Provides maximum flexibility for order of Predefined and proven path with case
process improvement study and ROI data
Continuous Staged
5
Process Area
ML5
Capability
4
ML4
3
ML3
1 2
ML2
0
ML 1
PA PA PA
. . .for a single process area . . .for an established
or a set of process areas set of process areas across an
organization 16
CMMI Combined Tutorial Feb 16, 2004
Relating Process Area Capability
and Organizational Maturity 1
• Training
• Models
–Model
–Disciplines »Introduction to CMMI
»Systems Engineering SE »Intermediate Concepts
»Software Engineering SW
»Integrated Product and –Instructor Training
Process Development –Lead Appraiser
(IPPD) • Appraisal methods
»Supplier Sourcing (SS)
–Appraisal Requirements
–Representations for CMMI (ARC)
»Staged
–SCAMPI Method Description
»Continuous
Document (MDD)
• Process improvement
should be done
to help the business—
not for its
own sake.
750
Days
92
93
94
95
96
19
19
19
19
19
19 Year
Source: Software Engineering Div., Hill AFB, Published in Crosstalk May 1999
CMMI Combined Tutorial Feb 16, 2004
23
Increased Productivity
1.2
1
0.8
0.6
0.4
0.2
0
A B C D E
Release
Source: Software Engineering Div., Hill AFB, Published in Crosstalk May 1999
CMMI Combined Tutorial Feb 16, 2004
24
Increased Productivity and
Quality
• Process areas
»Process management
»Project Management
»Engineering
»Support
• Appendixes
»References
»Acronyms
»Glossary
»Required and expected Model Elements
»CMMI Project Participants
»Equivalent Staging
• Process areas
»Maturity Level: 2 Managed
»Maturity Level: 3 Defined
»Maturity Level: 4 Quantitatively Managed
»Maturity Level: 5 Optimizing
• Appendixes
»References
»Acronyms
»Glossary
»Required and expected Model Elements
»CMMI Project Participants
• Process Areas
–Specific Goals
–Specific Practices
–Generic Goals
–Generic Practices
»Typical Work Products
»Sub-practices
»Notes
»Discipline Amplifications
»Generic Practice Elaborations
»References
CMMI-SE/SW CMMI-SE/SW
Staged Continuous
CMMI Combined Tutorial Feb 16, 2004
32
Topics
Process
CMMI Combined Tutorial Feb 16, 2004
35
Process Areas
Process Maturation
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Initial
0 Incomplete
5
Capability
4
3
2
1
0
REQM PP PMC etc
Process Area
GP1.1 through GP2.10 Adhere to policy, follow documented plans and processes,
CL2 apply adequate resources, assign responsibility and
CL1 + CL2* SPs
Managed authority, train people, apply CM, monitor, control, and
evaluate process, identify and involve stakeholders,
review with management
GP1.1 CL1
CL1 (base) SPs Performed Perform the work
Requirements Management
Specific practices (CL1 - “base”) Generic practices (CL1)
Requirements Management
Specific practices (CL1 & CL2) Generic practices (CL1 & CL2)
All the CL1 & CL2 Specific Practices All the CL1 & CL2 Generic Practices plus(+):
Requirements Management
Specific practices (CL4) Generic practices (CL4)
All the CL1 & CL2 Specific Practices All the CL1 & CL2 & CL3 Generic Practices plus(+):
All the CL1 & CL2 Specific Practices All the CL1 & CL2 & CL3 & CL4 Generic Practices plus(+):
Optimizing
5 Focus on process
improvement
Quantitatively
4 Process measured Managed
and controlled
Defined
3 Process characterized
for the organization
and is proactive
Managed
2 Process characterized for
projects and is often
reactive
Initial
1 Process unpredictable,
poorly controlled and
reactive
Maturity Level
Common
Features
Commitment
CommitmenttotoPerform:
Perform:creates
createspolicies
policiesand
andsecures
securessponsorship
sponsorshipfor forprocess
processimprovement
improvementefforts
efforts
Ability
Ability to Perform: ensures that the project and/or organization has the resources it needs to pursueprocess
to Perform: ensures that the project and/or organization has the resources it needs to pursue processimprovement
improvement
Directing
DirectingImplementation:
Implementation:collects,
collects,measures,
measures,and
andanalyzes
analyzesdata
datarelated
relatedtotoprocesses
processes
Verification:
Verification:verifies
verifiesthat
thatthe
theprojects
projectsand/or
and/ororganization’s
organization’sactivities
activitiesconform
conformtotorequirements,
requirements,processes,
processes,and
andprocedures
procedures
CMMI Combined Tutorial Feb 16, 2004
53
Maturity Levels
Cannot Be Skipped
•Commitment to perform:
–Establish and maintain an organizational
policy for planning and performing the
requirements management process.
•Ability to perform:
–Train the people performing or supporting
the requirements management process as
needed.
• Directing implementation:
– Place designated work products of the
requirements management process under
appropriate levels of configuration
management.
• Verification:
– Review the activities, status, and results of
the requirements management process
with higher level management and resolve
issues.
Plans
Measurement needs
SAM
Supplier
agreement
Product component requirements
Technical issues
Completed product components
Supplier Acceptance reviews and tests
• Purpose:
Obtain
Project
Commitment
Plans
to the Plan
PMC
Establish Estimates
Establish
Estimate Estimates of
the Scope Work Product
of the Project and Task
Attributes Planning
Data
Determine
Estimates
of Effort
and Cost
Define
Project
Life Cycle
Planning Data
Project Plans
CMMI Combined Tutorial Feb 16, 2004
73
Project Planning - Context
Obtain Commitment
to the Plan
Review
Plans that
Affect the
Project
Reconcile
Project Work and
Plans Resource
Levels
Obtain
Plan
Commitment
• Purpose:
Manage
Monitor Project Against Plans
Corrective Actions
to Closure
Monitor
Monitor Monitor Conduct
Project
Project Stakeholder Milestone Analyze
Planning
Risks Involvement Reviews Issues
Parameters
Manage
Corrective
Actions
PP Project Plans
• Purpose:
Determine Establish
Acquisition Select Supplier
Type Suppliers Agreements
List of Products
Satisfy
Supplier
Agreements Execute
the Supplier
Agreement
Review Accept
COTS Transition
the Acquired
Products Products
Product
• Purpose:
• Purpose:
Monitor Evaluate
Selected Revise the
Selected Supplier
Supplier
Supplier Work Agreement or
Processes Products Relationship
• Purpose:
Risk Repository
• Purpose:
Information
needs Processes and work
Configuration products;
items; standards and
change procedures
requests
CM
Baselines;
audit reports
• Purpose:
Track
and
Create or Control Track Control
Release Changes Change Configuration
Baselines Requests Items
• Purpose:
Objectively
Objectively Evaluate
Evaluate Work
Work Processes Products
& Services
Products
Communicate
and Ensure Establish
Resolution of Records
Non-compliance
Issues
• Purpose:
• Purpose:
Action Plans
Select Record
Data for Defect & Performance
Problem Data Measures
Analysis
Data
CAR Records
CMMI Combined Tutorial Feb 16, 2004
100
Decision Analysis and Resolution
• Purpose:
• Applicability:
• The project should document guidelines for when
a structured decision analysis process is to be
used.
• DAR should be applied where significant
technical, cost, or schedule risks evolve.
Evaluate Alternatives
Establish Select
Establish Identify
Guidelines Evaluation
Evaluation Alternative Methods
for Decision
Criteria Solutions
Other
Analysis
PAs
Select Evaluate
Solutions Alternatives
Ver Val
Customer needs
CMMI Combined Tutorial Feb 16, 2004
105
Requirements Management
•Purpose:
Manage Requirements
Obtain an Identify
Understanding Inconsistencies
of Requirements between Project
Requirements Work and
Reqmts
CL2 CL2
Obtain Manage Maintain
Commitment Requirements Bi-directional
to Requirements
Changes
Requirements Traceability
Traceability
Hierarchy
• Purpose:
CL2
Elicit Needs
Customer
110
CMMI Combined Tutorial Feb 16, 2004 Requirements
Requirements Development
Context
Develop Product Requirements
Establish
Product &
Product
Component
Requirements
Allocate
Product and Identify
Product- Interface
Component Requirements
Requirements
Customer Product
Requirements
CMMI Combined Tutorial Feb 16, 2004
Requirements 111
Requirements Development
Context
Analyze and Validate Requirements
CL3
Establish Establish a Analyze
Operational Definition of Analyze Requirements
Concepts Required Requirements to Achieve
& Scenarios Functionality Balance
CL2
Validate
Requirements
Validate with
Requirements Comprehensive
Methods
Product Validated
Requirements
CMMI Combined Tutorial Feb 16, 2004
Requirements 112
Technical Solution
• Purpose:
Validated
Requirements
Select Product-
Develop the Implement the
Component Design Product Design
Solutions
CL 2
Develop CL 2
Develop
Alternative Evolve
Detailed
Solutions and Operational
Solutions and
Selection Concepts &
Selection
Criteria Scenarios
Criteria
Select
Product
Component
Alternative Solutions Solutions
Selection Criteria Selection Decisions
New Technology Evaluations Compliance w/ Reqmts
Design Perform
Establish a Establish
the Product Make, Buy,
Tech Data Interface
or Product or Reuse
Package Descriptions
Component Analyses
Design Methods
Design Tools CL 3
Design Processes Design
Interfaces
Using Criteria
Develop
Implement Product
The Support
Design Documentation
• Purpose:
Ensure
Prepare for Integration Interface
Product Integration Plan Compatibility
Assemblies
Technical
Solution Sub-
assemblies
Assemble Product
Components
and Deliver the
Product
Decision Analysis
& Resolution
Technical
Integration Plan
- Integration Resources
Solution - Integration Procedures
- Interface Data
CMMI Combined Tutorial Feb 16, 2004
120
Product Integration - Context
Review
Interface
Descriptions Manage
for Interfaces
Completeness
Technical
Integration Plan
- Integration Resources
Solution - Integration Procedures
- Interface Data
Package
Assemble And Deliver
Product the Product
Components or Product
Component
Confirm
Readiness of Evaluate
Components Assembled
for Product
Integration Components
Integration Plan
Technical - Integration Resources
Solution - Integration Procedures
- Interface Data
CMMI Combined Tutorial Feb 16, 2004
122
Verification versus Validation
• Verification
–Did you build the product right?
–That is, did you meet the requirements
specification?
• Validation
–Did you build the right product?
–That is, did you meet the operational need?
• Purpose:
Verification
Plan
Verify Selected
Work Products
Corrective
Actions
CL3
Select CL2 Establish
Work Products Establish the Verification
for Verification Procedures
Verification Environment and Criteria
Requirements,
Methods, Processes,
Evaluation Criteria
Prepare CL 2
For Peer Analyze
Reviews Peer Review
Data
Requirement for Data
Collection
Entry and Exit Criteria
Peer Review Plan
Review Results
Review Issues
Review Data
Conduct Action Items
Peer
Reviews
Perform
Verification
Verification Results
Deficiencies
Verification Data
Corrective Actions
CL2
Analyze
Verification
Results and
Identify
Corrective
Actions
• Purpose:
- Customer Requirements
- Product Requirements
- Products
- Validation Requirements Validate Product or
Product Components
Prepare
for Validation
- Conformance
- Deficiencies
CL2
Select Products Establish the
For Validation Validation
Environment
CL3
Establish
Validation
Procedures
and
- Validation Plan Criteria
- Support Needs
- Environment Needs - Test Case Scenario
- Resources - Validation Procedures
Perform Analyze
Validation Validation
Results
Organization’s OT
business Training needs
objectives
Std Process
and Other
Assets
Std Process
and Other Project Management,
Assets Support, and
OPF Resources and
OPD Engineering process
areas
Coordination
Improvement information
Process Improvement (e.g., lessons learned, data, artifacts)
Proposals; Participation in
defining, assessing, and
deploying processes
CMMI Combined Tutorial Feb 16, 2004
136
Organizational Process Focus
• Purpose:
Identify Selected
Establish Appraise Org.’s Improvements
Determine
Organizational Org’s Process
Process Process Processes Improve-
Improvement Needs ments Pilots,
Opportunities Action
Teams
Plan
and
Implement
Process
Incorporate Implement Establish
Process- Deploy
Improve- Organizational Process Process
ment Related Action Action
Experiences Process
Activities Assets Plans Plans
• Purpose:
Tailoring Guidelines
Establish Establish the
Tailoring Organization’s
Criteria and Process Asset Deploy- Improvements
Guidelines Library ment
OPF
•Purpose:
Materials
Training Repository
Change
Requests Records Records
Surveys Materials
Assess
Establish Deliver
Training
Effectiveness Training Training
Records
Progress toward
achieving business
objectives Common
measures
Ability to develop Process performance
and deploy process and capability data
and supporting assets
“Basic Set” of Process
Management
Process Areas
•Purpose:
Establish
Select Selected Subprocesses from Process
Processes Org. Std. Processes Performance
Objectives
Business
Objectives
Organization’s Establish
Standard Process Project Process
Processes Performance Measurements
Baselines
QPM
Establish •Org set of
Organizational Process measures
Process MA
Performance Baselines
Performance
Models
Organizational Process Business
Establish
Performance Objectives Quality and Objectives
Process
Process Performance
Performance Measures
Models
QPM
CMMI Combined Tutorial Feb 16, 2004
145
Organizational Innovation and
Deployment
• Purpose:
Select Improvements
Collect Select
and Analyze Identify
Pilot Improvements
Improvement and Analyze
Improvements for
Proposals Innovations
Deployment
Deploy Improvements
•Purpose:
•To provide an Integrated Product and Process
Development (IPPD) infrastructure and manage
people for integration.
Mechanisms
IPPD-Enabled and
Provide People Manage Incentives
IPPD and People for to Support
Infrastructure Work Integration Integration
Environments and
Collaboration
Establish Organizational
Identify Guidelines
IPPD-Unique IPPD Tactical Mechanisms
Skill Require- & Strategic to Balance
Responsi- Joint
ments Training Performance
Needs bilities
Review Process
OT
• Purpose:
• Establish and manage the project and the
involvement of the relevant stakeholders
according to an integrated and defined process
that is tailored from the organization’s set of
standard processes.
• For Integrated Product and Process Development,
Integrated Project Management also covers the
establishment of a a shared vision for the project
and an integrated team structure that will carry
out the objectives of the project.
Product
Requirements
Stakeholders
Use the Defined Coordinate
Project’s Process and Collaborate Contributions to
Defined Based with Relevant Organization’s
Process Project Plan Stakeholders Process Assets
Organizational
Environment for Project
Integration Planning
Stakeholders 161
CMMI Combined Tutorial Feb 16, 2004
Integrated Project Management
(IPPD)
OEI Work
Use the Project’s Shared Breakdown
Organize Integrated Teams
Vision for IPPD Structure for IPPD
Info on Team
Define the Determine Structure
Project’s Org/Project Team
Shared Situation
Structure List of
Vision
Member Teams
Context
Aspirations
Develop a Responsibility
Preliminary & Requirements
Distribution of Allocation
Requirements
Establish
the
Project’s Project’s
Shared Shared Establish Integrated
Vision Vision Integrated Teams
Integrated Teams
Teaming
CMMI Combined Tutorial Feb 16, 2004
162
Integrated Teaming
•Purpose:
Sponsor’s
Objectives
Assigned
Product (IPPD) Organizational
OEI
IPM
Requirements Environment for
Integration
Establish Team
Composition Integrated Govern Team Plans
Team Operation and
Commitments
PP
Project
Relevant Planning
Stakeholders
CMMI Combined Tutorial Feb 16, 2004
164
Integrated Teaming - Context
Establish Team Govern Team
Composition Operation
Results
Sponsors Lists
Establish Team’s
Objectives a Shared Shared Vision
Identify Vision
Team Tasks Task Team
Descriptions Establish Charter
a Team
Assigned Charter
Product Assignments,
Define
Identify Functions, Skills, & Respon-
Requirements Roles &
Knowledge & Expertise Respon- sibilities
and Skills Lists sibilities
Development Phase
• Development of CMMI products
• Verification and validation of CMMI products
Transition Phase
• Approval of initial CMMI products for
public release
• Evidence of sufficient use
• Transition planning to help organizations
use CMMI products
Sustainment Phase
• Upkeep and continuous improvement
of the product suite
• Additional evidence of adoption and use
Pilots
•Future Directions
•Organizational unit
•Instantiation
•Objective evidence
•Defining the
•“Organizational Unit”
0 1 2 3
W
5 PA1
/S
I- SE Level PA2
CM
M 4 3 PA3
3 PA4
PA5
•Selecting CMMISM Model, 2 PA6
Representation, and Scope
Instruments Interviews
Presentations
Documents
CMMI Combined Tutorial Feb 16, 2004
191
Sources of Objective Evidence
•Instruments
– Organizational assets reflecting evidence of
implementation of model practices (e.g., mapping tables)
– Questionnaires
•Interviews
– Standard structured interviews; on-call interviews;
follow-up interviews
– Exploratory or focused questions targeted at manager,
practitioners and/or users
•Presentations
– Briefings, demonstrations
•Documents
– Hardcopy, softcopy, hyperlinks
•Observations
– Inventory of objective evidence for implementation of each
model practice
– Weaknesses (where applicable); note that strengths have a
different connotation (“above and beyond”) and are less
relevant to determinations of practice implementation
•Findings
– Aggregation of weaknesses
•For example:
– one might inquire as to whether a (project-specific)
practice is implemented within a project, or
– one might inquire as to whether a (organization-specific)
practice is implemented within an organization.
•Pros: •Cons:
– Can highly simplify repetitive – Can be misleading
and costly operations – Can be wrong
– Can be great time savers
Affirmations:
- “I worked on the WBS team”
- “We used the WBS”
CMMI Combined Tutorial Feb 16, 2004
202
Direct (type A PIIs)
•The tangible outputs resulting directly from implementation of a
specific or generic practice.
• Goal satisfaction
•Examples:
– Glossary definitions
– Front matter
– Sub-practices
– Related process areas
•Future Directions
• Process improvement
• Class B, C appraisals 213
CMMI Combined Tutorial Feb 16, 2004
SCAMPI Phase Structure
•Phase I - Plan and Prepare For Appraisal
Phase I:
Doc. Overview Plan and Prepare
Introductory
______________________________
Glossary
Part1 Descriptive name for Appraisal
Prose and information ------------ - --- ----
______________________________ ------------ - --- ----
Part2 Descriptive name SCAMPI ----- ---- ----- -----
------------ - --- ---- and information ----- ---- ----- -----
Appraisal --------------
----- ---- ----- ----- ______________________________
... --------------
Phase II: Disclosure
-------------- ______________________________
Conduct
Part N Descriptive name Statement (ADS)
and information
______________________________ Appraisal ------------ - --- ----
------------ - --- ---- ----- ---- ----- -----
Role of PIIs in
----- ---- ----- ----- -------------- Verifying Practice
-------------- Implementation
Method Overview Phase III:
Executive Report ------------ - --- ----
with audience-
Summary for the Results ----- ---- ----- -----
specific summary
Appraisal Sponsor ------------ - --- ---- ARC/MDD --------------
of this document
------------ - --- ---- ----- ---- ----- ----- Traceability Focused
------------ - --- ----
----- ---- ----- ----- -------------- ------------ - --- ---- Investigation
----- ---- ----- -----
-------------- ----- ---- ----- ----- Elaboration and
--------------
-------------- Guidance
------------ - --- ----
----- ---- ----- -----
--------------
Outcome The decision to proceed with the appraisal based on a shared understanding of
the appraisal objectives, constraints and scope.
Exit Criteria The appraisal input has been approved by the appraisal sponsor and placed
under change management.
Activity The business needs for process improvement drive the requirements for the
•Example MDD activity description
Description conduct of any given appraisal, and generally include one or more of three based on information mapping
closely related factors:
approach.
Sample MDD Activity
• Reducing costs
• Improving quality, and
• Decreasing time to market •Content for MDD activities is
The fundamental premise of process improvement is that organizational
processes significantly impact these factors. structured as follows:
A fair and objective characterization of the process in use in the
organization(s) is the essential reason for conducting an appraisal. In addition
• Activity Description
to this motivation, a sponsor' s desire to conduct an appraisal could be driven
by one or more of the following business related goals: • Required Practices
• Document a credible benchmark that reflects successful process
improvement • Parameters and Limits
• Evaluate areas of potential risk that may effect the performance of the
organization • Optional Practices
• Involve members of the appraised organization in improving the
performance of the process
• Support specific decisions related to the direction of a new or existing • Implementation Guidance
improvement program
• Motivate a supplier to focus on process issues that affect their performance
on a contract
Parameters and At least one communication between appraisal team leader and sponsor (Some
Limits usage modes may limit this significantly, others may re quire much more than
one interaction).
…
Projects FI
(other)
SP x.1-1 FI (S) ….
SP x.2-1 PI (W) …
SP x.3-1 FI
SP x.4-1 FI
Final Findings
Organizational Preliminary Char.
Unit Level Findings
Instantiation Level Weakness(es)
LI
Strength(s)
)
" " !
es
I3 Indicator(s) Indicator(s) Indicator(s) … PI
tic
! !
c
I4 Indicator(s) Indicator(s) … FI
ra
(P
CMMI Combined Tutorial Feb 16, 2004
224
Rating Goals
•Goal ratings are a function of the extent to which the
corresponding practices are present in the planned and
implemented processes of the organization.
Level of
Consensus
• Capability Level and/or
Maturity Level Ratings Full Team
PA.SPx.1-1
PA.SPx.2-1
PA.SPx.3-1
PA.SPx.4-1
∑ Column
or, 2. “50% rule”: > 50% of PA practices for each goal, for 1. “One Row,
each project, have at least one face-to-face (F2F) One Column”
affirmation data point
•Verification
– Verify implementation of model practices at instantiation and
organizational levels
– Populate appraisal team inventory of objective evidence from
organizational assets
•Reporting
– Preliminary findings
– Final findings
•The SEI has added a SCAMPI track to its Appraisal Program for
SCAMPI Lead Appraisers
TP A TP B … Authorization
Agents
(individuals)
… …
CMMI Combined Tutorial Feb 16, 2004
235
Authorization Costs
U.S.
Course or Service U.S. Industry* Int’l*
Government
SCAMPI Lead Appraiser $3200 per seat $4,000 per seat $6,000 per
Training (5 days) seat
Annual Support Fee (per $2,400 – 1st $3,000 – 1st $4,500 – 1st
candidate or authorized
$2,000 – 2nd+ $2,500 – 2nd+ $3,750 – 2nd+
Lead Appraiser)
* The costs indicated above apply to U.S. Industry and International organizations with
internal and/or commercial use licenses.
CMMI Combined Tutorial Feb 16, 2004
236
SLA Authorization Timeline
1 2 3
Successful Satisfactorily
Satisfy prerequisites
Observation by a fulfill Lead Appraiser
including field
qualified observing requirements.
experience in at
SCAMPI Lead Pay annual support
least two SCAMPIs
Appraiser fee.
Authorization Renewal
Training
Date Date
Date
Time
24 months max 12 months max 24 months max
•Future Directions
•Future Directions
Australia
Canada
China
France
India
Japan
Russia
South Korea
Switzerland
Taiwan
United Kingdom
United States
35.0%
30.0%
25.6% 25.6%
25.0%
% of Organizations
21.8%
20.0%
15.0%
12.8%
11.5%
10.0%
5.0%
2.6%
0.0%
Not Given Initial Managed Defined Quantitatively Optimizing
Managed 247
CMMI Combined Tutorial Feb 16, 2004 Analysis conducted 13 June 2003
U.S. and Non-U.S. Organization
Maturity Profiles
50%
45%
40.6%
40%
35%
31.3%
% of Organizations
30% 28.3%
25%
21.7%
20%
9.4%
10%
6.3%
4.3%
5%
0.0%
0%
Not Given Initial Managed Defined Quantitatively Optimizing
Managed
Analysis conducted 13 June 2003 USA Non-USA
•87 Organizations
• Commercial 41
• DoD Contractor 30
• Civil Contractor 8
• Military Org 2
• Civil Org 2
• In House Dev 3
Commercial/In-house 48.7%
Military/Federal 6.4%
25 to 50
14.1%
501 to 1000
15.4%
51 to 75
9.0%
301 to 500
9.0% 76 to 100
7.7%
201 to 300
7.7% 101 to 200
11.5%
SW + SE 34/8
SW + SE + IPPD 1/1
SW + SE + IPPD + SS 1/2
SW + SE + + SS 5/2
SW 20/6
SE 8/2
400
350
300
250
200
Lead Evaluators
150 (SCE)
Lead Assessors
100 (CBA IPI)
50 Lead Appraisers
(SCAMPI)
0
1994 1995 1996 1997 1998 1999 2000 2001 2002 YTD
CMMI Combined Tutorial Feb 16, 2004 2003 7-31-03 254
Number of Appraisals Reported to the SEI by Year
31 July 2003
600
500
400
300
200
100
0
87
88
89
90
91
92
93
94
95
96
97
98
99
00
01
02
03
19
19
19
19
19
19
19
19
19
19
19
19
19
20
20
20
20
CMMI Combined Tutorial Feb 16, 2004
255
SPA SEI CBA IPI SCAMPI vX
For More Information About CMMI
–Go to CMMI Website
» http://sei.cmu.edu/cmmi
» http://seir.sei.cmu.edu/seir/
» https://bscw.sei.cmu.edu/pub/bscw.cgi/0/79783
» http://dtic.mil/ndia (first second, and third annual CMMI
Conferences)
» http://www.faa.gov/aio