In CMMI V2.0, at the practice area (PA) level, there are some important points that are related to focus in that PA and key changes/additions as compared to V1.3.
A 30,000 feet overview of the key changes/additions is as given below followed by the PA-wise details of the focus and key changes/additions.
CAUSAL ANALYSIS AND RESOLUTION (CAR)
- Recast from CAR in V1.3 with enhanced scope
- Focus - Ensure bad things never happen again and good things happen again and again
- Key changes/additions:
- Identify causes underlying best practices and not just problems
- Assess quantitatively the benefits versus cost of applying actions identified for addressing a cause in case of a local instance at a broader scale and scope
- Recast from CM in V1.3 with virtually no changes/additions
- Focus - Manage integrity of work products through change control and audits
- Key changes/additions:
- Not much change fundamentally
DECISION ANALYSIS AND RESOLUTION (DAR)
- Recast from DAR in V1.3 with major changes/additions
- Focus - Take high impact decisions in an objective manner
- Key changes/additions:
- Use approval matrix (comes from PCMM)
- New practice area in V2.0
- Recast from the relevant specific practices in PP in V1.3 and promoted one level up from being a practice to a separate practice area in V2.0 with minor changes/additions
- Focus - Estimate size, effort, schedule, cost for developing, delivering or procuring the product or service
- Key changes/additions:
- Use size explicitly to derive effort estimates
- Use a formal method explicitly for estimation
- Use historical data explicitly for estimation
- New practice area in V2.0
- Recast from GP 2.1 and GP2.10 in V1.3 with major changes/additions
- Focus - Provide mechanism for senior management to sponsor and govern process and improvement activities in the organization
- Key changes/additions:
- Emphasis is on senior management commitment not only on paper but on ground too (like providing direction, resources, staffing, oversight)
- Use of quantitative analysis for objective decision making by senior management
- New practice area in V2.0
- Recast from GP 2.2-2.10 and GP3.1 in V1.3 with minor changes/additions
- Focus - Emphasizes on consistent usage and continuous improvement in the processes used in the organization
- Key changes/additions:
- Requires explicit use of organizational processes for performing work
- Ensure agreed processes are assessed not only for adherence but also for effectiveness
- New practice area in V2.0
- Recast from an amalgamation of MA and OPP with infusion of QPM practices in V1.3 with major changes/additions
- Focus - Achieve business objective by managing performance using data
- Key changes/additions:
- Take care of data quality (comes from DMM)
- Analyze/mine performance data systematically to proactively identify areas requiring performance improvement
- Recast from PMC with infusion of IPM practices in V1.3 with major changes/additions
- Focus - Increase the probability of meeting objectives by detecting early warning signals and addressing them proactively
- Key changes/additions:
- Focus on task completion as a key practice (which makes sense since any project at the end is a series of tasks)
- Monitor the transition of products/services to operations and support (comes from CMMI for Services)
- Manage critical dependencies (merges this IPM practice in V1.3 into MC in V2.0)
- Monitor work environment issues (merges this IPM practice in V1.3 into MC in V2.0)
- Recast from OT in V1.3 with virtually no changes/additions
- Focus - Develop the skills and knowledge of personnel for performing their assigned roles effectively and efficiently
- Key changes/additions:
- Not much change fundamentally
- New practice area in V2.0
- Recast from the relevant specific practices in VER in V1.3 and promoted one level up from being a practice to a separate practice area in V2.0 with minor changes/additions
- Focus - Identify and address issues in work-products through reviews by technical reviews or subject matter experts
- Key changes/additions:
- Peer review can be used across the board for any work-product
- Recast from PP with infusion of IPM and QPM practices in V1.3 with major changes/additions
- Focus - Develop plan to elaborate upon what is needed to accomplish the work within the standards and constraints of the organization
- Key changes/additions:
- Focus on identification and assignment of tasks
- Plan is seen as the approach for accomplishing work (PMP always contained the process approach in addition to references to various sub-plans)
- Plan the transition of products/services to operations and support (comes from CMMI for Services)
- Brings into fold IPM practices in V1.3 related to tailoring, use of organizational process assets and measurement repository, critical dependencies and work environment
- Brings into fold QPM practices in V1.3 related to process composition
- Recast from OPD in V1.3 with minor changes/additions
- Focus - Develop and maintain the organizational process assets that are needed to perform the work
- Key changes/additions:
- Talks about not only developing but buying or reusing process assets just like what can be done for technical assets
- Recast from OPF and OPM in V1.3 with minor changes/additions
- Focus - Continuous improvement of processes and process infrastructure for better performance and for accomplishing business objectives
- Key changes/additions:
- Take care of process issues also in addition to improvement opportunities
- Set performance improvement objectives, they should be traceable to business objectives
- Identify and improve processes that play a significant role in achieving business objectives
- Develop the support system to fix process problems and to improve processes
- Recast from PPQA in V1.3 with minor changes/additions
- Focus - Verify adherance to and enable improvement of processes and resulting work products
- Key changes/additions:
- Use quality assurance approach and plan based on historical quality data
- Recast from PI in V1.3 with virtually no change
- Focus - Integrate and deliver the solution that addresses requirements
- Key changes/additions:
- Not much change fundamentally
- Recast from REQM and RD in V1.3 with minor changes/additions
- Focus - Elicit requirements from customers, ensure common understanding by stakeholders and align requirements, plans, and work products
- Key changes/additions:
- Emphasis on requirements prioritization - mention of prioritized customer requirements and not just customer requirements
- Explicit need for obtaining commitment from project participants for the implementation of the requirements
- Recast from RSKM in V1.3 with enhanced scope
- Focus - Manage potential risks or opportunities
- Key changes/additions:
- Manage opportunities in addition to risks (comes from ISO 9001:2015)
- Recast from SAM in V1.3 with minor changes/additions
- Focus - Ensure that the supplier performs in accordance with the agreement, manage supplier relationship
- Key changes/additions:
- Monitor and manage supplier invoices
- Use data to manage supplier performance (comes from CMMI-ACQ)
- Recast from TS in V1.3 with virtually no changes/additions
- Focus - Design and develop solutions, products and services that meet customer requirements
- Key changes/additions:
- Not much change fundamentally
- Recast from VER and VAL in V1.3 with virtually no changes/additions
- Focus - Verify that solutions, products and services meet their requirements and validate that they fulfill their intended use in their target environment
- Key changes/additions:
- Not much change fundamentally
