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Table of Contents

Foreword: A Commercial Perspective xiForeword: A Government Perspective xvPreface xviiAcknowledgments xxv Part One: About CMMI for Acquisition 1 Chapter 1: Introduction 3About Capability Maturity Models 5Evolution of CMMI 7CMMI Framework Architecture 8CMMI for Acquisition 9 Chapter 2: Process Area Components 11Required, Expected, and Informative Components 11Components Associated with Part Two 13Supporting Informative Components 17Numbering Scheme 19Typographical Conventions 19 Chapter 3: Tying It All Together 23Understanding Levels 23Structures of the Continuous and Staged Representations 25Understanding Capability Levels 27Understanding Maturity Levels 30Process Areas 35Equivalent Staging 38 Chapter 4: Relationships among Process Areas 43Project Processes 44Organizational Processes 49Support Processes 50High Maturity Processes 52 Chapter 5: Using CMMI Models 55Adopting CMMI 55Your Process Improvement Program 56Selections That Influence Your Program 56CMMI Models 57Using CMMI Appraisals 58Appraisal Requirements for CMMI 58SCAMPI Appraisal Methods 59Appraisal Considerations 59CMMI-Related Training 61 Chapter 6: Using CMMI-ACQ in Government 63Critical Issues in Government Acquisition 63Acquisition Strategy: Planning for Success 70Agreements: They Are Not Just with Suppliers 75Acquisition Verification: The Challenges 77Interoperable Acquisition 81Transition to Operations: Delivering Value 84CMMI: The Heart of the U.S. Air Force's Systems Engineering Assessment Model 86Acquisition Improvement: Identifying and Removing Process Constraints 90 Chapter 7: Using CMMI-ACQ in Industry: General Motors Case Study 97Executive Summary 97Overview of General Motors 100Overview of GM Information Systems & Services (IS&S) 101IS&S Factory Structure 104System Delivery Factory: An Acquisition Organization 105Governance of the System Development Factory 107Aligning the GM System Delivery Process to CMMI-ACQ 108Realizing Value from the CMMI-ACQ at GM 113GM to CMMI-ACQ Practice Mapping 129Managing Process Deployment and Change 129Integrated Tools Enable High-Performance Acquisition 132Conducting Appraisals to Drive Change 133Aligning Supplier Relationships 134Future Actions 135Summary 136 Part Two: Generic Goals and Generic Practices, and the Process Areas 137 Generic Goals and Generic Practices 139Agreement Management 165Acquisition Requirements Development 173Acquisition Technical Management 187Acquisition Validation 199Acquisition Verification 207Causal Analysis and Resolution 217Configuration Management 227Decision Analysis and Resolution 239Integrated Project Management 249Measurement and Analysis 267Organizational Innovation and Deployment 285Organizational Process Definition 301Organizational Process Focus 315Organizational Process Performance 329Organizational Training 341Project Monitoring and Control 353Project Planning 367Process and Product Quality Assurance 397Quantitative Project Management 405Requirements Management 425Risk Management 433Solicitation and Supplier Agreement Development 451 Part Three: The Appendices and Glossary 469Appendix A: References 471Appendix B: Acronyms 475Appendix C: Project Participants 479Appendix D: Glossary 485 Book Contributors 511 Index 519

About the Author

Brian P. Gallagher is director of ISR Mission Systems Engineering within the ISR Systems Division, Mission Systems Sector, Northrop Grumman, and was formerly director of the SEI Acquisition Program. Mike Phillips is program manager for CMMI at the SEI. In that position he leads the CMMI Product Suite evolution for the SEI. He has authored technical reports, technical notes, and various articles and has a regular column in news@SEI, the SEI's newsletter. Dr. Karen J. Richter is a research analyst and senior project leader at the Institute for Defense Analyses (IDA), a research and development "think tank" for the Department of Defense. She was a member of the development teams for the CMMI SE/SW/IPPD and CMMI-DEV models and co-chair of the development team for CMMI-ACQ. She has served on the CMMI Configuration Control Board and the CMMI Steering Group. Sandy Shrum is a senior writer/editor at the Software Engineering Institute. She has been with the SEI since 1995 and has been a member of the CMMI Development Team since the CMMI project's inception in 1998.

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