Using CMMI-DEV and CMMI-

SVC Together
Where “Build Stuff” Happens in CMMI-SVC

Alex Stall and Eileen Forrester

March 21, 2012

2012 SEPG NA

© 2012 Carnegie Mellon University

Topics

• Combined approaches and models for improvement

• The patterns for using multiple models in mixed service and
development environments
• How the SEI is trying to help

Multi-Constellation/Model
Alex Stall and Eileen Forrester 2
© 2012 Carnegie Mellon University
The CMMI Models

The CMMI Product Suite currently has three models relevant to

improvement in a particular area of interest.

Development (CMMI-DEV)
• build stuff
• tangible, storable products made to specification in a lifecycle

Acquisition (CMMI-ACQ)
• buy stuff
• specify, solicit, select, contract, procure, accept, transition to consumer

Services (CMMI-SVC)
• do stuff
• intangible, non-storable products delivered via a service system based on explicit or
implicit service requests

Some material adapted from The CMMI Crash Course, ®2005-9 Entinex, Inc.
Multi-Constellation/Model
Alex Stall and Eileen Forrester 3
© 2012 Carnegie Mellon University
Relationships Among CMMI Models
Service “addition” PA (SSD)
Service-specific PAs

1 CMMI-SVC 6

Shared PA (SAM)

Core PAs
CMMI-DEV
Include model-specific
informative material

Development-specific PAs 5

CMMI-ACQ 6 Acquisition-specific PAs

Multi-Constellation/Model
Alex Stall and Eileen Forrester 4
© 2012 Carnegie Mellon University
Differences in PAs and Categories
CMMI-SVC PAs by Category CMMI-DEV PAs by Category
Process Management Process Management

OPD OPF OPM OPP OT OPD OPF OPM OPP OT

Project and Work Management Project Management

CAM IWM REQM RSKM QWM IPM REQM RSKM QPM

SCON SAM WMC WP SAM PMC PP

Support Support

CAR CM DAR MA PPQA CAR CM DAR MA PPQA

Service Establishment and Engineering

Delivery

IRP SD SSD SSM SST PI RD TS VAL VER

Multi-Constellation/Model
Alex Stall and Eileen Forrester 5
© 2012 Carnegie Mellon University
CMMI Strategic Product Planning
Custom Custom model Custom Custom application
Pricing from CMMIs and appraisal job aids
other models method (e.g. disciplined agility)

Unbiased, Custom Cost-benefit

training analysis for Case studies
opinion course various custom and success
cases stories (free)

Aids
choices

CMMI DB Flexible Flexible CMMI Flexible job

Analyst Group Tool: Create learning appraisal Performance aids or job
Unbiased a model suite (online method measurement aid DB
info
& in person)

Internal SEI resources

Standard Standard Standard job

learning appraisal aids
bundles methods

Standard Standard
Fixed models or expected
Pricing benefits

Multi-Constellation/Model
Alex Stall and Eileen Forrester 6
© 2012 Carnegie Mellon University
SAS and PARS Your Tell us what you need and we’ll provide the mixed model to suit your
(posted to PARS by Solution domain and business; the type of appraisal that suits your budget,
specific authorization resources and requirements; custom training for precise practices that
matter most to your business success!

Performance Custom Custom

Measurement Model Training
Streamlined
appraisal and
tool kit
Platinum
Appraisal
Rules
Org PA Practice
tool Gold PA
Appraisal PA Course
Practice
Generic Rules PA Other
tool Course
Appraisal PA
Method Practice Course
Silver PA PA Other
tool Project Course
Appraisal
Rules Practice PA
tool Course Other
PA PA Course
Bronze Practice PA
Appraisal Project Course
tool
Rules PA Practice
Project PA Other
Course Course
Custom
Appraisal
Rules
Appraisals: Measuring Models: CMMI Learning: e-
flexible process Performance PAs Non-CMMI learning courses,
and toolkits Improvement model practices live courses

Your needs such as: for appraisals (cost, precision, accuracy, etc.) for models (applicable models, methods,
standards, etc. and only those parts of them that you need), for training (training specific to the parts and
pieces selected for models and where you have training needs, i.e., targeted training)

Multi-Constellation/Model
Alex Stall and Eileen Forrester 7
© 2012 Carnegie Mellon University
Patterns we see in using DEV and SVC
Increasingly, CMMI-DEV and CMMI-SVC are used in the same organization,
implementing and appraising together.

Choose CMMI-SVC as your base model, grab the engineering PAs for
particular services.

Treat development or engineering as a service, managed using the practices of

CMMI-SVC, and treat the engineering PAs as informative material to SSD.

Use all of the CMMI-DEV for advanced development, and then add CMMI-SVC
for additional practices: SCON, SST, CAM.

Start with CMMI-DEV at the beginning of a life cycle, adding in a few SVC goals
and practices. Add more in mid-life. Change over to SVC at the end for
operations and maintenance.

Take a life cycle view and consider total cost of ownership, may add multiple
other models, do a mash up or composition from CMMI and other models.

Multi-Constellation/Model
Alex Stall and Eileen Forrester 8
© 2012 Carnegie Mellon University
SSD and CMMI-DEV Engineering PAs
Some mixed services and development
environments use both the engineering
PAs from DEV and a single SVC PA:
Service System Development. The
patterns:
• Stick with SSD, but grab a single
engineering PA when needed
• Use SSD for simple development, add
engineering PAs for complex development
• Use SSD and treat engineering PAs
roughly as “informative material”
• Use engineering PAs for service systems,
but add the informative material from SSD
to get the service flavor

Multi-Constellation/Model
Alex Stall and Eileen Forrester 9
© 2012 Carnegie Mellon University
 SSD vs. CMMI-DEV Engineering PAs 1 of 4
In SSD (SVC) In Engineering (DEV)
SG1 Stakeholder needs, RD – Requirements
expectations, constraints, and Development
interfaces are collected,
analyzed, and transformed into
validated service system
requirements.
SP1.1 Collect and transform RD SG 1 Stakeholder needs, SP 1.1 Elicit Needs
stakeholder needs, expectations, constraints, and SP 1.2 Transform Stakeholder Needs into Customer
expectations, constraints, and interfaces are collected and Requirements
interfaces into prioritized translated into customer
stakeholder requirements. requirements.

SP1.2 Refine and elaborate RD SG 2 Customer SP 2.1 Establish Product and Product Component
stakeholder requirements to requirements are refined and Requirements
develop service system elaborated to develop product SP 2.2 Allocate Product Component Requirements
requirements. and product component SP 2.3 Identify Interface Requirements
requirements.

SP1.3 Analyze and validate RD SG 3 The requirements are SP 3.1 Establish Operational Concepts and
requirements, and define analyzed and validated. Scenarios
required service system SP 3.2 Establish a Definition of Required
functionality and quality Functionality and Quality Attributes
attributes. SP 3.3 Analyze Requirements
SP 3.4 Analyze Requirements to Achieve Balance
SP 3.5 Validate Requirements
Multi-Constellation/Model
Alex Stall and Eileen Forrester 10
© 2012 Carnegie Mellon University
 SSD vs. CMMI-DEV Engineering PAs 2 of 4
In SSD (SVC) In Engineering (DEV)
SG 2 Service system TS - Technical Solution
components are selected, PI - Product Integration
designed, implemented, and
integrated.
SP 2.1 Select service system TS SG1 Product or product SP 1.1 Develop Alternative Solutions and Selection
solutions from alternative component solutions are selected Criteria
solutions. from alternative solutions. SP 1.2 Select Product Component Solutions

SP 2.2 Develop designs for the TS SG 2 Product or product SP 2.1 Design the Product or Product Component
service system and service component designs are SP 2.2 Establish a Technical Data Package
system components. developed. SP 2.3 Design Interfaces Using Criteria
SP 2.4 Perform Make, Buy, or Reuse Analyses
SP 2.3 Manage internal and PI SG 1 Preparation for product SP 1.1 Establish an Integration Strategy
external interface definitions, integration is conducted. SP 1.2 Establish the Product Integration
designs, and changes for Environment
service systems. SP 1.3 Establish Product Integration Procedures
and Criteria
PI SG 2 The product-component SP 2.1 Review Interface Descriptions for
interfaces, both internal and Completeness
external, are compatible. SP 2.2 Manage Interfaces

Multi-Constellation/Model
Alex Stall and Eileen Forrester 11
© 2012 Carnegie Mellon University
 SSD vs. CMMI-DEV Engineering PAs 3 of 4
In SSD (SVC) In Engineering (DEV)
SP 2.4 Implement the service TS SG 3 Product components, SP 3.1 Implement the Design
system design. and associated support SP 3.2 Develop Product Support Documentation
documentation, are implemented
from their designs.
SP 2.5 Assemble and integrate PI SG 3 Verified product SP 3.1 Confirm Readiness of Product Components
implemented service system components are assembled and for Integration
components into a verifiable the integrated, verified, and SP 3.2 Assemble Product Components
service system. validated product is delivered. SP 3.3 Evaluate Assembled Product Components
SP 3.4 Package and Deliver the Product or Product
Component

Multi-Constellation/Model
Alex Stall and Eileen Forrester 12
© 2012 Carnegie Mellon University
 SSD vs. CMMI-DEV Engineering PAs 4 of 4
In SSD (SVC) In Engineering (DEV)
SG 3 Selected service system VER – Verification
components and services are VAL – Validation
verified and validated to
VER SP 1.1 Select Work Products for Verification
ensure correct service delivery.
VER SP 1.2 Establish the Verification Environment
SP 3.1 Establish and maintain an VER SG 1 Preparation for VER SP 1.3 Establish Verification Procedures and
approach and an environment for verification is conducted. Criteria
verification and validation.
VAL SG 1 Prepare for validation VAL SP 1.1 Select Products for Validation
is conducted. VAL SP 1.2 Establish the Validation Environment
VAL SP 1.3 Establish Validation Procedures and
Criteria
SP 3.2 Perform peer reviews on VER SG 2 Peer reviews are VER SP 2.1 Prepare for Peer Reviews
selected service system performed on selected work VER SP 2.2 Conduct Peer Reviews
components. products. VER SP 2.3 Analyze Peer Review Data

SP 3.3 Verify selected service VER SG 3 Selected work VER SP 3.1 Perform Verification
system components against their products are verified against VER SP 3.2 Analyze Verification Results
specified requirements. their specified requirements.

SP 3.4 Validate the service VAL SG 2 The product or VAL SP 2.1 Perform Validation
system to ensure that it is product components are VAL SP 2.2 Analyze Validation Results
suitable for use in the intended validated to ensure they are
delivery environment and meets suitable for use in their intended
stakeholder expectations. operating environment.

Multi-Constellation/Model
Alex Stall and Eileen Forrester 13
© 2012 Carnegie Mellon University
A Multi-Constellation Look
CL 3
CL 2
CL 1
P I
Enterprise S S / P P R P R
SVC C I C S T W / P E S O O D / S
S A R O S S S C M M W Q Q A P P O A W K
D M P N D T M M A C P A M M D F T R M M

People CMM
CL 3
CL 2
CL 1
P I
/ P P R P R
Org 1 Org 2 Org 3 DEV V V W / P E S O O D / S
P R T A E C M M W Q Q A P P O A W K
I D S L R M A C P A M M D F T R M M

CL 3
CL 2

SO 1 SO 2 SO 3 CL 1
P I
S A A / P P R P R
ACQ A S A V V W / P E S O O D / S
A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 14
© 2012 Carnegie Mellon University
Organization 1 CL 3
CL 2

Org 1 is primarily a CL 1
P I

development organization SVC

S
C I C S
S
T
/
W
P
/
P
P
R
E S O O
P
D /
R
S
S A R O S S S C M M W Q Q A P P O A W K
D M P N D T M M A C P A M M D F T R M M

CL 3 3 3 3 3 3 3 3
3 3 3 3 3 3 3
3 3 3 3
CL 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2
2 2 2 2
CL 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1
1 1 1 1
P I
/ P P R P R
DEV V V W / P E S O O D / S
P R T A E C M M W Q Q A P P O A W K
I D S L R M A C P A M M D F T R M M

CL 3
CL 2
CL 1
P I
S A A / P P R P R
ACQ A S A V V W / P E S O O D / S
A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 15
© 2012 Carnegie Mellon University
Organization 1 CL 3 3 3
CL 2 2 2 2 2 2
CL 1 1 1 1 1 1 1
They also perform some P I

services
S S / P P R P R
SVC C I C S T W / P E S O O D / S
S A R O S S S C M M W Q Q A P P O A W K
• They have a help desk which D M P N D T M M A C P A M M D F T R M M

is important to them
CL 3 3 3 3 3 3 3 3
3 3 3 3 3 3 3
3 3 3 3
• The need to ensure it is CL 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2
2 2 2 2

adequately staffed, problems CL 1 1 1 1 1 1 1 1

1
P
1 1 1 1 1 1
1
I
1 1 1

are corrected, and it will not be / P P R P R

DEV V V W / P E S O O D / S
disrupted even by disaster P R T A E C M M W Q Q A P P O A W K
I D S L R M A C P A M M D F T R M M
• The organization recognizes
the value of measurement and CL 3
analysis CL 2
CL 1
• They want to check that the S A A
P
/ P P R
I
P R
process is being followed ACQ A S A V V W / P E S O O D / S
A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 16
© 2012 Carnegie Mellon University
Organization 1 CL 3 3 3
CL 2 2 2 2 2 2
CL 1 1 1 1 1 1 1
They acquire some P I
S S / P P R P R
products and services SVC C I C S T W / P E S O O D / S
S A R O S S S C M M W Q Q A P P O A W K
• Develop product requirements D M P N D T M M A C P A M M D F T R M M

• Conduct a source selection

CL 3 3 3 3 3 3 3 3
3 3 3 3 3 3 3
3 3 3 3
• Manage the acquisition and CL 2 2
CL 1 1
2
1
2
1
2
1
2
1
2
1
2
2
1
1
2
1
2
1
2
1
2
1
2
1
2
2
1
1
2
1
2
1
2
1
requirements P I
/ P P R P R
• Have a formal bid evaluation DEV V V W / P E S O O D / S
P R T A E C M M W Q Q A P P O A W K
and decision process I D S L R M A C P A M M D F T R M M

• Verify, validate, and transition

3 3 3 3
the product and services CL 3
CL 2 2 2 2 2 2 2 2 2 2
CL 1 1 1 1 1 1 1 1 1 1 1
• Ensure process fidelity P I
S A A / P P R P R
• Measure and analyze the ACQ A S A V V W / P E S O O D / S

process A R A
M D D
T A
M L
E
R
C M M
M A C
W
P
Q
A
Q A
M M
P P O A W
D F T R M
K
M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 17
© 2012 Carnegie Mellon University
Organization 2 CL 3
CL 2

Org 2 is primarily an CL 1
P I

acquisition organization SVC

S
C I C S
S
T
/
W
P
/
P
P
R
E S O O
P
D /
R
S
S A R O S S S C M M W Q Q A P P O A W K
D M P N D T M M A C P A M M D F T R M M

CL 3
CL 2
CL 1
P I
/ P P R P R
DEV V V W / P E S O O D / S
P R T A E C M M W Q Q A P P O A W K
I D S L R M A C P A M M D F T R M M

CL 3 3 3 3 3 3 3 3 3
3 3 3 3 3 3 3 3
3 3 3
CL 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2
2 2 2
CL 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1
P I
S A A / P P R P R
ACQ A S A V V W / P E S O O D / S
A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 18
© 2012 Carnegie Mellon University
Organization 2 CL 3 3 3
CL 2 2 2 2
CL 1 1 1 1 1 1 1
They also provide P I

acquisition help services to

S S / P P R P R
SVC C I C S T W / P E S O O D / S
S A R O S S S C M M W Q Q A P P O A W K
other organizations in the D M P N D T M M A C P A M M D F T R M M

enterprise
CL 3
• They have a request for services CL 2
CL 1
function P I
• They recognize the need to DEV V V
/
W
P
/
P
P
R
E S O O
P
D /
R
S
handle service issues P R T A E C M M W Q Q A P P O A W K
I D S L R M A C P A M M D F T R M M
• Staffing and recovery from
disruption, while important are
CL 3 3 3 3 3 3 3 3 3
3 3 3 3 3 3 3 3
3 3 3
not critical CL 2 2 2 2 2 2 2 2 2
2 2 2 2 2 2 2 2
2 2 2
CL 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1
• Measurement and analysis are P I
important S A A / P P R P R
ACQ A S A V V W / P E S O O D / S
• Ensure process fidelity A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 19
© 2012 Carnegie Mellon University
Organization 2 CL 3 3 3
CL 2 2 2 2
CL 1 1 1 1 1 1 1
The organization develops P I

applications to support its

S S / P P R P R
SVC C I C S T W / P E S O O D / S
S A R O S S S C M M W Q Q A P P O A W K
work D M P N D T M M A C P A M M D F T R M M

• Good requirements and

CL 3 3
controlling changes are CL 2 2 2 2 2 2

important CL 1 1 1 1 1 1 1 1
1
P
1 1 1
I

• Ensuring the software works DEV V V

/
W
P
/
P
P
R
E S O O
P
D /
R
S
correctly is critical P R T A E
I D S L R
C M M
M A C
W
P
Q
A
Q A
M M
P P O A W
D F T R M
K
M
• Need delivery on schedule
• Need to measure and analyze CL 3
CL 2
3
2
3
2
3
2
3
2
3
2
3
2
3
2
3
3
2
2
3
2
3
2
3
2
3
2
3
2
3
2
3
3
2
2
3
2
3
2
the process CL 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1
P I
• Need to ensure process fidelity S A A / P P R P R
ACQ A S A V V W / P E S O O D / S
A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 20
© 2012 Carnegie Mellon University
Organization 3 CL 3 3 3 3 3 3 3 3 3 33 3 3 3 3 3 3 3
3 3 3
CL 2 2 2 2 2 2 2 2 2 22 2 2 2 2 2 2 2
2 2 2
CL 1 1 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1
1 1 1
Org 3 is primarily a services P I

organization
S S / P P R P R
SVC C I C S T W / P E S O O D / S
S A R O S S S C M M W Q Q A P P O A W K
D M P N D T M M A C P A M M D F T R M M

CL 3
CL 2
CL 1
P I
/ P P R P R
DEV V V W / P E S O O D / S
P R T A E C M M W Q Q A P P O A W K
I D S L R M A C P A M M D F T R M M

CL 3
CL 2
CL 1
P I
S A A / P P R P R
ACQ A S A V V W / P E S O O D / S
A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 21
© 2012 Carnegie Mellon University
Organization 3 CL 3 3 3 3 3 3 3 3 3 33 3 3 3 3 3 3 3
3 3 3
CL 2 2 2 2 2 2 2 2 2 22 2 2 2 2 2 2 2
2 2 2
CL 1 1 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1
1 1 1
Services include some P I

software maintenance
S S / P P R P R
SVC C I C S T W / P E S O O D / S
S A R O S S S C M M W Q Q A P P O A W K
• Need to meet the maintenance D M P N D T M M A C P A M M D F T R M M

SLAs
CL 3 3
• Need to provide quality CL 2 2 2 2 2 2 2 2 2
CL 1 1 1 1 1 1 1 1
1 1 1 1
maintenance P I
/ P P R P R
• Need to control changes DEV V V W / P E S O O D / S
P R T A E C M M W Q Q A P P O A W K
• Measure and analyze I D S L R M A C P A M M D F T R M M

• Ensure process fidelity

CL 3
CL 2
CL 1
P I
S A A / P P R P R
ACQ A S A V V W / P E S O O D / S
A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 22
© 2012 Carnegie Mellon University
Organization 3 CL 3 3 3 3 3 3 3 3 3 33 3 3 3 3 3 3 3
3 3 3
CL 2 2 2 2 2 2 2 2 2 22 2 2 2 2 2 2 2
2 2 2
CL 1 1 1 1 1 1 1 1 1 11 1 1 1 1 1 1 1
1 1 1
Occasionally provide P I

procurement support
S S / P P R P R
SVC C I C S T W / P E S O O D / S
S A R O S S S C M M W Q Q A P P O A W K
services under the SLA D M P N D T M M A C P A M M D F T R M M

• Develop and control 3

CL 3
requirements CL 2 2 2 2 2 2 2 2 2
CL 1 1 1 1 1 1 1 1
1 1 1 1
• Support the solicitation P I
/ P P R P R
• Provide verification and DEV V V W / P E S O O D / S
P R T A E C M M W Q Q A P P O A W K
validation support services I D S L R M A C P A M M D F T R M M

• Measurement and analysis

CL 3 3
• Ensure process fidelity CL 2 2 2 2 2 2 2
CL 1 1 1 1 1 1 1 1 1
P I
S A A / P P R P R
ACQ A S A V V W / P E S O O D / S
A R A T A E C M M W Q Q A P P O A W K
M D D M L R M A C P A M M D F T R M M

Multi-Constellation/Model
Alex Stall and Eileen Forrester 23
© 2012 Carnegie Mellon University
 Multiple Models
CL 1 Level 2 P-CMM
CL 2 STF Staffing
CL 3
CC Communication &
Coordination
SVC

REQM
SCON

RSKM
STSM

PPQA
WMC
CAM

SAM
OPD

DAR
SSD

OPF

IWM
WE Work Environment
IRP

WP
CM
MA
SD

OT
ST

PM Performance Management
CL 1 TD Training and Development
CL 2 CP Compensation
CL 3
Level 3 P-CMM
DEV

REQM

RSKM
PPQA
PMC

SAM
OPD

DAR
VER

OPF CA Competency Analysis

VAL

IPM
CM
MA
RD

OT
PP
TS
PI

WP Workforce Planning
CL 1 COMD Competency Development
CL 2 CARD Career Development
CL 3 CBP Competency-Based Practices
ACQ

WD Workgroup Development
REQM

RSKM
PPQA
SSAD

AVER
AVAL

PMC

SAM
OPD
ARD

DAR
OPF
ATM

IPM

PC Participatory Culture
CM
AM

MA

OT
PP

CL 1
CL 2
CL 3

CMM
RMM

People
COMM

COMD
COMP

CARD
RTSE
CTRL

RISK
MON
HRM

RRM
ADM

FRM

OPD

RRD

CBP
EXD

OPF
OTA

VAR

STF
IMC
KIM

WD
WE

WP
PM
CC
AM

MA

PM

CP
CA

PC
TM

TD
EC

SC
EF

ID

Multi-Constellation/Model
Alex Stall and Eileen Forrester 24
© 2012 Carnegie Mellon University
What’s the Summary?
CMMI-SVC has a PA that “summarizes” the engineering PAs in DEV,
for those occasions when more detailed practice information is needed.

CMMI-SVC and CMMI-DEV can be used and appraised together.

Development or engineering tasks can be treated as a service, and

managed with the practices in CMMI-SVC.

Advanced development may use all of the CMMI-DEV, and then add
CMMI-SVC for additional practices: SCON, SST, CAM.

Service and development organizations can add security, resilience,

and people management—and more—as needed.

The SEI is positioning to support multi model implementation.

Multi-Constellation/Model
Alex Stall and Eileen Forrester 25
© 2012 Carnegie Mellon University
Contact information
Alex Stall
[email protected]

Eileen Forrester
[email protected]

General
[email protected]

Multi-Constellation/Model
Alex Stall and Eileen Forrester 26
© 2012 Carnegie Mellon University
This work was created in the performance of Federal Government Contract Number
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THIS MATERIAL OF CARNEGIE MELLON UNIVERSITY AND ITS SOFTWARE
ENGINEERING INSTITUTE IS FURNISHED ON AN “AS-IS" BASIS. CARNEGIE
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Some Useful Links

CMMI for Services Model

http://www.sei.cmu.edu/cmmi/tools/svc/index.cfm
CMMI for Services and Security Whitepaper
http://www.sei.cmu.edu/cmmi/tools/svc/upload/Security-and-CMMI-
SVC.pdf
CMMI for Services Book
http://www.amazon.com/CMMI-Services-Guidelines-Superior-
Engineering/dp/0321711521/ref=sr_1_1?
ie=UTF8&qid=1304415568&sr=8-1

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CMMI-SVC Service PAs in Plain Language
Capacity and Availability Management (CAM):
making sure you have enough of the resources you need to deliver services and that they are
available when needed—at an appropriate cost
Incident Resolution and Prevention (IRP):
handling what goes wrong—and preventing it from going wrong ahead of time if you can
Service Continuity Management (SCON):
being ready to recover from a disaster and get back to delivering your service
Service Delivery (SD):
setting up agreements, taking care of service requests, and operating the service system
Service System Development (SSD):
making sure you have everything you need to deliver the service, including people, processes,
consumables, and equipment
Service System Transition (SST):
getting new systems in place, changing existing systems, and retiring obsolete systems, all while
making sure nothing goes terribly wrong with service
Strategic Service Management (STSM):
deciding what services you should be providing, making them standard, and letting people know
about them

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Core and Shared PAs in Plain Language – 1 of 3
Causal Analysis and Resolution (CAR):
getting to the sources of important outcomes and taking effective action to correct or repeat them
Configuration Management (CM)
controlling changes to your crucial work products
Decision Analysis and Resolution (DAR):
using a formal decision making process on the decisions that matter most in your business
Integrated Work Management (IWM):
making the most of your participants and defined processes, even when it’s complex
Measurement and Analysis (MA):
knowing what to count and measure to manage your service
Organizational Performance Management (OPM):
managing your improvements and innovations using a statistical understanding of your process
performance
Organizational Process Definition (OPD):
establishing standard processes and relaying them throughout your organization

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Core and Shared PAs in Plain Language – 2 of 3
Organizational Process Focus (OPF):
figuring out your current process strengths and weaknesses, planning what to do to improve, and
putting those improvements in place
Organizational Process Performance (OPP):
making sure you understand your process performance and how it affects service quality
Organizational Training (OT):
developing the skills and knowledge your people need to deliver superior service
Process and Product Quality Assurance (PPQA):
checking to see that you are actually doing things the way you say you will in your policies,
standards, and procedures
Quantitative Work Management (QWM):
managing service to quantitative process and performance objectives
Requirements Management (REQM):
keeping clear with your customers and other stakeholders about the service you provide, and
adjusting when you find inconsistency or mismatched expectations
Supplier Agreement Management (SAM):
getting what you need and what you expect from suppliers who affect your service

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Core and Shared PAs in Plain Language – 3 of 3
Risk Management (RSKM):
supporting the success of your service mission by anticipating problems and how you will handle
them—before they occur
Work Monitoring and Control (WMC):
making sure what’s supposed to be happening in your service work is happening and fixing what
isn’t going as planned
Work Planning (WP):
estimating costs, effort, and schedules; getting commitment to the work plan; and involving the right
people—all while watching your risks and making sure you’ve got the resources you think you need

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CMMI-DEV Engineering PAs in Plain Language
Product Integration (PI):
putting together all the product components so that the overall product has expected behaviors and
characteristics
Requirements Development (RD):
understanding what stakeholders think they need and documenting that understanding for the
people who will be designing solutions
Technical Solution (TS):
using effective engineering to build solutions that meet end user needs
Validation (VAL):
making sure that the solution actually meets the needs of users in the service environment
Verification (VER):
making sure that the solution you ended up with meets your agreement about the needs

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