, 425–426
Risk Management, 433–434
Solicitation and Supplier Agreement Development, 451–452
Ishikawa diagrams, 158
J
Joint Architecture Management Council (JAMC), 107–108, 132
Joint Capabilities Integration and Development System (JCIDS), 64
Joint forums, 134
Juran, Joseph, 7
K
Knowledge and skills
monitoring, 357
planning, 389–390
L
Lean Six Sigma, 92
capability, 27–30
control, 148–149
maturity, 30–35
Libraries, process asset, 310–311
Lifecycle models, descriptions, 305–306
Lifecycle phases, defining, 377–378
Literature searches for alternatives, 244
M
Maintain Bidirectional Traceability of Requirements practice, 430–431
Maintenance and support responsibilities
Distribute and Maintain the Solicitation Package practice, 461
government acquisition, 85
Manage Configurations practice
Institutionalize a Managed Process, 148–149
process area support for, 160
Manage Corrective Action to Closure goal, 364
Analyze Issues practice, 364–365
Manage Corrective Actions practice, 366
Take Corrective Action practice, 365–366
Manage Corrective Actions practice, 366
Manage Dependencies practice, 264–265
Manage Project Performance practice, 414–417
Manage Requirements Changes practice, 429–430
Manage Requirements goal, 426–427
Identify Inconsistencies Between Project Work and Requirements practice, 430–431
Maintain Bidirectional Traceability of Requirements practice, 430–431
Manage Requirements Changes practice, 429–430
Obtain Commitment to Requirements practice, 428–429
Understand Requirements practice, 427–428
Manage Selected Interfaces practices, 197–198
Manage Stakeholder Involvement practice, 263
Manage Supplier Invoices practice, 170–171
Manage the Deployment practice, 298–300
Manage the Project Using Integrated Plans practice, 258–260
Managed maturity level, 31
Managed processes
capability levels, 28
generic goals and generic practices, 140
Management
configuration management system, 232–233
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, 152
supplier agreement reviews, 167
Managing the Software Process, 7
Manufacturing and Quality process area, 105
Manufacturing in AF-SEAM model, 89
Manufacturing process, 6
Mapping in General Motors case study, 129
Matrices, traceability, 431
advancing through, 34–35
defined, 31–32
initial, 31
managed, 31
optimizing, 33–34
overview, 30
process areas, 37–38
quantitatively managed, 32–33
Measure Improvement Effects practice, 300
Measurement
General Motors case study, 127–129
improvement effects, 300
repository establishment and maintenance, 308–310
selecting, 417–419
Measurement and Analysis (MA) process area, 50–51
Agreement Management relation, 166
Align Measurement and Analysis Activities goal, 269–279
Causal Analysis and Resolution relation, 218–219
generic practice support by, 161
Integrated Project Management relation, 251
introductory notes, 267–268
Organizational Innovation and Deployment relation, 288
Organizational Process Focus relation, 316
Organizational Process Performance relation, 331
Project Monitoring and Control relation, 354
Project Planning relation, 369
Provide Measurement Results goal, 279–284
purpose, 267
Quantitative Project Management relation, 407
related process areas, 268–269
Solicitation and Supplier Agreement Development relation, 452
Meetings in General Motors case study, 131
Mentors in General Motors case study, 134–135
Method Definition Documents (MDDs), 59–60
Milestones
budget and schedule, 381
reviewing, 361–362
Mitigate Risks goal, 444
Develop Risk Mitigation Plans practice, 444–447
Implement Risk Mitigation Plans practice, 447–449
Models
AF-SEAM, 86–90
CMMI, 55–61
CMMI-ACQ, 3–9
effort and cost estimates, 379
lifecycle, 305–306
process-performance, 337–339
SOSI, 81
Monitor and Control the Process practice
Institutionalize a Managed Process, 150–151
process area support for, 161
Monitor Commitments practice, 357–358
Monitor Data Management practice, 359
Monitor Project Planning Parameters practice, 355–357
Monitor Project Risks practice, 358–359
Monitor Selected Supplier Processes practice, 168–169
Monitor Stakeholder Involvement practice, 359–360
Monitor the Implementation practice, 326
Monitor the Performance of Selected Subprocesses practice, 422–424
Monitor the Project Against the Plan goal, 355
Conduct Milestone Reviews practice, 361–362
Conduct Progress Reviews practice, 360–361
Monitor Commitments practice, 357–358
Monitor Data Management practice, 359
Monitor Project Planning Parameters practice, 355–357
Monitor Project Risks practice, 358–359
Monitor Stakeholder Involvement practice, 359–360
Monitor Transition to Operations and Support practice, 362–364
Monitor Transition to Operations and Support practice, 362–364
N
Negotiation plans, 463–464
Non-numeric criteria, 243
Noncompliance issues
detecting, 401
resolution, 402–404
Numbering schemes, 19
Numeric criteria, 240
O
Objectively Evaluate Adherence practice
Institutionalize a Managed Process, 152
process area support for, 161
Objectively Evaluate Processes and Work Products goal, 400
Objectively Evaluate Processes practice, 400–401
Objectively Evaluate Work Products and Services practice, 402
Objectively Evaluate Processes practice, 400–401
Objectively Evaluate Work Products and Services practice, 402
Objectives
acquisition strategy, 371
establishing, 334–335
measurement, 270–272
project, 408–411
Observe-Orient-Decide-Act (OODA) loop, 90
Obtain Commitment to Requirements practice, 428–429
Obtain Commitment to the Plan goal, 394
Obtain Plan Commitment practice, 395–396
Reconcile Work and Resource Levels practice, 395
Review Plans That Affect the Project practice, 394–395
Obtain Measurement Data practice, 280–281
Obtain Plan Commitment practice, 395–396
OnStar process area, 105
Optimizing maturity level, 33–34
Optimizing processes, 29, 143, 156–158
Organizational Innovation and Deployment (OID) process area, 52–53
Causal Analysis and Resolution relation, 218
Deploy Improvements goal, 296–300
generic practice support by, 163
introductory notes, 285–287
purpose, 285
Quantitative Project Management relation, 408
related process areas, 287–288
Select Improvements goal, 288–295
Organizational process areas, 49–50
Organizational process assets
contributing to, 262–263
planning project activities, 254
Organizational Process Definition (OPD) process area, 49, 69
Establish Organizational Process Assets goal, 302–313
generic practice support by, 159, 162
Integrated Project Management relation, 251
introductory notes, 301–302
Measurement and Analysis process relation, 269
Organizational Process Focus relation, 316
Organizational Process Performance relation, 331
Organizational Training relation, 342
purpose, 301
Quantitative Project Management relation, 407
related process areas, 302
Organizational Process Focus (OPF) process area, 49
Deploy Organizational Process Assets and Incorporate Experiences goal, 323–328
Determine Process Improvement Opportunities goal, 317–321
generic practice support by, 162
introductory notes, 315–316
Organizational Innovation and Deployment relation, 287
Plan and Implement Process Actions goal, 321–323
purpose, 315
related process areas, 316
Organizational Process Performance (OPP) process area, 52
Establish Performance Baselines and Models goal, 331–339
generic practice support by, 163
introductory notes, 329–330
Organizational Innovation and Deployment relation, 287
purpose, 329
Quantitative Project Management relation, 407
related process areas, 331
Organizational Training (OT) process area, 49
Establish an Organizational Training Capability goal, 343–348
generic practice support by, 160
introductory notes, 341–342
Organizational Innovation and Deployment relation, 287
Organizational Process Focus relation, 316
Provide Necessary Training goal, 348–351
purpose, 341
related process areas, 342–343
Orientation in acquirer processes, 390
Oversight in government acquisition, 66
P
Parameters
planning, 355–357
risk, 437–438
Peer reviews, 48
General Motors case study, 126–127
Perform Peer Reviews goal, 212–213
People focus in Capability Maturity Models, 5–6
Perform Configuration Audits practice, 237
Perform Interface Management goal, 196
Manage Selected Interfaces practice, 197–198
Select Interfaces to Manage practice, 196–197
Perform Peer Reviews goal, 212
Analyze Peer Review Data practice, 213
Conduct Peer Reviews practice, 213
Prepare for Peer Reviews practice, 212
Perform Specific Practices practice, 145
Perform Validation practice, 205
Perform Verification practice, 214
Performance
managing, 414–417
monitoring, 422–424
process-performance measures, 333–334
process-performance objectives, 409–410
requirements, 180
risk identification, 441–442
subprocess, 417–424
Performed processes
capability levels, 27
generic goals and generic practices, 140
Pilot Improvements practice, 293–294
Plan and Implement Process Actions goal, 321
Establish Process Action Plans practice, 321–322
Implement Process Action Plans practice, 322–323
Plan Data Management practice, 385–387
Plan-Do-Check-Act (PDCA) improvement loop, 90
Plan Needed Knowledge and Skills practice, 389–390
Plan Stakeholder Involvement practice, 390–392
Plan the Deployment practice, 296–297
Plan the Process practice
Institutionalize a Managed Process, 145–147
process area support for, 160
Plan the Project’s Resources practice, 387–389
Plan Transition to Operations and Support practice, 392–393
Planning, Programming, Budgeting, and Execution (PPBE) system, 64, 66–67
Plans
deployment, 296–297
government acquisition strategies, 70–75
integrating, 256–258
managed processes, 145–147
monitoring, 355–357
negotiation, 463–464
organizational process assets for, 254
process action, 321–323
project plan development, 380–394
risk mitigation, 447–449
Prepare for Peer Reviews practice, 212
Prepare for Risk Management goal, 435
Define Risk Parameters practice, 437–438
Determine Risk Sources and Categories practice, 435–437
Establish a Risk Management Strategy practice, 438–439
Prepare for Solicitation and Supplier Agreement Development goal
Distribute and Maintain the Solicitation Package practice, 461
Establish a Solicitation Package practice, 455–460
Identify Potential Suppliers practice, 453–454
Review the Solicitation Package practice, 460
Prepare for Validation goal, 201
Establish the Validation Environment practice, 203–204
Establish Validation Procedures and Criteria practice, 204–205
Select Products for Validation practice, 201–203
Prepare for Verification goal, 209
Establish the Verification Environment practice, 210–211
Establish Verification Procedures and Criteria practice, 211–212
Select Work Products for Verification practice, 209–210
Prioritizing
customer requirements, 177–178
data, 277
measurements, 275
requirements, 181
risks, 442–444
Privacy, 387
Probability in risk analysis, 383–384, 444
Procedures and methods focus in Capability Maturity Models, 5–6
Process and Product Quality Assurance (PPQA) process area, 50–51
introductory notes, 397–400
Objectively Evaluate Processes and Work Products goal, 400–402
Provide Objective Insight goal, 402–404
purpose, 397
related process areas, 400
Process and Program Management function in PIO organizations, 107
Process areas, 5. See also specific process areas by name
components, 11–13
equivalent staging, 38–42
examples, 18
generic goals, 15
generic practices, 17
introductory notes, 14
list, 13–14
notes, 18
numbering schemes, 19
purpose statements, 14
references, 18–19
relationships among, 14–15, 43, 159–164
representations, 35–38
specific goals, 15
specific practices, 16
subpractices, 17
typical supplier deliverables, 16–17
typical work products, 16
typographical conventions, 19–21
Process asset library, 310–311
Process capability, analyzing, 423
Process definition. See Organizational Process Definition (OPD) process area
Process deployment and change in General Motors case study, 129–132
Process elements, 302
Process improvements
establishing, 56
identifying, 157
Process Information Officer (PIO) organizations, 105–107, 132
Processes in Capability Maturity Models, 6
Product Development process area, 105
Product support in acquisition strategy, 373
Profiles, 39–41
Program Management Reviews (PMRs), 92
Program structure in government acquisition, 65
Programmatic interoperability, 82
Progress
monitoring, 356
reviewing, 360–361
Project and support groups, 342
Project failure causes, 4
Project management
General Motors case study, 120–122
process area. See Integrated Project Management (IPM) process area
Project Management Organization (PMO), 92, 120
Project Monitoring and Control (PMC) process area, 46–48
Agreement Management relation, 166
Configuration Management relation, 229
General Motors case study, 117–120
generic practice support by, 161–162
government acquisition, 84
Integrated Project Management relation, 251
introductory notes, 353–354
Manage Corrective Action to Closure goal, 364–366
Measurement and Analysis process relation, 268
Monitor the Project Against the Plan goal, 355–364
purpose, 353
Quantitative Project Management relation, 407
related process areas, 354
Requirements Management relation, 426
Risk Management relation, 434
Project Planning (PP) process area, 45
Configuration Management relation, 229
Develop a Project Plan goal, 380–394
Establish Estimates goal, 369–380
General Motors case study, 117–120
generic practice support by, 160–161
government acquisition, 84
Integrated Project Management relation, 251
introductory notes, 367–368
Measurement and Analysis process relation, 268
Obtain Commitment to the Plan goal, 394–396
Organizational Training relation, 343
Project Monitoring and Control relation, 354
purpose, 367
related process areas, 368–369
Requirements Management relation, 426
Risk Management relation, 434
Solicitation and Supplier Agreement Development relation, 452
Prototypes in General Motors case study, 115
Provide Measurement Results goal, 279–280
Analyze Measurement Data practice, 281–282
Communicate Results practice, 283–284
Obtain Measurement Data practice, 280–281
Store Data and Results practice, 282–283
Provide Necessary Training goal, 348–349
Assess Training Effectiveness practice, 351
Deliver Training practice, 349–350
Establish Training Records practice, 350
Provide Objective Insight goal
Communicate and Ensure the Resolution of Noncompliance Issues practices, 402–404
Establish Records practice, 404
Provide Resources practice
Institutionalize a Managed Process, 147
process area support for, 160
Purchasing and Supply Chain process area, 105
Purpose statements
Acquisition Requirements Development, 173
Acquisition Technical Management, 187
Acquisition Validation, 199
Acquisition Verification, 207
Agreement Management, 165
Causal Analysis and Resolution, 217
Configuration Management, 227
Decision Analysis and Resolution, 239
Integrated Project Management, 249
Measurement and Analysis, 267
Organizational Innovation and Deployment, 285
Organizational Process Definition, 301
Organizational Process Focus, 315
Organizational Process Performance, 329
Organizational Training, 341
overview, 14
Process and Product Quality Assurance, 397
Project Monitoring and Control, 353
Project Planning, 367
Quantitative Project Management, 405
Requirements Management, 425
Risk Management, 433
Solicitation and Supplier Agreement Development, 451
Q
Quality
assurance. See Process and Product Quality Assurance (PPQA) process area
establishing, 334–335
Quality Function Deployment (QFD), 411
Quantitative process improvement, 157
Quantitative Project Management (QPM) process area, 52–53
Causal Analysis and Resolution relation, 218
generic practice support by, 163
introductory notes, 405–407
Measurement and Analysis process relation, 269
Organizational Process Performance relation, 331
purpose, 405
Quantitatively Manage the Project goal, 408–417
related process areas, 407–408
Statistically Manage Subprocess Performance goal, 417–424
Quantitatively Manage the Project goal
Compose the Defined Process practice, 411–413
Establish the Project’s Objectives practice, 408–411
Manage Project Performance practice, 414–417
Select Subprocesses to Be Statistically Managed practice, 413–414
Quantitatively managed maturity level, 32–33
Quantitatively managed processes
capability levels, 28–29
generic goals and generic practices, 142–143
Quantitatively optimizing processes, 29
R
Radice, Ron, 7
RASIC tool, 120–122
Reconcile Work and Resource Levels practice, 395
Record Data practice, 225
Record Statistical Management Data practice, 424
Records
configuration, 236–237
establishing, 404
training, 350
References, 18–19
Relationships among process areas, 43–44
Acquisition Requirements Development, 175
Acquisition Validation, 200
Acquisition Verification, 208
Agreement Management, 166
Causal Analysis and Resolution, 218–219
Configuration Management, 229
Decision Analysis and Resolution, 241
General Motors case study, 134–135
generic goals and generic practices, 143–144
high maturity process areas, 52–53
Integrated Project Management, 251
Measurement and Analysis, 268–269
Organizational Innovation and Deployment, 287–288
organizational process areas, 49–50
Organizational Process Definition, 302
Organizational Process Focus, 316
Organizational Process Performance, 331
Organizational Training, 342–343
overview, 14–15
Process and Product Quality Assurance, 400
Project Monitoring and Control, 354
Project Planning, 368–369
project process areas, 44–48
Quantitative Project Management, 407–408
Requirements Management, 426
Risk Management, 434–435
Solicitation and Supplier Agreement Development, 452–453
support process areas, 50–52
Reliability, intercoder, 281
Repeatability of measurements, 275
Repositories, measurement, 308–310
Representations, 24
process areas, 35–38
structures, 25–26
Required process area components, 11
Requirements
acquisition, 113–117
analysis, 182–185
component, 389
contractual, 178–182
customer, 175–178
in government acquisition, 65–66
validating, 185–186
Requirements analysts, 113
Requirements lead role, 113
Requirements Management (REQM) process area, 46
Acquisition Requirements Development relation, 175
Acquisition Technical Management relation, 188
Acquisition Verification process area relation, 208
introductory notes, 425–426
Manage Requirements goal, 426–431
Measurement and Analysis process relation, 269
Project Planning relation, 368
purpose, 425
related process areas, 426
Solicitation and Supplier Agreement Development relation, 452
Resolve Coordination Issues practice, 265
Resources
levels, 395
monitoring, 357
planning, 387–389
providing, 147
Responsibility
assigning, 147–148
in RASIC chart, 121
Review Plans That Affect the Project practice, 394–395
Review Status with Higher Level Management practice
Institutionalize a Managed Process, 152
process area support for, 162
Review the Solicitation Package practice, 460
Reviewing
data, 277
measurements, 275
“Risk Management Considerations for Interoperable Acquisition” report, 84
Risk Management (RSKM) process area, 47
Acquisition Requirements Development relation, 175
Acquisition Technical Management relation, 188
Decision Analysis and Resolution relation, 241
government acquisition, 68
Identify and Analyze Risks goal, 439–444
introductory notes, 433–434
Mitigate Risks goal, 444–449
Prepare for Risk Management goal, 435–439
Project Planning relation, 368
purpose, 433
related process areas, 434–435
Requirements Management relation, 426
Risks
acquisition strategy, 373
government acquisition, 71
identifying, 383–385
managing, 416
monitoring, 358–359
Rules for integrated teams, 312–313
S
Sales-Service and Marketing process area, 105
Satisfy Supplier Agreements goal
Accept the Acquired Product practice, 169–170
Execute the Supplier Agreement practice, 166–168
Manage Supplier Invoices practice, 170–171
Monitor Selected Supplier Processes practice, 168–169
Schedules
establishing, 381–383
risks, 441
Scope
estimating, 374–375
process appraisal, 319
SDP RASIC tool, 120–122
Second-generation sourcing in IS&S, 101–102
Security, 387
Select Defect Data for Analysis practice, 219–220
Select Evaluation Methods practice, 245
Select Improvements for Deployment practice, 295
Select Improvements goal, 288
Collect and Analyze Improvement Proposals practice, 288–292
Identify and Analyze Innovations practice, 292–293
Pilot Improvements practice, 293–294
Select Improvements for Deployment practice, 295
Select Interfaces to Manage practice, 196–197
Select Measures and Analytic Techniques practice, 417–419
Select Processes practice, 332
Select Products for Validation practice, 201–203
Select Solutions practice, 247
Select Subprocesses to Be Statistically Managed practice, 413–414
Select Suppliers goal, 461–462
Establish Negotiation Plans practice, 463–464
Evaluate Proposed Solutions practice, 462–463
Select Suppliers practice, 464–465
Select Suppliers practice, 464–465
Select Technical Solutions for Analysis practice, 189–191
Select Work Products for Verification practice, 209–210
Senior management
acquisition strategy, 373
commitment negotiation, 396
sponsorship, 55
Services, evaluating, 402
Services Factory (SF), 104
Shewhart, Walter, 7
Skills and knowledge
monitoring, 357
planning, 389–390
Solicitation and Supplier Agreement Development (SSAD) process area, 45–46
Acquisition Requirements Development relation, 175
Agreement Management relation, 166
Establish Supplier Agreements goal, 465–467
General Motors case study, 122–123, 133–134
government acquisition, 76, 79, 83
introductory notes, 451–452
Measurement and Analysis process relation, 269
Prepare for Solicitation and Supplier Agreement Development goal, 453–461
Process and Product Quality Assurance relation, 400
Project Monitoring and Control relation, 354
Project Planning relation, 369
purpose, 451
Quantitative Project Management relation, 408
related process areas, 452–453
Risk Management relation, 435
Select Suppliers goal, 461–465
Sources, risk, 435–437
Specific goals and practices, 15–16, 19
Specify Analysis Procedures practice, 277–279
Specify Data Collection and Storage Procedures practice, 275–277
Specify Measures practice, 272–275
Stabilize Subprocess Performance practice
Institutionalize a Quantitatively Managed Process, 155–156
process area support for, 163
Staffing requirements, 388–389
Staged representations, 24
process areas, 35–37
structures, 25–26
Stakeholders
commitment negotiation, 396
communicating results to, 284
coordinate and collaborate with, 263–265
identifying and involving, 149–150
needs, 176–177
Standard CMMI Appraisal Method for Process Improvement (SCAMPI)
appraisal methods, 59, 133–134
government acquisition, 92–94
purpose, 38–39
Standard processes
deploying, 325–326
establishing, 303–305
Standard project type, 110–113, 125
Standardized work, 109
Statement of Work (SOW)
contents, 383
solicitation packages, 456–457
Statistical managed subprocesses, 413–414
Statistical quality control, 7
Statistically Manage Subprocess Performance goal, 417
Apply Statistical Methods to Understand Variation practice, 419–422
Monitor the Performance of Selected Subprocesses practice, 422–424
Record Statistical Management Data practice, 424
Select Measures and Analytic Techniques practice, 417–419
Store Data and Results practice, 282–283
Strategic training needs, establishing, 343–344
Strategies
acquisition, 370–373
government acquisition, 70–75
risk management, 438–439
Strategy function in PIO organizations, 106
Subpractices, 17
Supplier Agreement Management (SAM) process area, 75
Supplier agreements
General Motors case study, 122–123, 133–134
government acquisition, 75–77, 83
process area. See Solicitation and Supplier Agreement Development (SSAD) process area
types, 373
Suppliers
data management, 386
data monitoring, 359
General Motors case study, 134–135
invoice management, 170–171
process monitoring, 168–169
risk monitoring, 358
Support in RASIC chart, 121
Support process areas, 50–52
Sustain function in PIO organizations, 106
Sustainment in AF-SEAM, 89
System Delivery Factory (SDF), 104
General Motors case study, 105–107
governance, 107–108
System Delivery Process (SDP) framework, 109–110
System Factory Management Council (SFMC), 107, 132
System of Systems Interoperability (SOSI) model, 81
System requirement specification (SRS)
coaches, 131–132
enhancement, 115
Systems Engineering Detailed Schedule, 394
Systems Engineering function in PIO organizations, 107
Systems Engineering Management Plan, 394
Systems Engineering Master Schedule, 394
Szygenda, Ralph, 101
T
Tactical training plans, 345–346
Tailoring criteria, 306–308
Take Corrective Action practice, 365–366
Target profiles, 39–41
Target staging, 40
Tasks
attribute estimates, 375–377
dependencies, 382
Team Risk Management approach, 68–69
Teams, integrated
establishing, 260–261
rules and guidelines, 312–313
Technical management in General Motors case study, 123–124
Technical reviews, 194–196
Technical solutions
analyzing, 191–194
selecting for analysis, 189–191
Technology improvements
piloting, 293–294
proposals, 289–292
Test and evaluation master plan (TEMP), 79–80
Tests
General Motors case study, 125
government acquisition, 79–80
Standard project type, 110–111, 125
Theory of Constraints, 92–96
Third-generation sourcing in IS&S, 102–104
Thresholds
risk categories, 438
supplier risks, 446
Tools and equipment focus in Capability Maturity Models, 5–6
Town hall-style meetings, 131
Traceability
quality and process-performance objectives, 411
requirements, bidirectional, 430–431
Track and Control Changes goal, 234
Control Configuration Items practice, 235–236
Track Change Requests practice, 234–235
Track Change Requests practice, 234–235
Train People practice
Institutionalize a Managed Process, 148
process area support for, 160
Training
CMMI-related, 61
peer review, 213
Plan Needed Knowledge and Skills practice, 390
process area. See Organizational Training (OT) process area
Transition to operations and support
monitoring, 362–364
planning, 392–393
Typical supplier deliverables, 16–17
Typical work products, 16
Typographical conventions, 19–21
U
Understand Requirements practice, 427–428
Use cases, 115
Use Organizational Process Assets for Planning Project Activities practices, 254
Use the Project’s Defined Process goal, 251–252
Contribute to Organizational Process Assets practice, 262–263
Establish Integrated Teams practice, 260–261
Establish the Project’s Defined Process practice, 252–254
Establish the Project’s Work Environment practice, 254–256
Integrate Plans practice, 256–258
Manage the Project Using Integrated Plans practice, 258–260
Use Organizational Process Assets for Planning Project Activities practices, 254
V
Validate Requirements practice, 185–186
Validate Selected Products and Product Components goal, 205
Analyze Validation Results practice, 206
Perform Validation practice, 205
Validation
acquisition. See Acquisition Validation (AVAL) process area
criterion, 281
General Motors case study, 124–125
preparing for, 201–205
selected products and product components goal, 205–206
Validation process area, 78–79
Verification
acquisition. See Acquisition Verification (AVER) process area
General Motors case study, 126–127
government acquisition, 77–81
preparing for, 209–212
supplier products, 180
Verification process area, 78–79
Verify Selected Work Products goal, 214
Analyze Verification Results practice, 214–215
Perform Verification practice, 214
Visualization techniques, 115
W
Weights for evaluation criteria, 240
Work breakdown structure (WBS)
establishing, 374
working with, 388
Work environment
establishing, 254–256
standards, 311
Work level reconciliation, 395
Work packages, 374
Work products
estimating, 375–377
evaluating, 400–402