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CMMI for development : implementation guide /
This practical book offers best practices to be followed for CMMi implementation. It allows the reader to discover and avoid the mistakes that are commonly made while implementing the CMMi practices in their work areas. You'll experience how easy, yet concise the CMMi practice description is an...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
[United States] :
Apress,
2017.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- At a Glance; Contents; About the Authors; Acknowledgments; Chapter 1: CMMI Overview; 1.1 What Is CMMI?; 1.1.1 A CMMI Overview; 1.1.2 Business Objectives in CMMI; 1.2 The Evolution of CMMI; 1.2.1 Why Use CMMI?; 1.2.1.1 CMMI Is Used for Process Improvement; 1.2.1.2 CMMI Is Used for Appraisals; 1.3 Where CMMI Can Be Used?; 1.4 Who Can Use CMMI?; 1.4.1 CMMI Is Adopted Worldwide; 1.5 About CMMI Institute; 1.5.1 The CMMI Institute Partner Network; 1.6 Summary; Chapter 2: CMMI Design; 2.1 CMMI Levels; 2.1.1 Capability Levels; 2.1.1.1 Capability Level 0: Incomplete.
- 2.1.1.2 Capability Level 1: Performed2.1.1.3 Capability Level 2: Managed; 2.1.1.4 Capability Level 3: Defined; 2.1.2 Maturity Levels; 2.1.2.1 Maturity Level 1: Initial; 2.1.2.2 Maturity Level 2: Managed; 2.1.2.3 Maturity Level 3: Defined; 2.1.2.4 Maturity Level 4: Quantitatively Managed; 2.1.2.5 Maturity Level 5: Optimizing; 2.1.3 An Approach for Process Improvement; 2.1.3.1 What Is a Specific Goal?; 2.1.3.2 What Is a Specific Practice?; 2.1.3.3 What Is a Generic Goal?; 2.1.3.4 What Is a Generic Practice?; 2.2 Process Areas; 2.3 Mapping Process Areas; 2.3.1 Project Planning.
- 2.3.2 Integrated Project Management2.3.3 Project Monitoring and Control; 2.3.4 Requirements Management; 2.3.5 Risk Management; 2.3.6 Supplier Agreement Management; 2.3.7 Satisfy Supplier Agreements; 2.3.8 Ensure a Transition of Products; 2.3.9 Quantitative Project Management (QPM); 2.3.10 Engineering Process Areas; 2.3.10.1 Requirements Development; 2.3.10.2 Developing the Customer Requirements; 2.3.10.3 Transform the Stakeholder Needs into Customer Requirements; 2.3.10.4 Develop the Product Requirements; 2.3.10.5 Allocate the Product Component Requirements.
- 2.3.10.6 Identify the Interface Requirements2.3.10.7 Analyze and Validate Requirements; 2.3.10.8 Establish Operational Concepts and Scenarios; 2.3.10.9 Analyze the Requirements; 2.3.10.10 Validate the Requirements; 2.3.10.11 Technical Solution; 2.3.10.12 Perform Make, Buy, or Reuse Analyses; 2.3.10.13 Develop Product Support Documentation; 2.3.10.14 Product Integration; 2.3.10.15 Validation; 2.3.10.16 Verification (VER); 2.3.11 Organizational Process Areas; 2.3.11.1 Organizational Performance Management (OPM); 2.3.11.2 Organizational Process Definition; 2.3.11.3 Organizational Process Focus.
- 2.3.11.4 Organizational Process Performance (OPP)2.3.11.5 Establish Process Performance Models; 2.3.11.6 Organizational Training; 2.3.11.7 Establish a Training Capability; 2.3.12 Support Process Areas; 2.3.12.1 Causal Analysis and Resolution; 2.3.12.2 Configuration Management; 2.3.12.3 Create a Configuration-Management System; 2.3.12.4 Decision Analysis and Resolution; 2.3.12.5 Establish Evaluation Criteria; 2.3.12.6 Measurement and Analysis; 2.3.12.7 Process and Product Quality Assurance (PPQA); 2.4 Summary; Chapter 3: Planning CMMI Implementation; 3.1 Initiating CMMI Implementation.