Expert answer:IMAT Discussion Questions 4
Answer & Explanation:Skim the link provided if needed then answer the questions: 10tr032.pdf Discussion
Question 4-1. How can you know when your team has identified all of the
significant risks associated with an IT acquisition alternative? (one or two
paragraphs)”
Discussion
Question 4-2. A large federal agency called a halt to all six of its
largest IT projects, involving tens of millions of dollars, when a group of its
field personnel joined together and proved to senior management that none of
the six projects would have any impact on the citizens the agency was
established to serve. How could this risk have been identified for these
projects before they were selected? (one or two paragraphs).
Discussion
Question 4-3. Page 335 of CMMI-ACQ. V1.3 discusses establishing risk
sources and categories. When these are established for one project, how useful
are they likely to be for other projects?
10tr032.pdf
10tr032.pdf
Unformatted Attachment Preview
CMMI® for Acquisition, Version 1.3
CMMI-ACQ, V1.3
CMMI Product Team
Improving processes for acquiring better products and services
November 2010
TECHNICAL REPORT
CMU/SEI-2010-TR-032
ESC-TR-2010-032
Software Engineering Process Management Program
Unlimited distribution subject to the copyright.
http://www.sei.cmu.edu
This report was prepared for the
SEI Administrative Agent
ESC/XPK
5 Eglin Street
Hanscom AFB, MA 01731-2100
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 2010 Carnegie Mellon University.
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For information about SEI publications, please visit the library on the SEI website
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The following service marks and registered marks are used in this document:
document:Capability Maturity
Model
Carnegie Mellon CERT CMM CMMI CMM Integration IDEALSM SCAMPISM
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registered in the U.S. Patent and Trademark Office.
SCAMPI and IDEAL are service marks of Carnegie Mellon University.
CMMI for Acquisition, Version 1.3
Preface
CMMI® (Capability Maturity Model® Integration) models are collections of
best practices that help organizations to improve their processes. These
models are developed by product teams with members from industry,
government, and the Software Engineering Institute (SEI).
This model, called CMMI for Acquisition (CMMI-ACQ), provides a
comprehensive integrated set of guidelines for acquiring products and
services.
Purpose
The CMMI-ACQ model provides guidance for applying CMMI best practices
in an acquiring organization. Best practices in the model focus on activities
for initiating and managing the acquisition of products and services to meet
the needs of customers and end users. Although suppliers can provide
artifacts useful to the processes addressed in CMMI-ACQ, the focus of the
model is on the processes of the acquirer.
The CMMI-ACQ, V1.3 model is a collection of acquisition best practices
from government and industry that is generated from the CMMI V1.3
Architecture and Framework.1 CMMI-ACQ is based on the CMMI Model
Foundation or CMF (i.e., model components common to all CMMI models
and constellations2), the CMMI Acquisition Module, and the Software
Acquisition Capability Maturity Model (SA-CMM) [SEI 2002].CMMI-ACQ
also incorporates work by acquisition organizations to adapt CMMI for use
in an acquisition organization.
CMMI-ACQ provides a comprehensive set of best practices for acquiring
products and services. CMMI for Development (CMMI-DEV) can be treated
as a reference for supplier executed activities in an acquisition initiative [SEI
2010a]. 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.
1
The CMMI Framework is the basic structure that organizes CMMI components and combines them into CMMI constellations
and models.
2
A constellation is a collection of CMMI components that are used to construct models, training materials, and appraisal related
documents for an area of interest (e.g., development, acquisition, services).
Preface
i
CMMI for Acquisition, Version 1.3
Acknowledgments
Many talented people were involved in the development of the V1.3 CMMI
Product Suite. Three primary groups were the CMMI Steering Group,
Product Team, and Configuration Control Board (CCB).
The Steering Group guided and approved the plans of the Product Team,
provided consultation on significant CMMI project issues, and ensured
involvement from a variety of interested communities.
The Steering Group oversaw the development of the Acquisition
constellation recognizing the importance of providing best practices to
acquirers.
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.
The CCB is the official mechanism for controlling changes to CMMI models,
appraisal related documents, 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.
Members of the groups involved in developing CMMI-ACQ, V1.3 are listed
in Appendix C.
Audience
The audience for CMMI-ACQ includes 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
begin improving your acquisition processes, CMMI-ACQ will be useful to
you. This model is also intended for organizations that want to use a
reference model for an appraisal of their acquisition related processes.3
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
3
ii
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
CMMI for Acquisition, Version 1.3
Part One: About CMMI for Acquisition, consists of five chapters:
Chapter 1, Introduction, offers a broad view of CMMI and the
Acquisition constellation, concepts of process improvement, and 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.4
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 among 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 example 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 CMMIACQ process areas.
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:
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 Version 1.3 Project Participants, contains lists of
team members who participated in the development of CMMI-ACQ,
V1.3.
Appendix D: Glossary, defines many of the terms used in CMMI-ACQ.
4
A process area is a cluster of related practices in an area that, when implemented collectively, satisfies a set of goals
considered important for making improvement in that area. This concept is covered in detail in Chapter 2.
Preface
iii
CMMI for Acquisition, Version 1.3
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 model 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 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 [SEI
2002].
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, what has been carried over, and what is
familiar from the models you already know.
Next, review the glossary to understand how some terminology can differ
from that used in the process improvement models you know. Many
concepts are repeated, but they may be called something different.
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.
As always, the improvements that the CMMI Product Team made to CMMI
for the V1.3 release were driven by user input. Change requests were
carefully considered, analyzed, and implemented.
iv
Preface
CMMI for Acquisition, Version 1.3
Some significant improvements you can expect in CMMI-ACQ, V1.3 include
the following:
High maturity process areas are significantly improved to reflect
industry best practices, including a new specific goal and several new
specific practices in the process area that was renamed from
Organizational Innovation and Deployment (OID) to Organizational
Performance Management (OPM).
Improvements were made to the model architecture that simplify the
use of multiple models.
The informative material was improved, including adding guidance
about using preferred suppliers in SSAD and AM.
Glossary definitions and model terminology were improved to enhance
the clarity, accuracy, and usability of the model.
The level 4 and 5 generic goals and practices were eliminated as well
as capability levels 4 and 5 to appropriately focus high maturity on the
achievement of business objectives, which is accomplished by applying
capability level 1-3 to the high maturity process areas (Causal Analysis
and Resolution, Quantitative Project Management, Organizational
Performance Management, and Organizational Process Performance).
For a more complete and detailed list of improvements, see
http://www.sei.cmu.edu/cmmi/tools/cmmiv1-3/.
Additional Information and Reader Feedback
Many sources of information about CMMI are listed in Appendix A and are
also published on the CMMI website—http://www.sei.cmu.edu/cmmi/.
Your suggestions for improving CMMI are welcome. For information on how
to provide feedback, see the CMMI website at
http://www.sei.cmu.edu/cmmi/tools/cr/. If you have questions about CMMI,
send email to cmmi-comments@sei.cmu.edu.
Preface
v
CMMI for Acquisition, Version 1.3
vi
Preface
CMMI for Acquisition, Version 1.3
Table of Contents
Preface
Purpose
Acknowledgments
Audience
Organization of this Document
How to Use this Document
Readers New to Process Improvement
Readers Experienced with Process Improvement
Readers Familiar with CMMI
Additional Information and Reader Feedback
i
i
ii
ii
ii
iv
iv
iv
iv
v
Part One: About CMMI for Acquisition
1
1
Introduction
About Process Improvement
About Capability Maturity Models
Evolution of CMMI
CMMI Framework
CMMI for Acquisition
3
4
5
6
8
8
2
Process Area Components
Core Process Areas and CMMI Models
Required, Expected, and Informative Components
Required Components
Expected Components
Informative Components
Components Associated with Part Two
Process Areas
Purpose Statements
Introductory Notes
Related Process Areas
Specific Goals
Generic Goals
Specific Goal and Practice Summaries
Specific Practices
Example Work Products
Example Supplier Deliverables
Subpractices
Generic Practices
Generic Practice Elaborations
Additions
Supporting Informative Components
Notes
Examples
References
Numbering Scheme
Typographical Conventions
11
11
11
11
11
12
12
13
13
14
14
14
14
15
15
15
15
15
16
16
16
17
17
17
17
18
18
3
Tying It All Together
Understanding Levels
23
23
Table of Contents
vii
CMMI for Acquisition, Version 1.3
Structures of the Continuous and Staged Representations
Understanding Capability Levels
Capability Level 0: Incomplete
Capability Level 1: Performed
Capability Level 2: Managed
Capability Level 3: Defined
Advancing Through Capability Levels
Understanding Maturity Levels
Maturity Level 1: Initial
Maturity Level 2: Managed
Maturity Level 3: Defined
Maturity Level 4: Quantitatively Managed
Maturity Level 5: Optimizing
Advancing Through Maturity Levels
Process Areas
Equivalent Staging
Achieving High Maturity
24
26
26
26
27
27
27
28
29
29
30
30
31
31
33
36
39
4
Relationships Among Process Areas
Project Processes
Organizational Processes
Support Processes
High Maturity Processes
41
42
46
47
49
5
Using CMMI Models
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
51
52
52
53
54
54
55
55
56
Part Two: Generic Goals and Generic Practices, and the Process Areas
57
Generic Goals and Generic Practices
Overview
Process Institutionalization
Performed Process
Managed Process
Defined Process
Relationships Among Processes
Generic Goals and Generic Practices
Applying Generic Practices
Process Areas that Support Generic Practices
59
59
59
59
60
60
61
62
72
72
Agreement Management
77
Acquisition Requirements Development
83
Acquisition Technical Management
97
Acquisition Validation
109
Acquisition Verification
117
viii
Table of Contents
CMMI for Acquisition, Version 1.3
Causal Analysis and Resolution
125
Configuration Management
135
Decision Analysis and Resolution
147
Integrated Project Management
155
Measurement and Analysis
171
Organizational Process Definition
189
Organizational Process Focus
201
Organizational Performance Management
215
Organizational Process Performance
233
Organizational Training
247
Project Monitoring and Control
259
Project Planning
273
Process and Product Quality Assurance
301
Quantitative Project Management
307
Requirements Management
325
Risk Management
333
Solicitation and Supplier Agreement Development
349
Part Three: The Appendices
367
Appendix A:
References
Information Assurance/Information Security Related Sources
369
374
Appendix B:
375
Acronyms
Appendix C:
CMMI Version 1.3 Project Participants
CMMI Steering Group
Steering Group Members
Ex-Officio Steering Group Members
Steering Group Support
CMMI for Services Advisory Group
CMMI V1.3 Coordination Team
CMMI V1.3 Configuration Control Board
CMMI V1.3 Core Model Team
CMMI V1.3 Translation Team
CMMI V1.3 High Maturity Team
CMMI V1.3 Acquisition Mini Team
CMMI V1.3 Services Mini Team
CMMI V1.3 SCAMPI Upgrade Team
CMMI Version 1.3 Training Teams
ACQ and DEV Training Team
SVC Training Team
CMMI V1.3 Quality Team
381
381
381
382
382
382
383
383
384
384
385
385
385
386
386
386
387
387
Appendix D:
389
Glossary
Table of Contents
ix
CMMI for Acquisition, Version 1.3
x
Table of Contents
CMMI for Acquisition, Version 1.3
Part One:
About CMMI for Acquisition
1
CMMI for Acquisition, Version 1.3
2
CMMI for Acquisition, Version 1.3
1 Introduction
Now more than ever, organizations are increasingly becoming acquirers5 of
needed capabilities by obtaining products and services from suppliers and
developing less and less of these capabilities in-house. This widely adopted
business strategy is designed 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 have
overall accountability for satisfying the end user while allowing the supplier
to perform the tasks necessary to develop and provide the solution.
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 organizations h …
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