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* * * CMMI-DEV(c) v1.3 Required/Expected Components Search Results * * *

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1180 records scanned. Unique Matches=107. Total Matches=107.

(Please note: All results should be verified against the actual CMMI, which is available free from the SEI)

SUMMARY: All Results...

    OPP:ORGANIZATIONAL PROCESS PERFORMANCE
    OPP:The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of selected processes in the organization’s set of standard processes in support of achieving quality and process performance objectives, and to provide process performance data, baselines, and models to quantitatively manage the organization’s projects.
    OPP:SG 1, Baselines and models, which characterize the expected process performance of the organization's set of standard processes, are established and maintained.
    OPP:SP 1.1, Establish and maintain the organization’s quantitative objectives for quality and process performance, which are traceable to business objectives.
    OPP:SP 1.2, Select processes or subprocesses in the organization’s set of standard processes to be included in the organization’s process performance analyses and maintain traceability to business objectives.
    OPP:SP 1.3, Establish and maintain definitions of measures to be included in the organization's process-performance analysis.
    OPP:SP 1.4, Analyze the performance of the selected processes, and establish and maintain the process performance baselines.
    OPP:SP 1.5, Establish and maintain process-performance models for the organization's set of standard processes.
    OPP:GG 1, The specific goals of the process area are supported by the process by transforming identifiable input work products into identifiable output work products.
    OPP:GP 1.1, Perform the specific practices of the process area to develop work products and provide services to achieve the specific goals of the process area.
    OPP:GG 2, The process is institutionalized as a managed process.
    OPP:GP 2.1, Establish and maintain an organizational policy for planning and performing the process.
    OPP:GP 2.2, Establish and maintain the plan for performing the process.
    OPP:GP 2.3, Provide adequate resources for performing the process, developing the work products, and providing the services of the process.
    OPP:GP 2.4, Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process.
    OPP:GP 2.5, Train the people performing or supporting the process as needed.
    OPP:GP 2.6, Place selected work products of the process under appropriate levels of control.
    OPP:GP 2.7, Identify and involve the relevant stakeholders of the process as planned.
    OPP:GP 2.8, Monitor and control the process against the plan for performing the process and take appropriate corrective action.
    OPP:GP 2.9, Objectively evaluate adherence of the process and selected work products against the process description, standards, and procedures, and address noncompliance.
    OPP:GP 2.10, Review the activities, status, and results of the process with higher level management and resolve issues.
    OPP:GG 3, The process is institutionalized as a defined process.
    OPP:GP 3.1, Establish and maintain the description of a defined process.
    OPP:GP 3.2, Collect process related experiences derived from planning and performing the process to support the future use and improvement of the organization's processes and process assets.

    QPM:QUANTITATIVE PROJECT MANAGEMENT
    QPM:The purpose of Quantitative Project Management (QPM) is to quantitatively manage the project to achieve the project's established quality and process performance objectives.
    QPM:SG 1, Preparation for quantitative management is conducted.
    QPM:SP 1.1, Establish and maintain the project's quality and process-performance objectives.
    QPM:SP 1.2, Using statistical and other quantitative techniques, compose a defined process that enables the project to achieve its quality and process performance objectives.
    QPM:SP 1.3, Select subprocesses and attributes critical to evaluating performance and that help to achieve the project’s quality and process performance objectives.
    QPM:SP 1.4, Select measures and analytic techniques to be used in quantitative management.
    QPM:SG 2, The project is quantitatively managed.
    QPM:SP 2.1, Monitor the performance of the selected subprocesses using statistical and other quantitative techniques.
    QPM:SP 2.2, Manage the project using statistical and other quantitative techniques to determine whether or not the project’s objectives for quality and process performance will be satisfied
    QPM:SP 2.3, Perform root cause analysis of selected issues to address deficiencies in achieving the project’s quality and process performance objectives.
    QPM:GG 1, The specific goals of the process area are supported by the process by transforming identifiable input work products into identifiable output work products.
    QPM:GP 1.1, Perform the specific practices of the process area to develop work products and provide services to achieve the specific goals of the process area.
    QPM:GG 2, The process is institutionalized as a managed process.
    QPM:GP 2.1, Establish and maintain an organizational policy for planning and performing the process.
    QPM:GP 2.2, Establish and maintain the plan for performing the process.
    QPM:GP 2.3, Provide adequate resources for performing the process, developing the work products, and providing the services of the process.
    QPM:GP 2.4, Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process.
    QPM:GP 2.5, Train the people performing or supporting the process as needed.
    QPM:GP 2.6, Place selected work products of the process under appropriate levels of control.
    QPM:GP 2.7, Identify and involve the relevant stakeholders of the process as planned.
    QPM:GP 2.8, Monitor and control the process against the plan for performing the process and take appropriate corrective action.
    QPM:GP 2.9, Objectively evaluate adherence of the process and selected work products against the process description, standards, and procedures, and address noncompliance.
    QPM:GP 2.10, Review the activities, status, and results of the process with higher level management and resolve issues.
    QPM:GG 3, The process is institutionalized as a defined process.
    QPM:GP 3.1, Establish and maintain the description of a defined process.
    QPM:GP 3.2, Collect process related experiences derived from planning and performing the process to support the future use and improvement of the organization's processes and process assets.

    CAR:CAUSAL ANALYSIS AND RESOLUTION
    CAR:The purpose of Causal Analysis and Resolution (CAR) is to identify causes of selected outcomes and take action to improve performance.
    CAR:SG 1, Root causes of selected outcomes are systematically determined.
    CAR:SP 1.1, Select outcomes for analysis.
    CAR:SP 1.2, Perform causal analysis of selected outcomes and propose actions to address them.
    CAR:SG 2, Root causes of selected outcomes are systematically addressed.
    CAR:SP 2.1, Implement selected action proposals developed in causal analysis.
    CAR:SP 2.2, Evaluate the effect of implemented actions on process performance.
    CAR:SP 2.3, Record causal analysis and resolution data for use across projects and the organization.
    CAR:GG 1, The specific goals of the process area are supported by the process by transforming identifiable input work products into identifiable output work products.
    CAR:GP 1.1, Perform the specific practices of the process area to develop work products and provide services to achieve the specific goals of the process area.
    CAR:GG 2, The process is institutionalized as a managed process.
    CAR:GP 2.1, Establish and maintain an organizational policy for planning and performing the process.
    CAR:GP 2.2, Establish and maintain the plan for performing the process.
    CAR:GP 2.3, Provide adequate resources for performing the process, developing the work products, and providing the services of the process.
    CAR:GP 2.4, Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process.
    CAR:GP 2.5, Train the people performing or supporting the process as needed.
    CAR:GP 2.6, Place selected work products of the process under appropriate levels of control.
    CAR:GP 2.7, Identify and involve the relevant stakeholders of the process as planned.
    CAR:GP 2.8, Monitor and control the process against the plan for performing the process and take appropriate corrective action.
    CAR:GP 2.9, Objectively evaluate adherence of the process and selected work products against the process description, standards, and procedures, and address noncompliance.
    CAR:GP 2.10, Review the activities, status, and results of the process with higher level management and resolve issues.
    CAR:GG 3, The process is institutionalized as a defined process.
    CAR:GP 3.1, Establish and maintain the description of a defined process.
    CAR:GP 3.2, Collect process related experiences derived from planning and performing the process to support the future use and improvement of the organization's processes and process assets.

    OPM:ORGANIZATIONAL PERFORMANCE MANAGEMENT
    OPM:The purpose of Organizational Performance Management (OPM) is to proactively manage the organization's performance to meet its business objectives.
    OPM:SG 1, The organization’s business performance is managed using statistical and other quantitative techniques to understand process performance shortfalls, and to identify areas for process improvement.
    OPM:SP 1.1, Maintain business objectives based on an understanding of business strategies and actual performance results.
    OPM:SP 1.2, Analyze process performance data to determine the organization’s ability to meet identified business objectives.
    OPM:SP 1.3, Identify potential areas for improvement that could contribute to meeting business objectives.
    OPM:SG 2, Improvements are proactively identified, evaluated using statistical and other quantitative techniques, and selected for deployment based on their contribution to meeting quality and process performance objectives.
    OPM:SP 2.1, Elicit and categorize suggested improvements.
    OPM:SP 2.2, Analyze suggested improvements for their possible impact on achieving the organization’s quality and process performance objectives.
    OPM:SP 2.3, Validate selected improvements.
    OPM:SP 2.4, Select and implement improvements for deployment throughout the organization based on an evaluation of costs, benefits, and other factors.
    OPM:SG 3, Measurable improvements to the organization’s processes and technologies are deployed and evaluated using statistical and other quantitative techniques.
    OPM:SP 3.1, Establish and maintain plans for deploying selected improvements.
    OPM:SP 3.2, Manage the deployment of the selected improvements.
    OPM:SP 3.3, Evaluate the effects of deployed improvements on quality and process performance using statistical and other quantitative techniques.
    OPM:GG 1, The specific goals of the process area are supported by the process by transforming identifiable input work products into identifiable output work products.
    OPM:GP 1.1, Perform the specific practices of the process area to develop work products and provide services to achieve the specific goals of the process area.
    OPM:GG 2, The process is institutionalized as a managed process.
    OPM:GP 2.1, Establish and maintain an organizational policy for planning and performing the process.
    OPM:GP 2.2, Establish and maintain the plan for performing the process.
    OPM:GP 2.3, Provide adequate resources for performing the process, developing the work products, and providing the services of the process.
    OPM:GP 2.4, Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process.
    OPM:GP 2.5, Train the people performing or supporting the process as needed.
    OPM:GP 2.6, Place selected work products of the process under appropriate levels of control.
    OPM:GP 2.7, Identify and involve the relevant stakeholders of the process as planned.
    OPM:GP 2.8, Monitor and control the process against the plan for performing the process and take appropriate corrective action.
    OPM:GP 2.9, Objectively evaluate adherence of the process and selected work products against the process description, standards, and procedures, and address noncompliance.
    OPM:GP 2.10, Review the activities, status, and results of the process with higher level management and resolve issues.
    OPM:GG 3, The process is institutionalized as a defined process.
    OPM:GP 3.1, Establish and maintain the description of a defined process.
    OPM:GP 3.2, Collect process related experiences derived from planning and performing the process to support the future use and improvement of the organization's processes and process assets.
    Total matching records, this section: 107.

(Engine: CMMI-DEV v1.3; Engine Revision 3.03.018, Site: www.abridge-tech.com/cmmi07.html, Build: 18 11Nov21)

(c) CMM, CMMI, CMMI-DEV, CMMI-SVC and Capability Maturity Model are registered in the U.S. Patent Trademark Office by Carnegie Mellon University.

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* * * CMMI-DEV(c) v1.3 Required/Expected Components Search Results * * *

Seeking: { }across all records; replacing prior results.1180 records scanned. Unique Matches=107. Total Matches=107.

(Please note: All results should be verified against the actual CMMI, which is available free from the SEI)

Seeking: { }
across all records; replacing prior results.
1180 records scanned. Unique Matches=107. Total Matches=107.