Some of the terms used in CMMI models have meanings attached to them that differ from their everyday use. These terms are not included in the glossary, we have explained their use in CMMI models in this chapter. [FM114.HDA102.T101]
Adequate, Appropriate, As Needed
These words are used so that you can interpret goals and practices in light of your organization¡¦s business objectives. When using any CMMI model, you must interpret the practices so that they work for your organization. These terms are used in goals and practices where certain activities may not be done all of the time. [FM114.HDA102.HDB101.T101]
When using a CMMI model, you will encounter goals and practices that include the phrase ¡§establish and maintain.¡¨ This phrase connotes a meaning beyond the component terms; it includes documentation and usage. For example, ¡§Establish and maintain an organizational policy for planning and performing the organizational process focus process¡¨ means that not only must a policy be formulated, but it also must be documented and it must be used throughout the organization. [FM114.HDA102.HDB102.T101]
A ¡§customer¡¨ is the party (individual, project, or organization) responsible for accepting the product or for authorizing payment. The customer is external to the project, but not necessarily external to the organization. The customer may be a higher level project. Customers are a subset of stakeholders. [FM114.HDA102.HDB103.T101]
A ¡§stakeholder¡¨ is a group or individual that is affected by or in some way accountable for the outcome of an undertaking. Stakeholders may include project members, suppliers, customers, end users, and others. [FM114.HDA102.HDB104.T101]
The term ¡§relevant stakeholder¡¨ is used to designate a stakeholder that is identified for involvement in specified activities and is included in an appropriate plan. (See the Plan Stakeholder Involvement specific practice in the Project Planning process area and the Identify and Involve Relevant Stakeholders generic practice.) [FM114.HDA102.HDB105.T101]
Within the scope of CMMI models, the word ¡§manager¡¨ refers to a person who provides technical and administrative direction and control to those performing tasks or activities within the manager¡¦s area of responsibility. The traditional functions of a manager include planning, organizing, directing, and controlling work within an area of responsibility. [FM114.HDA102.HDB106.T101]
In the CMMI Product Suite, a ¡§project manager¡¨ is the person responsible for planning, directing, controlling, structuring, and motivating the project. The project manager is responsible for satisfying the customer. [FM114.HDA102.HDB107.T101]
The term ¡§senior manager,¡¨ when used in a CMMI model, refers to a management role at a high enough level in an organization that the primary focus of the person filling the role is the long-term vitality of the organization, rather than short-term project and contractual concerns and pressures. A senior manager has authority to direct the allocation or reallocation of resources in support of organizational process-improvement effectiveness. [FM114.HDA102.HDB108.T101]
A senior manager can be any manager who satisfies this description, including the head of the organization. Synonyms for ¡§senior manager¡¨ include ¡§executive¡¨ and ¡§top-level manager.¡¨ However, these synonyms are not used in CMMI models to ensure consistency and usability. [FM114.HDA102.HDB108.T102]
In the CMMI Product Suite, a ¡§shared vision¡¨ is a common understanding of guiding principles including mission, objectives, expected behavior, values, and final outcomes, which are developed and used by a group, such as an organization, project, or team. Creating a shared vision requires that all people in the group have an opportunity to speak and be heard about what really matters to them. [FM114.HDA102.HDB109.T101]
An organization is typically an administrative structure in which people collectively manage one or more projects as a whole, and whose projects share a senior manager and operate under the same policies. However, the word ¡§organization¡¨ as used throughout CMMI models can apply to one person who performs a function in a small organization that might be performed by a group of people in a large organization. See the definition of ¡§organizational unit¡¨ in Appendix C, the glossary. [FM114.HDA102.HDB110.T101]
When CMMI models refer to an ¡§enterprise,¡¨ they illustrate the larger entity not always reached by the word ¡§organization.¡¨ Companies may consist of many organizations in many different locations with different customers. The word ¡§enterprise¡¨ refers to the full composition of companies. [FM114.HDA102.HDB111.T101]
The word ¡§development,¡¨ when used in the CMMI Product Suite, implies not only development activities, but also maintenance activities. Projects that benefit from the best practices of CMMI can focus on maintenance, development, or both. [FM114.HDA102.HDB112.T101]
The word ¡§discipline,¡¨ when used in the CMMI Product Suite, refers to the bodies of knowledge available to you when selecting a CMMI model (e.g., systems engineering). The CMMI Product Team envisions that other bodies of knowledge will be integrated into the CMMI Framework. [FM114.HDA102.HDB113.T101]
In CMMI models, a ¡§project¡¨ is a managed set of interrelated resources that delivers one or more products to a customer or end user. This set of resources has a definite beginning and end and typically operates according to a plan. Such a plan is frequently documented and specifies the product to be delivered or implemented, the resources and funds used, the work to be done, and a schedule for doing the work. A project can be composed of projects. [FM114.HDA102.HDB114.T101]
The word ¡§product¡¨ is used throughout the CMMI Product Suite to mean any tangible output or service that is a result of a process and that is intended for delivery to a customer or end user. A product is a work product that is delivered to the customer. [FM114.HDA102.HDB115.T101]
The term ¡§work product¡¨ is used throughout the CMMI Product Suite to mean any artifact produced by a process. These artifacts can include files, documents, parts of the product, services, processes, specifications, and invoices. Examples of processes to be considered as work products include a manufacturing process, a training process, and a disposal process for the product. A key distinction between a work product and a product component is that a work product need not be engineered or part of the end product. [FM114.HDA102.HDB116.T101]
In various places in CMMI models, you will see the phrase ¡§work products and services.¡¨ Even though the definition of work product includes services, this phrase is used to emphasize the inclusion of services in the discussion. [FM114.HDA102.HDB116.T102]
The term ¡§product component¡¨ is used as a relative term in CMMI models. In CMMI, product components are lower level components of the product; product components are integrated to ¡§build¡¨ the product. There may be multiple levels of product components. A product component is any work product that must be engineered (requirements defined and designs developed and implemented) to achieve the intended use of the product throughout its life. [FM114.HDA102.HDB117.T101]
Product components are parts of the product delivered to the customer and may serve in the manufacture or use of the product. A car engine and a piston are examples of product components of a car (the product). The manufacturing process to machine the piston, if delivered to the customer, is a product component. However, if the manufacturing process is used to machine the piston delivered to the customer, the manufacturing process is a work product, not a product component. The repair process used to remove the engine from the car for repair and the process used to train the mechanic to repair the engine are typically examples of product components because they are delivered to the customer. [FM114.HDA102.HDB117.T102]
In the CMMI Product Suite, an ¡§appraisal¡¨ is an examination of one or more processes by a trained team of professionals using an appraisal reference model as the basis for determining strengths and weaknesses. [FM114.HDA102.HDB118.T101]
In the CMMI Product Suite, an ¡§assessment¡¨ is an appraisal that an organization does to and for itself for the purposes of process improvement. The word ¡§assessment¡¨ is also used in the CMMI Product Suite in an everyday English sense (e.g., risk assessment). [FM114.HDA102.HDB119.T101]
Tailoring a process makes, alters, or adapts the process description for a particular end. For example, a project establishes its defined process by tailoring from the organization¡¦s set of standard processes to meet the objectives, constraints, and environment of the project. [FM114.HDA102.HDB120.T101]
¡§Tailoring guidelines¡¨ are used in CMMI models to enable organizations to implement standard processes appropriately in their projects. The organization¡¦s set of standard processes is described at a general level that may not be directly usable to perform a process. [FM114.HDA102.HDB120.T102]
Tailoring guidelines aid those who establish the defined processes for projects. Tailoring guidelines cover (1) selecting a standard process, (2) selecting an approved life-cycle model, and (3) tailoring the selected standard process and life-cycle model to fit project needs. Tailoring guidelines describe what can and cannot be modified and identify process components that are candidates for modification. [FM114.HDA102.HDB120.T103]
Although ¡§verification¡¨ and ¡§validation¡¨ at first seem quite similar in CMMI models, on closer inspection you can see that each addresses different issues. Verification confirms that work products properly reflect the requirements specified for them. In other words, verification ensures that ¡§you built it right.¡¨ [FM114.HDA102.HDB121.T101]
Validation confirms that the product, as provided, will fulfill its intended use. In other words, validation ensures that ¡§you built the right thing.¡¨ [FM114.HDA102.HDB122.T101]
A ¡§goal¡¨ is a required CMMI component that can be either a generic goal or a specific goal. When you see the word ¡§goal¡¨ in a CMMI model, it always refers to model components (for example, generic goal, specific goal). (In Chapter 2, see the definitions of ¡§specific goal¡¨ and ¡§generic goal¡¨ and descriptions of how these terms are used in the CMMI Product Suite.) [FM114.HDA102.HDB123.T101]
When used as a noun in the CMMI Product Suite, the term ¡§objective¡¨ replaces the word ¡§goal¡¨ as used in its common everyday sense, since the word ¡§goal¡¨ is reserved for use when referring to the CMMI model components called ¡§specific goals¡¨ and ¡§generic goals.¡¨ [FM114.HDA102.HDB124.T101]
Quality and Process-Performance Objectives
The phrase ¡§quality and process-performance objectives¡¨ covers objectives and requirements for product quality, service quality, and process performance. Process performance objectives include product quality; however, to emphasize the importance of product quality, the phrase ¡§quality and process-performance objectives¡¨ is used in the CMMI Product Suite rather than just ¡§process performance objectives.¡¨ [FM114.HDA102.HDB125.T101]
When you see the word ¡§standard¡¨ used as a noun in a CMMI model, it refers to the formal mandatory requirements developed and used to prescribe consistent approaches to development (for example, ISO standards, IEEE standards, organizational standards). Instead of using ¡§standard¡¨ in its common everyday sense, we chose another term that means the same thing (for example, typical, traditional, usual, customary). [FM114.HDA102.HDB126.T101]
The following terms were created for CMMI products or are critical to the understanding of CMMI products. [FM114.HDA103.T101]
The ¡§CMMI Product Suite¡¨ is the complete set of products developed around the CMMI concept. These products include the framework itself, models, appraisal methods, appraisal materials, and various types of training that are produced from the CMMI Framework. [FM114.HDA103.HDB101.T101]
The ¡§CMMI Framework¡¨ is the basic structure that organizes CMMI components, including common elements of the current CMMI models as well as rules and methods for generating models, their appraisal methods (including associated artifacts), and their training materials. The framework enables new disciplines to be added to CMMI so that the new disciplines will integrate with the existing ones. [FM114.HDA103.HDB102.T101]
Since the CMMI Framework can generate different models based on the needs of the organization using it, there are multiple CMMI models. Consequently, the phrase ¡§CMMI model¡¨ could be any one of many collections of information. The phrase ¡§CMMI models¡¨ refers to one, some, or the entire collection of possible models that can be generated from the CMMI Framework. [FM114.HDA103.HDB103.T101]
The term ¡§peer review¡¨ is used in the CMMI Product Suite instead of the term ¡§work product inspection.¡¨ Essentially, these terms mean the same thing. A peer review is the review of work products performed by peers during development of the work products to identify defects for removal. [FM114.HDA103.HDB104.T101]
Organization¡¦s Set of Standard Processes
An ¡§organization¡¦s set of standard processes¡¨ contains the definitions of the processes that guide all activities in an organization. These process descriptions cover the fundamental process elements (and their relationships to each other) that must be incorporated into the defined processes that are implemented in projects across the organization. A standard process enables consistent development and maintenance activities across the organization and is essential for long-term stability and improvement. [FM114.HDA103.HDB105.T101]
The organization¡¦s set of standard processes describes the fundamental process elements that will be part of the projects¡¦ defined processes. It also describes the relationships (for example, ordering and interfaces) between these process elements. [FM114.HDA103.HDB105.T102]
A ¡§process,¡¨ as used in the CMMI Product Suite, consists of activities that can be recognized as implementations of practices in a CMMI model. These activities can be mapped to one or more practices in CMMI process areas to allow a model to be useful for process improvement and process appraisal. (In Chapter 2, see the definition of ¡§process area¡¨ and a description of how this term is used in the CMMI Product Suite.) [FM114.HDA103.HDB106.T101]
A ¡§managed process¡¨ is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. [FM114.HDA103.HDB107.T101]
A ¡§defined process¡¨ is a managed process that is tailored from the organization¡¦s set of standard processes according to the organization¡¦s tailoring guidelines; has a maintained process description; and contributes work products, measures, and other process-improvement information to the organizational process assets. (In Chapters 2 and 4, see the descriptions of how ¡§defined process¡¨ is used in the CMMI Product Suite.) [FM114.HDA103.HDB108.T101]
A project¡¦s defined process provides a basis for planning, performing, and improving the project¡¦s tasks and activities. A project may have more than one defined process (for example, one for developing the product and another for testing the product). [FM114.HDA103.HDB108.T102]
¡§Organizational process assets¡¨ are artifacts that relate to describing, implementing, and improving processes (e.g., policies, measurements, process descriptions, and process implementation support tools). The term ¡§process assets¡¨ is used to indicate that these artifacts are developed or acquired to meet the business objectives of the organization, and they represent investments by the organization that are expected to provide current and future business value. [FM114.HDA103.HDB109.T101]
The organizational process assets that are described in CMMI models include the following: [FM114.HDA103.HDB109.T102]
¡P Organization¡¦s set of standard processes, including the process architectures and process elements
¡P Descriptions of life-cycle models approved for use
¡P Guidelines and criteria for tailoring the organization¡¦s set of standard processes
¡P Organization¡¦s measurement repository
¡P Organization¡¦s process asset library
In addition, some process areas mention two additional organizational process assets: the organization¡¦s process performance baselines and the organization¡¦s process performance models. [FM114.HDA103.HDB109.T103]
¡§Process architecture¡¨ describes the ordering, interfaces, interdependencies, and other relationships among the process elements in a standard process. Process architecture also describes the interfaces, interdependencies, and other relationships between process elements and external processes (for example, contract management). [FM114.HDA103.HDB110.T101]
A ¡§product life cycle¡¨ is the period of time, consisting of phases, that begins when a product is conceived and ends when the product is no longer available for use. Since an organization may be producing multiple products for multiple customers, one description of a product life cycle may not be adequate. Therefore, the organization may define a set of approved product life-cycle models. These models are typically found in published literature and are likely to be tailored for use in an organization. [FM114.HDA103.HDB111.T101]
A product life cycle could consist of the following phases: (1) concept/vision, (2) feasibility, (3) design/development, (4) production, and (5) phase out. [FM114.HDA103.HDB111.T102]
Organization¡¦s Measurement Repository
The ¡§organization¡¦s measurement repository¡¨ is a repository used to collect and make available measurement data on processes and work products, particularly as they relate to the organization¡¦s set of standard processes. This repository contains or references actual measurement data and related information needed to understand and analyze the measurement data. [FM114.HDA103.HDB112.T101]
Examples of process and work product data include estimated size of work products, effort estimates, and cost estimates; actual size of work products, actual effort expended, and actual costs; peer review efficiency and coverage statistics; and the number and severity of defects. [FM114.HDA103.HDB112.T102]
Organization¡¦s Process Asset Library
The ¡§organization¡¦s process asset library¡¨ is a library of information used to store and make available process assets that are potentially useful to those who are defining, implementing, and managing processes in the organization. This library contains process assets such as documents, document fragments, process implementation aids, and other artifacts. [FM114.HDA103.HDB113.T101]
Examples of process-related documentation include policies, defined processes, checklists, lessons-learned documents, templates, standards, procedures, plans, and training materials. This library is an important resource that can help reduce the effort in using processes. [FM114.HDA103.HDB113.T102]
A ¡§document¡¨ is a collection of data, regardless of the medium on which it is recorded, that generally has permanence and can be read by humans or machines. So, documents include both paper and electronic documents. [FM114.HDA103.HDB114.T101]