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
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
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
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
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
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
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
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
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
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
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
training, 389
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
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
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
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
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
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
sample page, 23
Generic practices
Air Force assessment model, 89–90
applying, 183–184
defined, 544–545
institutionalization, 169–172
IPIC experience, 83
numbering schemes, 20
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
initial, 32
managed, 32–33
optimizing, 35
overview, 31–32
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
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
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
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
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
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
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
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
government acquisition, 67–68
risk management, 485
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
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
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
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