Expert answer:Discussion Questions 1

Answer & Explanation:Discussion Questions 1Discussion Item 1-1. Write a brief statement describing an IT acquisition by an organization about which you have knowledge. State whether the organization believes the acquisition met its objectives (e.g., improved the performance of the organization). State why you believe the acquisition was successful, unsuccessful, or partially successful and the principal reasons for this result.Discussion Question 1-2. In your judgment, what is the most challenging aspect of identifying a performance gap and developing a tentative acquisition strategy? Explain your reasons and how this aspect might be improved.Discussion Question 1-3. The CMMI-ACQ document, in the Causal Analysis and Resolution section, discusses root causes. Sometimes symptoms are confused with root causes. What do you believe is the best way to distinguish a symptom of a problem from the root cause of a problem? 1S CMMI-ACQ, v.1.2-Nov’07.pdf 1S GSAM-chap7.pdf
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CMMI® for Acquisition, Version 1.2
CMMI-ACQ, V1.2
CMMI Product Team
Improving processes for acquiring better products and services
November 2007
TECHNICAL REPORT
CMU/SEI-2007-TR-017
ESC-TR-2007-017
Unlimited distribution subject to the copyright.
This report was prepared for the
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The ideas and findings in this report should not be construed as an official DoD position. It is published in the
interest of scientific and technical information exchange.
This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federally
funded research and development center sponsored by the U.S. Department of Defense.
Copyright 2007 Carnegie Mellon University.
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CMMI for Acquisition
Version 1.2
Preface
CMMI® (Capability Maturity Model® Integration) models are collections
of best practices that help organizations improve their processes. The
first CMMI model was developed by a product team from industry,
government, and the Software Engineering Institute (SEI) for the
application of process improvement in the development of products and
services covering the entire product lifecycle from conceptualization
through maintenance and disposal. Following the success of CMMI
models for development organizations, the need was identified for a
CMMI model addressing the acquisition environment.
General Motors, in collaboration with the SEI and with approval of the
CMMI Sponsors and Steering Group, developed the initial draft of the
Acquisition constellation as the special report, Adapting CMMI for
Acquisition Organizations: A Preliminary Report [Dodson 2006].1 CMMI
for Acquisition, Version 1.2 (CMMI-ACQ, V1.2) reflects the refinement
of this initial draft. The CMMI-ACQ development team, consisting of
members from government, industry, and the SEI, gathered input from
those who piloted and reviewed the preliminary report and created
CMMI-ACQ, V1.2. This model is included in the CMMI Product Suite.
Purpose
The CMMI-ACQ, V1.2 model is a collection of best practices that is
generated from the CMMI V1.2 Architecture and Framework. This
collection includes acquisition best practices from government and
industry. CMMI-ACQ is based on the CMMI Model Foundation or CMF
(i.e., model components common to all CMMI models and
constellations), the CMMI Acquisition Module [Bernard 2005], and the
Software Acquisition Capability Maturity Model (SA-CMM) [SEI 2002].
CMMI-ACQ also incorporates work by several acquisition organizations
to adapt the Development constellation for use in an acquisition
organization.
1
A constellation is a collection of components used to construct models, training materials, and appraisal materials in an
area of interest (e.g., acquisition and development).
Preface
i
CMMI for Acquisition
Version 1.2
The CMMI-ACQ model provides guidance for the application of CMMI
best practices by the acquirer. Best practices in the model focus on
activities for initiating and managing the acquisition of products and
services that meet the needs of the customer. Although suppliers may
provide artifacts useful to the processes addressed in CMMI-ACQ, the
focus of the model is on the processes of the acquirer. CMMI-ACQ
integrates bodies of knowledge that are essential for an acquirer.
By integrating these bodies of knowledge, CMMI-ACQ provides a
comprehensive set of best practices for acquiring products and
services. CMMI for Development (CMMI-DEV) may be treated as a
reference for supplier-executed activities for systems engineering,
software development, and hardware design work in an acquisition
initiative [SEI 2006a]. In those cases where the acquirer also has a role
as a product or service developer (e.g., taking responsibility for the first
few layers of product development and integration), CMMI-DEV (in
particular the Requirements Development, Technical Solution, and
Product Integration process areas) should also be used to improve the
acquirer’s product or service development processes.
Acknowledgements
Many talented people were involved in the development of the CMMI
v1.2 Product Suite. Three primary groups involved in this development
were the Steering Group, Product Team, and Configuration Control
Board.
The Steering Group guided and approved plans of the Product Team,
provided consultation on significant CMMI project issues, and ensured
involvement from a variety of interested communities.
The Steering Group initiated the development of the Acquisition
constellation, recognizing the importance of providing best practices to
acquirers. The Steering Group provided guidance for the development
of the CMMI-ACQ model and its accompanying training materials.
The Product Team wrote, reviewed, revised, discussed, and agreed on
the structure and technical content of the CMMI Product Suite, including
the framework, models, training, and appraisal materials. Development
activities were based on multiple inputs. These inputs included an ASpecification and guidance specific to each release provided by the
Steering Group, source models, change requests received from the
user community, and input received from pilots and other stakeholders.
ii
Preface
CMMI for Acquisition
Version 1.2
The CMMI Configuration Control Board (CCB) is the official mechanism
for controlling changes to CMMI models and Introduction to CMMI
training. As such, this group ensures integrity over the life of the product
suite by reviewing all proposed changes to the baseline and approving
only those changes that satisfy identified issues and meet criteria for
the upcoming release.
The Acquisition Advisory Board acted as the configuration control board
for the Acquisition constellation, approving all changes to the
Acquisition constellation. Consisting of experts in the field of acquisition,
this group ensured the integrity of the constellation using the same
review process as the CMMI CCB.
Members of the groups involved in developing CMMI-ACQ, V1.2 are
listed in Appendix C.
Audience
The audience for CMMI-ACQ is anyone interested in process
improvement in an acquisition environment. Whether you are familiar
with the concept of Capability Maturity Models or are seeking
information to get started on your improvement efforts, CMMI-ACQ will
be useful to you. This model is also intended for organizations who
want to use a reference model for an appraisal of their acquisitionrelated processes.2
Organization of this Document
This document is organized into three main parts:
•
Part One—About CMMI for Acquisition
•
Part Two—Generic Goals and Generic Practices, and the Process
Areas
•
Part Three—The Appendices and Glossary
Part One, “About CMMI for Acquisition,” consists of five chapters:
2
•
Chapter 1, “Introduction,” offers a broad view of CMMI and the
Acquisition constellation, concepts of process improvement, the
history of models used for process improvement, and different
process improvement approaches.
•
Chapter 2, “Process Area Components,” describes all of the
components of the CMMI-ACQ process areas.
An appraisal is an examination of one or more processes by a trained team of professionals using a reference model
(e.g., CMMI-ACQ) as the basis for determining strengths and weaknesses.
Preface
iii
CMMI for Acquisition
Version 1.2
•
Chapter 3, “Tying It All Together,” assembles the model
components and explains the concepts of maturity levels and
capability levels.
•
Chapter 4, “Relationships Among Process Areas,” provides insight
into the meaning and interactions of the CMMI-ACQ process areas.
•
Chapter 5, “Using CMMI Models,” describes paths to adoption and
the use of CMMI-ACQ for process improvement and benchmarking
of practices in an acquisition organization.
Part Two, “Generic Goals and Generic Practices, and the Process
Areas,” contains all of this CMMI model’s required and expected
components. It also contains related informative components, including
subpractices, notes, examples, and typical work products.
Part Two contains 23 sections. The first section contains the generic
goals and practices. The remaining 22 sections each represent one of
the CMMI-ACQ process areas.3
To make these process areas easy to find, they are organized
alphabetically by process area acronym. Each section contains
descriptions of goals, best practices, and examples.
Part Three, “The Appendices and Glossary,” consists of four sections:
3
iv
•
Appendix A, “References,” contains references you can use to
locate documented sources of information such as reports, process
improvement models, industry standards, and books that are
related to CMMI-ACQ.
•
Appendix B, “Acronyms,” defines the acronyms used in the model.
•
Appendix C, “CMMI for Acquisition Project Participants,” contains
lists of team members and their organizations who participated in
the development of CMMI-ACQ, Version 1.2.
•
Appendix D, “Glossary,” defines many of the terms used in CMMIACQ.
A process area is a cluster of related best practices in an area, which when implemented collectively, satisfies a set of
goals considered important for making significant improvement in that area. This concept is covered in detail in Chapter 2.
Preface
CMMI for Acquisition
Version 1.2
How to Use this Document
Whether you are new to process improvement, new to CMMI, or
already familiar with CMMI, Part One can help you understand why
CMMI-ACQ is the guide to use for improving your acquisition
processes.
Readers New to Process Improvement
If you are new to process improvement or new to the Capability Maturity
Model (CMM®) concept, we suggest that you read Chapter 1,
“Introduction,” first. Chapter 1 contains an overview of process
improvement that explains what CMMI is all about.
Next, skim Part Two, including generic goals and practices and specific
goals and practices, to get a feel for the scope of the best practices
contained in the model. Pay close attention to the purpose and
introductory notes at the beginning of each process area.
In Part Three, look through the references in Appendix A and select
additional sources you think would be beneficial to read before moving
forward with using CMMI-ACQ. Read through the acronyms and
glossary to become familiar with the language of CMMI. Then, go back
and read the details of Part Two.
Readers Experienced with Process Improvement
If you are new to CMMI but have experience with other process
improvement models, such as the Software Acquisition CMM, you will
immediately recognize many similarities in their structure and content.
We recommend that you read Part One to understand how CMMI is
different from other process improvement models. If you have
experience with other models, you may want to select which sections to
read first. Read Part Two with an eye for best practices you recognize
from the models that you have already used. By identifying familiar
material, you will gain an understanding of what is new and what has
been carried over, or is familiar from the models you already know.
Next, review the glossary to understand how some terminology may
differ from that used in the process improvement models you know.
Many concepts are repeated, but they may be called something
different.
Preface
v
CMMI for Acquisition
Version 1.2
Readers Familiar with CMMI
If you have reviewed or used a CMMI model before, you will quickly
recognize the CMMI concepts discussed and the best practices
presented.
Additional Information and Reader Feedback
There are many sources of information about CMMI, such as the
background and history of the CMMI models, as well as the benefits of
using CMMI models. Many of these sources are listed in Appendix A
and are also published on the CMMI Web site—
http://www.sei.cmu.edu/cmmi/.
Your suggestions for improving CMMI are welcome. For information on
how to provide feedback, see the CMMI Web site at
http://www.sei.cmu.edu/cmmi/models/change-requests.html. If you have
questions about CMMI, send email to cmmi-comments@sei.cmu.edu.
vi
Preface
CMMI for Acquisition
Version 1.2
Table of Contents
Preface
i
Purpose
Acknowledgements
Audience
Organization of this Document
How to Use this Document
Readers New to Process Improvement
i
ii
iii
iii
v
v
Readers Experienced with Process Improvement
v
Readers Familiar with CMMI
vi
Additional Information and Reader Feedback
vi
PART ONE
1
About CMMI for Acquisition
1
Introduction
1
3
2
About Capability Maturity Models
Evolution of CMMI
CMMI Framework Architecture
CMMI for Acquisition
4
6
7
8
Process Area Components
9
Required, Expected, and Informative Components
9
Required Components
9
Expected Components
9
Informative Components
Components Associated with Part Two
9
10
Process Areas
10
Purpose Statements
11
Introductory Notes
11
Related Process Areas
12
Specific Goals
12
Generic Goals
12
Specific Goal and Practice Summaries
13
Specific Practices
13
Typical Work Products
13
Typical Supplier Deliverables
13
Subpractices
14
Generic Practices
14
Supporting Informative Components
Table of Contents
14
vii
CMMI for Acquisition
Version 1.2
3
Notes
14
Examples
15
References
15
Numbering Scheme
Typographical Conventions
15
16
Tying It All Together
19
Understanding Levels
Structures of the Continuous and Staged Representations
Understanding Capability Levels
19
20
23
Capability Level 0: Incomplete
23
Capability Level 1: Performed
23
Capability Level 2: Managed
24
Capability Level 3: Defined
24
Capability Level 4: Quantitatively Managed
24
Capability Level 5: Optimizing
25
Advancing Through Capability Levels
25
Understanding Maturity Levels
4
5
viii
26
Maturity Level 1: Initial
27
Maturity Level 2: Managed
27
Maturity Level 3: Defined
28
Maturity Level 4: Quantitatively Managed
29
Maturity Level 5: Optimizing
29
Advancing Through Maturity Levels
30
Process Areas
Equivalent Staging
32
35
Relationships Among Process Areas
39
Project Processes
Organizational Processes
Support Processes
High Maturity Processes
40
44
46
48
Using CMMI Models
51
Adopting CMMI
Your Process Improvement Program
Selections that Influence Your Program
CMMI Models
Using CMMI Appraisals
Appraisal Requirements for CMMI
SCAMPI Appraisal Methods
Appraisal Considerations
CMMI-Related Training
51
52
52
53
54
54
55
55
56
Table of Contents
CMMI for Acquisition
Version 1.2
Generic Goals and Generic Practices, and the Process Areas
Generic Goals and Generic Practices
Overview
Process Institutionalization
57
59
59
59
Performed Process
60
Managed Process
60
Defined Process
60
Quantitatively Managed Process
62
Optimizing Process
63
Relationships Among Processes
64
Generic Goals and Generic Practices
Applying Generic Practices
Process Areas that Support Generic Practices
Agreement Management
Acquisition Requirements Development
Acquisition Technical Management
Acquisition Validation
Acquisition Verification
Causal Analysis and Resolution
Configuration Management
Decision Analysis and Resolution
Integrated Project Management
Measurement and Analysis
Organizational Innovation and Deployment
Organizational Process Definition
Organizational Process Focus
Organizational Process Performance
Organizational Training
Project Monitoring and Control
Project Planning
Process and Product Quality Assurance
Quantitative Project Management
Requirements Management
Risk Management
Solicitation and Supplier Agreement Development
The Appendices and Glossary
Appendix A: References
Appendix B: Acronyms
Appendix C: Project Participants
Initial Draft Development Team
CMMI Architecture Team
CMMI-ACQ, V1.2 Model Team
Table of Contents
65
79
79
86
93
108
120
128
137
146
157
166
183
202
218
231
245
256
267
281
312
320
341
348
365
383
385
389
393
393
394
394
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CMMI for Acquisition
Version 1.2
CMMI-ACQ, V1.2 Training Team
CMMI-ACQ, V1.2 Quality Team
CMMI Acquisition Advisory Board
CMMI Steering Group
Steering Group Members
396
Ex-Officio Steering Group Members
397
Steering Group Support: Acquisition
397
Steering Group Support: CCB
397
Appendix D: Glossary
x
395
395
396
396
399
Table of Contents
CMMI for Acquisition
Version 1.2
PART ONE
About CMMI for Acquisition
1
CMMI for Acquisition
Version 1.2
2
CMMI for Acquisition
Version 1.2
1 Introduction
Now more than ever, organizations are increasingly becoming
acquirers4 of needed capabilities by obtaining products and services
from suppliers and developing less and less of these capabilities inhouse. The intent of this widely adopted business strategy is to improve
an organization’s operational efficiencies by leveraging suppliers’
capabilities to deliver quality solutions rapidly, at lower cost, and with
the most appropriate technology.
Acquisition of needed capabilities is challenging because acquirers
must take overall accountability for satisfying the user of the needed
capability while allowing the supplier to perform the tasks necessary to
develop and provide the solution.
According to recent studies, 20 to 25 percent of large information
technology (IT) acquisition projects fail within two years and 50 percent
fail within five years. Mismanagement, the inability to articulate
customer needs, poor requirements definition, inadequate supplier
selection and contracting processes, insufficient technology selection
procedures, and uncontrolled requirements changes are factors that
contribute to project failure. Responsibility is shared by both the supplier
and the acquirer. The majority of project failures could be avoided if the
acquirer learned how to properly prepare for, engage with, and manage
suppliers.
In addition to these challenges, an overall key to a successful acquirersupplier relationship is communication.
Unfortunately, many …
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