CMMI-DEV V1.3：提升产品与服务开发过程

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"CMMI 1.3英文版是针对开发组织的一套指导方针，旨在应用CMMI最佳实践来开发高质量的产品和服务，满足客户和最终用户的需求。CMMI-DEV V1.3模型基于CMMI V1.3架构和框架，包含了政府和行业中的开发最佳实践。该模型利用CMMI模型基础（CMF）作为所有CMMI模型和星座的通用组件，并结合了开发组织为适应产品和服务开发而对CMMI所做的调整。" CMMI（Capability Maturity Model Integration，能力成熟度模型集成）是一种用于改进组织过程性能的模型，特别适用于软件开发、系统工程、硬件生产和项目管理等领域。CMMI 1.3版本是这个模型的一个重要里程碑，它提供了一套全面的框架，帮助组织提升其开发过程的能力和效率。 CMMI-DEV（Development，开发）模型关注的是如何在开发环境中实施最佳实践，以确保产品的质量和满足客户需求。模型中的最佳实践涵盖了从需求管理到质量保证，再到项目管理等多个关键领域。这些实践包括但不限于： 1. 需求开发：确保明确、完整且可测量的需求，以便为项目的成功奠定基础。 2. 设计技术：采用系统化的方法进行设计，以实现需求并确保可维护性和可扩展性。 3. 供应商协议管理：有效地管理和监控与供应商的关系，确保他们提供的产品或服务符合组织的要求。 4. 过程和产品质量保证：建立和执行质量标准，通过审计和评审来确保过程和产品的合规性。 5. 风险管理：识别、评估和应对可能影响项目成功的潜在风险。 6. 决策分析和解决：采用数据驱动的方法进行决策，确保解决方案的有效性和适宜性。 7. 项目计划和执行：制定详细的项目计划，跟踪执行情况，并进行必要的调整以保持进度和预算的控制。 CMMI-DEV V1.3模型采用了一种连续改进的观念，组织可以根据自身成熟度从一个级别逐步升级到更高级别，如初始级、已管理级、已定义级、定量管理级和优化级。每个级别都代表了一个更高的过程能力和性能水平。通过实施CMMI-DEV模型，开发组织能够提高生产力，减少缺陷，缩短交付时间，增强客户满意度，并建立起一套可持续改进的文化。这不仅有助于提升组织在市场上的竞争力，还能降低项目失败的风险，从而实现更好的业务成果。 CMMI 1.3英文版是开发组织改进流程、提升产品服务质量的重要工具，它通过整合最佳实践，帮助组织建立成熟的过程体系，以适应不断变化的市场需求和技术挑战。

CMMI for Development, Version 1.3

Introduction

About Process Improvement

In its research to help organizations to develop and maintain quality

products and services, the Software Engineering Institute (SEI) has found

several dimensions that an organization can focus on to improve its

business. Figure 1.1 illustrates the three critical dimensions that

organizations typically focus on: people, procedures and methods, and

tools and equipment.

Procedures and methods

defining the relationship of

tasks

Tools and

equipment

People

with skills,

training, and

motivation

PROCESS

Figure 1.1: The Three Critical Dimensions

What holds everything together? It is the processes used in your

organization. Processes allow you to align the way you do business. They

allow you to address scalability and provide a way to incorporate knowledge

of how to do things better. Processes allow you to leverage your resources

and to examine business trends.

This is not to say that people and technology are not important. We are

living in a world where technology is changing at an incredible speed.

Similarly, people typically work for many companies throughout their

careers. We live in a dynamic world. A focus on process provides the

infrastructure and stability necessary to deal with an ever-changing world

and to maximize the productivity of people and the use of technology to be

competitive.

Manufacturing has long recognized the importance of process effectiveness

and efficiency. Today, many organizations in manufacturing and service

industries recognize the importance of quality processes. Process helps an

organization’s workforce to meet business objectives by helping them to

work smarter, not harder, and with improved consistency. Effective

processes also provide a vehicle for introducing and using new technology

in a way that best meets the business objectives of the organization.

CMMI for Development, Version 1.3

Introduction

About Capability Maturity Models

A Capability Maturity Model

(CMM

), including CMMI, is a simplified

representation of the world. CMMs contain the essential elements of

effective processes. These elements are based on the concepts developed

by Crosby, Deming, Juran, and Humphrey.

In the 1930s, Walter Shewhart began work in process improvement with his

principles of statistical quality control [Shewhart 1931]. These principles

were refined by W. Edwards Deming [Deming 1986], Phillip Crosby [Crosby

1979], and Joseph Juran [Juran 1988]. Watts Humphrey, Ron Radice, and

others extended these principles further and began applying them to

software in their work at IBM (International Business Machines) and the SEI

[Humphrey 1989]. Humphrey’s book, Managing the Software Process,

provides a description of the basic principles and concepts on which many

of the Capability Maturity Models

(CMMs

) are based.

The SEI has taken the process management premise, “the quality of a

system or product is highly influenced by the quality of the process used to

develop and maintain it,” and defined CMMs that embody this premise. The

belief in this premise is seen worldwide in quality movements, as evidenced

by the International Organization for Standardization/International

Electrotechnical Commission (ISO/IEC) body of standards.

CMMs focus on improving processes in an organization. They contain the

essential elements of effective processes for one or more disciplines and

describe an evolutionary improvement path from ad hoc, immature

processes to disciplined, mature processes with improved quality and

effectiveness.

Like other CMMs, CMMI models provide guidance to use when developing

processes. CMMI models are not processes or process descriptions. The

actual processes used in an organization depend on many factors,

including application domains and organization structure and size. In

particular, the process areas of a CMMI model typically do not map one to

one with the processes used in your organization.

The SEI created the first CMM designed for software organizations and

published it in a book, The Capability Maturity Model: Guidelines for

Improving the Software Process [SEI 1995].

Today, CMMI is an application of the principles introduced almost a century

ago to this never-ending cycle of process improvement. The value of this

process improvement approach has been confirmed over time.

Organizations have experienced increased productivity and quality,

improved cycle time, and more accurate and predictable schedules and

budgets [Gibson 2006].

Evolution of CMMI

The CMM Integration

project was formed to sort out the problem of using

multiple CMMs. The combination of selected models into a single

CMMI for Development, Version 1.3

Introduction

These three source models were selected because of their successful

adoption or promising approach to improving processes in an organization.

The first CMMI model (V1.02) was designed for use by development

organizations in their pursuit of enterprise-wide process improvement. It

was released in 2000. Two years later version 1.1 was released and four

years after that, version 1.2 was released.

By the time that version 1.2 was released, two other CMMI models were

being planned. Because of this planned expansion, the name of the first

CMMI model had to change to become CMMI for Development and the

concept of constellations was created.

The CMMI for Acquisition model was released in 2007. Since it built on the

CMMI for Development Version 1.2 model, it also was named Version 1.2.

Two years later the CMMI for Services model was released. It built on the

other two models and also was named Version 1.2.

In 2008 plans were drawn to begin developing Version 1.3, which would

ensure consistency among all three models and improve high maturity

material in all of the models. Version 1.3 of CMMI for Acquisition [Gallagher

2011, SEI 2010b], CMMI for Development [Chrissis 2011], and CMMI for

Services [Forrester 2011, SEI 2010a] were released in November 2010.

CMMI Framework

The CMMI Framework provides the structure needed to produce CMMI

models, training, and appraisal components. To allow the use of multiple

models within the CMMI Framework, model components are classified as

either common to all CMMI models or applicable to a specific model. The

common material is called the “CMMI Model Foundation” or “CMF.”

The components of the CMF are part of every model generated from the

CMMI Framework. Those components are combined with material

applicable to an area of interest (e.g., acquisition, development, services) to

produce a model.

A “constellation” is defined as a collection of CMMI components that are

used to construct models, training materials, and appraisal related

documents for an area of interest (e.g., acquisition, development, services).

The Development constellation’s model is called “CMMI for Development”

or “CMMI-DEV.”

CMMI for Development

CMMI for Development is a reference model that covers activities for

developing both products and services. Organizations from many

industries, including aerospace, banking, computer hardware, software,

defense, automobile manufacturing, and telecommunications, use CMMI for

Development.

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