CMMICMMI----ACQ V1.2 ACQ V1.2 Introductionebooks.lib.ntu.edu.tw/1_file/cmmi/18/CMMI-ACQ-1.pdf ·...
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CMMICMMICMMICMMI----ACQ V1.2 ACQ V1.2 ACQ V1.2 ACQ V1.2 Introduction Introduction Introduction Introduction
曾淑峰國立政治大學資訊管理系副教授經濟部工業局「提升資訊軟體品質(CMMI)計畫」共同主持人2006/10/13
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CMMI-ACQ Introduction
� About Acquisition
� The Scope of CMMI for Acquisition
� Evolution of CMMI for Acquisition
� About Capability Maturity Models
� Process Area Components
� Tying It All Together
� Using CMMI Models
� The Difference in SGs and SPs between
CMMI-DEV V1.2 and CMMI-ACQ V1.2 (Preliminary)
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Current Organizations
� increasingly becoming acquirers of technologysolutions by obtaining development and maintenance services from suppliers, and developing less and less technology solutions in-house.
� improve an organization’s operational efficiencies by leveraging a supplier’s capabilities to deliver quality solutions rapidly, at lower cost, with the most appropriate technology.
� Too often acquirers disengage from the project once the supplier is hired to develop the technology solution.
� Too late acquirers discover that the project is not on schedule, deadlines will not be met, technology selected is not viable, and the project has failed.
Introduction
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Acquisition Is Challenging
� Acquires must take overall accountability for solution
delivery
� Onus sit with suppliers and acquires
� Mismanagement
� Inability to articulate customer needs
� Poor requirements definition
� Insufficient technology selection procedures
� Uncontrolled requirements changes
=>Communication
Introduction
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Acquisition Challenges-1� Establish robust systems engineering practices within the
program office.
� Stabilize requirements well enough to adequately work with developers/suppliers.
� Estimate the time and effort required for the program to deliver a usable capability or system.
� Enforce schedule milestones and on-time delivery of acquisition products and services.
� Assess the technical risk involved in acquiring particular products from particular suppliers.
� Implement process control measures.
� Track short- and long-term costs in relation to a budget.
� Continuously identify and mitigate risks in a team environment with all relevant stakeholders.
[Source: Brian P. Gallagher and Sandy Shrum. Applying CMMI to Systems Acquisition, 2005.]
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Acquisition Challenges-2
[Source: Stephen Blanchette, Jr. and Kristi L. Keeler. Self Assessment and the CMMI-AM – A Guide for
Government Program Managers, 2005]
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Role of the PM
� The PMO (Program management Office)
Role
� Program management Role
� Oversight Role
� Process Integration Role
[Source: Tutorial Introduction to the CMMI Acquisition Module (CMMI-AM), 2005.]
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The PMO Role
� Direct responsibility
� Manage process within the PMO
� Identify, define and document process needs
� Communicate and train PMO staff
� Support, track, measure the PMO process
Role of the PM
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Program Management Role
� Manage Process to the project
� Interface 1 (PMO v.s contractor)� Project process requirements
� Project metrics
� Project communication needs
� Project risk mgt needs
� Interface 2 (contract execution)� Real-time monitoring of deliverables (Product)
� Keep communication channels clear & open
� Develop trust with contractor
Role of the PM
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Oversight Role
� At source selection
� Obtain process definition and commitments
� Plan process integration
� After contract award
� Process are used
� Evident process artifact
� Process integration is effective and monitored
� Periodic appraisal
� Subcontractor oversight
� Prime responsibility lies with prime contractor
� To ensure requirement flowdown
� To ensure integration of prime and subcontractor
Role of the PM
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Process Integration Role
� To ensure PMO and contractor processes
are compatible
� Any process in RFP
� Good communication regarding process
incompatible
� Integration needs
Role of the PM
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CMMI for Acquisition
� General Motors partnered with the SEI to create the initial draft CMMI for Acquisition described in this document.
� All process areas and practices are to be interpreted using an in-depth knowledge of the CMMI model (including the initial draft CMMI-ACQ) being used, organizational constraints, the business environment, and other circumstances involved.
� The scope or CMMI for acquisition covers acquisition of technical solutions.
Introduction
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CMMI-ACQ provides guidance
� Supplier sourcing
� Initiating and awarding supplier agreements
� Managing acquisition of P&S
through a set of standard metrics, acceptance
criteria and supplier deliverables.
Preface
[Major Source: Kathryn M. Dodson (EDS), Dr. Hubert F. Hofmann (General Motors), Gowri S. Ramani (Hewlett
Packard), Deborah K. Yedlin (General Motors);Edited by Dr. Matthew J. Fisher (Software Engineering Institute),
Keith Kost (Software Engineering Institute). Adapting CMMI for Acquisition Organizations: A Preliminary Report,
CMU/SEI-2006-SR-005, Improving processes for better products, June 2006.]
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CMMI-ACQ is based on…
CMMI Model Foundation (16 PAs)
� CMMI-AM
� SA-CMM
� Incorporates attempts by acquisition
organizations to adapt the CMMI for
Development (CMMI-DEV) constellation for
an acquisition organization.
Preface
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CMMI-ACQ Story
� CMMI is a collection of best practices that helps organizations improve their process.
� Following the success of CMMI models for development organizations, the need was identified for a CMMI model addressing the acquisition environments.� General Motors’ (GM) strategy: GM projects or programs
� develop requirements and design constraints
� oversee multiple suppliers that develop IT solutions
� deploy the resulting products and services into one or more of GM’s business units.
=> parallel acquisition processes
� GM sponsored the development of an initial draft CMMI for Acquisition (CMMI-ACQ) constellation� Based on CMMI 1.2 architecture and framework
� Accepted by both government and industry after piloting
� OSD (The office of the Secretary of Defense) has recognized the value
Preface
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CMMI-ACQ vs. CMMI-DEV
� CMMI-ACQ provides a comprehensive solution for
acquirers as they work with suppliers to develop and
maintain products and services.
� CMMI-DEV may be treated as a reference for
supplier executed activities for systems engineering,
software development, and hardware design work in
an acquisition initiative.
Preface
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Evolution of CMMI-1Introduction
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Evolution of CMMI-2CMMI-DEV
Introduction
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Three critical dimensionsIntroduction
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CMMI Process Areas in Software Development Life Cycle
[Source: Phillips, M. CMMI V1.1 Tutorial, E-SEPG, http://www.sei.cmu.edu/cmmi/presentations/euro-sepg-tutorial/, 2002.]
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Process Area ComponentsPA components
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Continuous RepresentationCMMI-DEV Tying it all together
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Staged RepresentationCMMI-DEV Tying it all together
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Capability Level (CL) and Maturity level (ML) CMMI-DEV Tying it all together
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Understanding Capability Levels
� A Capability level consists of a GG and its related GPs for a PA that can improve the organization’s processes associated with that PA.
=>Capability level profile
� The 6 CLs:� 0: Incomplete
� 1: Performed= satisfy all SPs
� 2: Managed CL2=CL1+GG2� 3: Defined CL3=CL2+GG3� 4: Quantitatively Managed CL4=CL3+GG4� 5: Optimizing CL5=CL4+GG5
Tying it all together
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Understanding Maturity Levels
� A maturity level consists of the SP and GP
associated with each predefined set of PAs
=>Maturity level rating
� The 5 MLs:
� 1:Intial
� 2:Managed = ML 2 PAs (GG 2)
� 3:Defined = ML 2 PAs (GG 3) + ML 3 PA (GG 3)
� 4:Quantitatively Managed = ML 2,3,4 PA (GG 3)
� 5:Optimizing = ML 2,3,4,5 PA (GG 3)
Tying it all together
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Generic Goals and Generic PracticesCMMI-DEV GG and GP
GG 1 ACHIEVE SPECIFIC GOALS. GP 1.1 PERFORM SPECIFIC PRACTICES.
GG 2 INSTITUTIONALIZE A MANAGED PROCESS. GP 2.1 ESTABLISH AN ORGANIZATIONAL POLICY.
GP 2.2 PLAN THE PROCESS.
GP 2.3 PROVIDE RESOURCES.
GP 2.4 ASSIGN RESPONSIBILITY.
GP 2.5 TRAIN PEOPLE.
GP 2.6 MANAGE CONFIGURATIONS.
GP 2.7 IDENTIFY AND INVOLVE RELEVANT STAKEHLODERS.
GP 2.8 MONITOR AND CONTROL THE PROCESS.
GP 2.9 OBJECTIVELY EVALUATE ADHERENCE.
GP 2.10 REVIEW STATUS WITH HIGHER LEVEL MANAGEMENT.
GG 3 INSTITUTIONALIZE A DEFINED PROCESS. GP 3.1 ESTABLISH A DEFINED PROCESS.
GP 3.2 COLLECT IMPROVEMENT INFORMATION.
GG 4 INSTITUTIONALIZE A QUANTITATIVELY MANAGED PROCESS. GP 4.1 ESTABLISH QUANTITATIVE OBJECTIVES FOR THE PROCESS.
GP 4.2 STABLIZE SUBPROCESS PREFORMANCE.
GG 5 INSTITUTIONALIZE AN OPTIMIZING PROCESS. GP 5.1 ENSURE CONTINUOUS PROCESS IMPROVEMENT.
GP 5.2 CORRECT ROOT CAUSES OF PROBLEMS.
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Process Areas in Two Representations
� How PAs used in two representations
CMMI-DEV Tying it all together
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Process Areas in CMMI-DEV
MA 度量與分析PPQA 流程和產品品
質保證CM 型態管理
PP 專案規劃PMC 專案監控SAM 供應商協議管
理
REQM 需求管理Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理
DAR 決策分析和解決方案
IPM + IPPD 整合性專案管理
RSKM 風險管理
RD 需求發展TS 技術解決方
案PI 產品整合VER 驗證VAL 確認
OPF 組織流程專注OPD + IPPD組織流程定義OT 組織訓練
Level 3Level 3Level 3Level 3DefinedDefinedDefinedDefined定義定義定義定義
QPM量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively
量化管理量化管理量化管理量化管理
CAR 原因分析和解決方案
OID 組織創新和推展
Level 5Level 5Level 5Level 5OptimizingOptimizingOptimizingOptimizing最佳化最佳化最佳化最佳化
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專案管理專案管理專案管理專案管理Project Project Project Project ManagementManagementManagementManagement
工程工程工程工程EngineeringEngineeringEngineeringEngineering
流程管理流程管理流程管理流程管理ProcessProcessProcessProcessManagementManagementManagementManagement
類別類別類別類別CategoryCategoryCategoryCategory成熟度成熟度成熟度成熟度Maturity LevelMaturity LevelMaturity LevelMaturity Level
藍色表示16個core PAs
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Equivalent Staging-Target ProfileCMMI-DEV Tying it all together
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Equivalent Staging-Maturity Levels CMMI-DEV Tying it all together
All PAs in ML2 achieve CL2 ↑↑↑↑ => ML2
All PAs in ML2,3 achieve CL3 ↑↑↑↑ => ML3
All PAs in ML2,3,4 achieve CL3↑↑↑↑ => ML4
All PAs in ML2,3,4,5 achieve CL3↑↑↑↑ => ML5
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Generic goals and generic practicesCMMI-DEV Tying it all together
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CMMI V1.1->CMMI-AM V1.1->CMMI-DEV V1.2->CMMI-ACQ V1.2
AM 籌獲管理SSAD 招標與供應商協議發展
ACQ-additional PAs
TOS 移轉運作與支援SCM 招標與合約監督AMAMAMAM----additional additional additional additional PAsPAsPAsPAs
MA 度量與分析PPQA 流程與產品品質保證
CM 建構管理
PP 專案規劃PMC 專案監控SAM 供應商協議管理
REQM REQM 需求管理需求管理Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理
DAR 決策分析與解決方案OEI 組織環境整合
IPM for IPPD 整合專案管理
RSKM 風險管理IT 整合性團隊ISM 整合性供應商管理
RD 需求發展TS 技術解決方案PI 產品整合VER 驗證VAL 確認
OPF 組織流程專注OPD 組織流程定義OT 組織訓練
Level 3Level 3Level 3Level 3DefinedDefinedDefinedDefined定義定義定義定義
QPMQPM量化專案管理量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively
量化管理量化管理量化管理量化管理
CAR 原因分析與解決方案OID 組織創新與推展Level 5Level 5Level 5Level 5OptimizingOptimizingOptimizingOptimizing最佳化最佳化最佳化最佳化
支援支援支援支援SupportSupportSupportSupport
專案管理專案管理專案管理專案管理Project Project Project Project ManagementManagementManagementManagement
工程工程工程工程EngineeringEngineeringEngineeringEngineering
流程管理流程管理流程管理流程管理ProcessProcessProcessProcessManagementManagementManagementManagement
類別類別類別類別CategoryCategoryCategoryCategory成熟度成熟度成熟度成熟度Maturity LevelMaturity LevelMaturity LevelMaturity Level
註1: 藍色表示CMMI-AM採用, AM-additional PAs 為CMMI-AM新增的PAs註2 :底線表示CMMI-ACQ並不採用,陰影陰影表示在CMMI-ACQ中改變其類別屬性, 註3 : ACQ-additional PAs 為CMMI for Acquisition 新增的PAs
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CMMI-AM V1.1 Process Areas
藍色斜體表新增
需求發展(Requirements Development; RD)
需求管理(Requirements Management; REQM)
確認(Verification; VER)
驗證(Validation; VAL)
Engineering
決策分析與解決方案(Decision Analysis and Resolution; DAR)度量與分析(Measurement and Analysis)
產品移轉與支援(Transition to Operations and Support; TOS)
專案管理(Project Planning; PP)
專案監控(Project Monitoring and Control; PMC)
需求規格書徵求與合約監控(Solicitation and Contract Monitoring; SCM)
整合專案管理(Integrated Project Management; IPM)
風險管理(Risk Management; RSKM)
supportProject
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CMMI-DEV V1.2
藍色:16個core PAs
MA 度量與分析PPQA 流程與產品品質保
證CM 建構管理
PP 專案規劃PMC 專案監控SAM 供應商協議管
理
REQM 需求管理Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理
DAR 決策分析與解決方案
IPM + IPPD 整合專案管理
RSKM 風險管理
RD 需求發展TS 技術解決方
案PI 產品整合VER 驗證VAL 確認
OPF 組織流程專注OPD + IPPD
組織流程定義OT 組織訓練
Level 3Level 3Level 3Level 3DefinedDefinedDefinedDefined定義定義定義定義
QPM量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively量化管理量化管理量化管理量化管理
CAR 原因分析與解決方案
OID 組織創新與推展Level 5Level 5Level 5Level 5OptimizingOptimizingOptimizingOptimizing最佳化最佳化最佳化最佳化
支援支援支援支援 ●●●●SupportSupportSupportSupport
專案管理專案管理專案管理專案管理 ◥◥◥◥Project Project Project Project
Management Management Management Management
工程工程工程工程 ▓▓▓▓EngineeringEngineeringEngineeringEngineering
流程管理流程管理流程管理流程管理 ★★★★Process ManagementProcess ManagementProcess ManagementProcess Management
類別類別類別類別Category Category Category Category 成熟度成熟度成熟度成熟度Maturity LevelMaturity LevelMaturity LevelMaturity Level
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CMMI-ACQ V1.2 (Preliminary)
MA 度量與分析PPQA 流程與產品品質
保證CM 建構管理
PP 專案規劃PMC 專案監控
REQM REQM 需求管理需求管理
AM 籌獲管理SSAD 招標與供應商
協議發展
Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理
DAR 決策分析與解決方案
IPM 整合專案管理RSKM 風險管理
ARD 籌獲需求發展ATS 籌獲技術解決
方案AVER 籌獲驗證AVAL 籌獲確認
OPF 組織流程專注OPD 組織流程定義OT 組織訓練
Level 3Level 3Level 3Level 3DefinedDefinedDefinedDefined定義定義定義定義
QPMQPM量化專案管理量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively量化管理量化管理量化管理量化管理
CAR 原因分析與解決方案
OID 組織創新與推展Level 5Level 5Level 5Level 5OptimizingOptimizingOptimizingOptimizing最佳化最佳化最佳化最佳化
支援支援支援支援 ●●●●SupportSupportSupportSupport
專案管理專案管理專案管理專案管理 ◥◥◥◥Project Management Project Management Project Management Project Management
購採購採購採購採 ▓▓▓▓AcquisitionAcquisitionAcquisitionAcquisition
流程管理流程管理流程管理流程管理 ★★★★Process ManagementProcess ManagementProcess ManagementProcess Management
類別類別類別類別Category Category Category Category 成熟度成熟度成熟度成熟度Maturity LevelMaturity LevelMaturity LevelMaturity Level
藍色:在CMMI v1.1的PAs/16個core PAs黑色:修改CMMI v1.1 工程類的 PAs紅色:新增的PAs
Those practices focus on activities of the acquirer, including supplier sourcing, developing and awarding contracts and managing acquisition of solutions.
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Overview of ML 2 PAsTying it all together
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Maturity Level 2 PAs-1
� SSAD define practices to
� prepare a solicitation package
� select a capable supplier
� establish the supplier management
� AM focus on maintaining the supplier agreement
including:
� dispute resolution
� Managing the relationship with supplier
� Payment
� Ongoing communications
Tying it all together
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Overview of ML 3 PAsTying it all together
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Maturity Level 4� Acquirers control variation in their results through
quantitative management.� Identify constraints that significantly impede overall business performance.
� Understand these constraints using statistical and quantitative techniques to make the appropriate process refinement.
� Acquirer use process performance models to predict how to best maximize the flow of work.
� Specific measures of process performance are collected and statistically analyzed.� Understand the relationships between different processes and subprocesses and their impact
� Supplier process performance is analyzed
� Performance models are used to set performance objectives for suppliers, and to help them to achieve these objectives.
� ML3 vs. ML4 : Predictability of process performance� ML3: Qualitatively predictable
� ML4: Quantitatively predictable
Tying it all together
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Maturity Level 5� Organization continually improves its process
� based on a quantitative understanding of the common causes of variation inherent in process.
� through incremental and innovative process and technological improvements
⇒enhance the acquirer’s and its supplier’s ability to meet acquirer’s quality and process-performance objectives.
� Quantitative process-improvement objectives are� established
� continually revised to reflect changing business objectives
� Used as criteria in managing process improvement
※ deployed process improvement are measured and evaluated
� Through coordination with supplier to achieves its quality and performance objectives� Not only focus on supplier capabilities differentiation
� but also being able to effectively evaluate and deploy proposed improvements
� ML 4 vs. ML5: the type of process variation� ML 4: addressing special causes of process variation and providing statistical
predictability of the results.
� ML 5: addressing common causes of process variation and changing the process to improve process performance and to achieve the established quantitative process-improvement objectives
Tying it all together
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Adopting CMMI� Gain senior management sponsorship
� Influence the organization to adopt CMMI
� Choose the best people to manage the process improvement effort
� Monitor the process improvement effort personally
� Be a visible advocate and spokesperson
� Ensure that adequate resource are available
� Establish a process group� Engineers
� Systems administrator
� Marketing…
� Begin with an improvement approach� IDEAL (Initiating, Diagnosing, Establishing, Acting, Learning)
Using CMMI Models
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Selections That Influence Your Program
� Select the part of the organization
� Organization unit size
� Property
� Select the model
� Constellation: DEV, ACQ, SRV
� Addition: IPPD
� Select a representation
� Continuous or staged
� Which appraisal method should be used ?
� Which projects should be appraised ?
� How should training for personnel be secured ?
� Which personnel should be trained ?
Using CMMI Models
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Using CMMI Appraisals
� Why appraisal ?
� To determine how well the organization’s
processes and identify improvement opportunities.
� To inform external customers and suppliers
� To meet the contract requirements
Using CMMI Models
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Appraisal Requirements for CMMI (ARC)-1
� Appraisals or organizations using a CMMI model
must conform to the requirements defined in ARC.
� ARC describes the requirements for several types
of appraisals : Class A,B ,C Appraisal.
� ARC helps improve consistency across appraisal
methods.
� ARC helps appraisal method developers,
sponsors and user understand the tradeoffs
associated with various methods.
Using CMMI Models
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Appraisal Requirements for CMMI (ARC)-2
� Requirement statements
� Responsibilities
� Appraisal Method Documentation
� Planning and Preparing for the Appraisal
� Appraisal Data Collection
� Data Consolidation and Validation
� Rating
� Reporting Results
[Source: SCAMPI Upgrade Team. Appraisal Requirements for CMMI®, Version 1.2 (ARC, V1.2), TECHNICAL REPORT, CMU/SEI-2006-TR-011, ESC-TR-2006-011, August 2006.]
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SCAMPI Appraisal Methods
� The generally accepted methods used for
conducting appraisals using CMMI models.
� Defines rules for ensuring the consistency of
appraisal rating
� SCAMPI family: Class A, B, C
� SCAMPI A,B or C is a Class A,B or C method and
complies with all, some, and few ARC
requirements.
Using CMMI Models
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SCAMPI’s Activities and Practices
[Source: SCAMPI A Upgrade Team. Standard CMMI® Appraisal Method forProcess Improvement (SCAMPISM) A, Version 1.2: Method Definition Document, CMU/SEI-2006-HB-002, August 2006.]
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Appraisal Considerations� Choices that affect a CMMI-based appraisal
� Appraisal scope: organization unit, PAs, ML/CL
� Appraisal method
� Appraisal team members
� Interviewed participants
� Appraisal outputs
� Appraisal constraints
� Documentation: must including � A description of the appraisal options
� Model scope
� Organizational scope
� Appraisal principles� Senior management sponsorship
� A focus on the organization’s business objectives
� Confidentiality for interviewees
� Use of a documented appraisal method
� Use of a process reference model (e.g., a CMMI model) as a base
� A collaborative team approach
� A focus on actions for process improvement
Using CMMI Models
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References� Kathryn M. Dodson (EDS), Dr. Hubert F. Hofmann (General Motors), Gowri S. Ramani
(Hewlett Packard), Deborah K. Yedlin (General Motors);Edited by Dr. Matthew J. Fisher (Software Engineering Institute), Keith Kost (Software Engineering Institute). Adapting CMMI for Acquisition Organizations: A Preliminary Report, CMU/SEI-2006-SR-005, Improving processes for better products, June 2006.
� Brian P. Gallagher and Sandy Shrum. Applying CMMI to Systems Acquisition, 2005.
� Tom Bernard(USAF ASC/EN), Brian Gallagher(SEI), Roger Bate(SEI),Hal Wilson, Northrop Grumman. CMMI Acquisition Module (CMMI-AM), Version 1.1,May 2005, TECHNICAL REPORT, CMU/SEI-2005-TR-011, ESC-TR-2005-011.
� Stephen Blanchette, Jr. and Kristi L. Keeler. Self Assessment and the CMMI-AM – A Guide for Government Program Managers, 2005.
� Tutorial Introduction to the CMMI Acquisition Module (CMMI-AM), 2005.
� CMMI Product Team. CMMI® for Development, Version 1.2, CMMI-DEV, V1.2, CMU/SEI-2006-TR-008, ESC-TR-2006-008, Improving processes for better products, August 2006.
� SCAMPI Upgrade Team. Appraisal Requirements for CMMI®, Version 1.2 (ARC, V1.2), TECHNICAL REPORT, CMU/SEI-2006-TR-011, ESC-TR-2006-011, August 2006.
� SCAMPI A Upgrade Team. Standard CMMI® Appraisal Method forProcess Improvement (SCAMPISM) A, Version 1.2: Method Definition Document, CMU/SEI-2006-HB-002, August 2006.
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Appendix
� The Difference in SGs and SPs between
CMMI-DEV and CMMI-ACQ (Preliminary)
CMMI-DEV SGs and SPs DMMI-ACQ SGs and SPs
New
not adopted by ACQ
moved to other PAs
modifed from CMMI-DEV
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CMMI Constellations
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Common, modified and additional PAs
MA 度量與分析PPQA 流程與產品品質
保證CM 建構管理
PP 專案規劃PMC 專案監控REQM REQM 需求管理需求管理
AM 籌獲管理SSAD 招標與供應商
協議發展
Level 2Level 2Level 2Level 2ManagedManagedManagedManaged管理管理管理管理
DAR 決策分析與解決方案
IPM 整合專案管理RSKM 風險管理
ARD 籌獲需求發展ATS 籌獲技術解決
方案AVER 籌獲驗證AVAL 籌獲確認
OPF 組織流程專注OPD 組織流程定義OT 組織訓練
Level 3Level 3Level 3Level 3DefinedDefinedDefinedDefined定義定義定義定義
QPM量化專案管理OPP 組織流程績效Level 4Level 4Level 4Level 4QuantitativelyQuantitativelyQuantitativelyQuantitatively量化管理量化管理量化管理量化管理
CAR 原因分析與解決方案
OID 組織創新與推展Level 5Level 5Level 5Level 5OptimizingOptimizingOptimizingOptimizing最佳化最佳化最佳化最佳化
支援支援支援支援 ●●●●SupportSupportSupportSupport
專案管理專案管理專案管理專案管理 ◥◥◥◥Project Management Project Management Project Management Project Management
購採購採購採購採 ▓▓▓▓AcquisitionAcquisitionAcquisitionAcquisition
流程管理流程管理流程管理流程管理 ★★★★Process ManagementProcess ManagementProcess ManagementProcess Management
類別類別類別類別Category Category Category Category 成熟度成熟度成熟度成熟度Maturity LevelMaturity LevelMaturity LevelMaturity Level
藍色:在CMMI v1.1的PAs/16個core PAs黑色:修改CMMI v1.1 工程類的 PAs紅色:新增的PAs
54
Differences in SGs and SPs-1Maturity Level 2 Acquisition
Acquisition Management
No Referenced PA
SG 1 Manage Supplier Agreements
SP 1.1 Manage Supplier Agreement
Communications
SP 1.2 Resolve Supplier Agreement
Issues and Disputes
SP 1.3 Revise Supplier Agreements
SP 1.4 Close Supplier Agreements
SG 2 Satisfy Supplier Agreements
SP 2.1 Accept The Acquired Product
SP 2.2 Transition Products
SP 2.3 Manage Payments To suppliers
55
Differences in SGs and SPs-2No Referenced PA
Solicitation and Supplier Agreement
Development
SG 1 Prepare For Solicitation and
Supplier Agreement Development
SP 1.1 Develop Acquisition Strateggy
SP 1.2 Identify Potential Supplier
SP 1.3 Develop Solicitation Package
SP 1.4 Review The Solicitaion Package
SP 1.5 Distribute The Solicitation
Package
SG 2 Select Suppler
SP 2.1 Evaluate Proposed Solutions
SP 2.2 Develop Negotiation Plan
SP 2.3 Finalize Supplier Selection
SG 3 Establish Supplier Agreement
SP 3.1 Establish Mutual Understanding Of
The Agreement
SP 3.2 Document Supplier Agreement
Maturity Level 2 Acquisition
56
Differences in SGs and SPs-3Project Planning Project Planning
SG 1 Establish Estimates SG 1 Establish Estimates
SP 1.1 Estimate the Scope of the Project SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work
Product and Task Attributes
SP 1.2 Establish Estimates of Work
Product and Task Attributes
SP 1.3 Define Project Life Cycle SP 1.3 Define Project Life Cycle
SP 1.4 Determine Estimates of Effort
and Cost
SP 1.4 Determine Estimates of Effort and
Cost
SG 2 Develop a Project Plan SG 2 Develop a Project Plan
SP 2.1 Establish the Budget and
Schedule
SP 2.1 Establish the Budget and
Schedule
SP 2.2 Identify Project Risks SP 2.2 Identify Project Risks
SP 2.3 Plan for Data Management SP 2.3 Plan for Data Management
SP 2.4 Plan for Project Resources SP 2.4 Plan for Project Resources
SP 2.5 Plan for Needed Knowledge and
Skills
SP 2.5 Plan for Needed Knowledge and
Skills
SP 2.6 Plan Stakeholder Involvement SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan SP 2.7 Establish the Project Plan
SP 2.8 Plan for Operations and Support
SG 3 Obtain Commitment to the Plan SG 3 Obtain Commitment to the Plan
SP 3.1 Review Plans That Affect the
Project
SP 3.1 Review Plans That Affect the
Project
SP 3.2 Reconcile Work and Resource
Levels
SP 3.2 Reconcile Work and Resource
Levels
SP 3.3 Obtain Plan Commitment SP 3.3 Obtain Plan Commitment
Maturity Level 2 Project Mgmt
57
Differences in SGs and SPs-4Project Monitoring and Control Project Monitoring and Control
SG 1 Monitor Project Against Plan SG 1 Monitor Project Against Plan
SP 1.1 Monitor Project Planning
Parameters
SP 1.1 Monitor Project Planning
Parameters
SP 1.2 Monitor Commitments SP 1.2 Monitor Commitments
SP 1.3 Monitor Project Risks SP 1.3 Monitor Project Risks
SP 1.4 Monitor Data Management SP 1.4 Monitor Data Management
SP 1.5 Monitor Stakeholder Involvement SP 1.5 Monitor Stakeholder Involvement
SP 1.6 Conduct Progress Reviews SP 1.6 Conduct Progress Reviews
SP 1.7 Conduct Milestone Reviews SP 1.7 Conduct Milestone Reviews
SP 1.8 Monitor Transition to Operations
and Support
SG 2 Manage Corrective Action to
Closure
SG 2 Manage Corrective Action to
Closure
SP 2.1 Analyze Issues SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Action SP 2.3 Manage Corrective Action
Maturity Level 2 Project Mgmt
58
Differences in SGs and SPs-5
Maturity Level 2
Requirements Management in DEV Requirements Management
SG 1 Manage Requirements SG 1 Manage Requirements
SP 1.1 Obtain an Understanding of
Requirements
SP 1.1 Obtain An Understanding Of
Requirements
SP 1.2 Obtain Commitment to
Requirements
SP 1.2 Obtain An Commitment To
Requirements
SP 1.3 Manage Requirements Changes SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability
of Requirements
SP 1.4 Maintain Bidirectional Traceability
of Requirements
SP 1.5 Identify Inconsistencies between
Project Work and Requirements
SP 1.5 Identify Inconsistencies Between
Project Work and Requirements
In CMMI-DEV V1.2 REQM is an Engineering PA
Project Mgmt
59
Differences in SGs and SPs-6Supplier Agreement Management
SG 1 Establish Supplier Agreements
SP 1.1 Determine Acquisition Type
SP 1.2 Select Suppliers Move to SSAD SG 2
SP 1.3 Establish Supplier Agreements Move to SSAD SG 3
SG 2 Satisfy Supplier Agreements Move to AM SG2
SP 2.1 Execute the Supplier Agreement
SP 2.2 Monitor Selected Supplier
Processes
SP 2.3 Evaluate Selected Supplier Work
Products
SP 2.4 Accept the Acquired Product Move to AM SP 2.1
SP 2.5 Transition Products Move to AM SP 2.2
Maturity Level 2 Project Mgmt
60
Differences in SGs and SPs-7Measurement and Analysis Measurement and Analysis
SG 1 Align Measurement and Analysis
Activities
SG 1 Align Measurement and Analysis
Activities
SP 1.1 Establish Measurement
Objectives
SP 1.1 Establish Measurement Objectives
SP 1.2 Specify Measures SP 1.2 Specify Measures
SP 1.3 Specify Data Collection and
Storage Procedures
SP 1.3 Specify Data Collection and
Storage Procedures
SP 1.4 Specify Analysis Procedures SP 1.4 Specify Analysis Procedures
SG 2 Provide Measurement Results SG 2 Provide Measurement Results
SP 2.1 Collect Measurement Data SP 2.1 Collect Measurement Data
SP 2.2 Analyze Measurement Data SP 2.2 Analyze Measurement Data
SP 2.3 Store Data and Results SP 2.3 Store Data and Results
SP 2.4 Communicate Results SP 2.4 Communicate Results
Maturity Level 2 Support
61
Differences in SGs and SPs-8Process and Product Quality
Assurance
Process and Product Quality
Assurance
SG 1 Objectively Evaluate Processes
and Work Products
SG 1 Objectively Evaluate Processes and
Work Products
SP 1.1 Objectively Evaluate Processes SP 1.1 Objectively Evaluate Processes
SP 1.2 Objectively Evaluate Work
Products and Services
SP 1.2 Objectively Evaluate Work
Products and Services
SG 2 Provide Objective Insight SG 2 Provide Objective Insight
SP 2.1 Communicate and Ensure
Resolution of Noncompliance Issues
SP 2.1 Communicate and Ensure
Resolution of Noncompliance Issues
SP 2.2 Establish Records SP 2.2 Establish Records
Maturity Level 2 Support
62
Differences in SGs and SPs-9Configuration Management Configuration Management
SG 1 Establish Baselines SG 1 Establish Baselines
SP 1.1 Identify Configuration Items SP 1.1 Identify Configuration Items
SP 1.2 Establish a Configuration
Management System
SP 1.2 Establish a Configuration
Management System
SP 1.3 Create or Release Baselines SP 1.3 Create or Release Baselines
SG 2 Track and Control Changes SG 2 Track and Control Changes
SP 2.1 Track Change Requests SP 2.1 Track Change Requests
SP 2.2 Control Configuration Items SP 2.2 Control Configuration Items
SG 3 Establish Integrity SG 3 Establish Integrity
SP 3.1 Establish Configuration
Management Records
SP 3.1 Establish Configuration
Management Records
SP 3.2 Perform Configuration Audits SP 3.2 Perform Configuration Audits
Maturity Level 2 Support
63
Differences in SGs and SPs-10Maturity Level 3 Process Mgmt
Organizational Process Focus Organizational Process Focus
SG 1 Determine Process-Improvement
Opportunities
SG 1 Determine Process-Improvement
Opportunities
SP 1.1 Establish Organizational Process
Needs
SP 1.1 Establish Organizational Process
Needs
SP 1.2 Appraise the Organization's
Processes
SP 1.2 Appraise the Organization's
Processes
SP 1.3 Identify the Organization's
Process Improvements
SP 1.3 Identify the Organization's Process
Improvements
SG 2 Plan and Implement Process
Improvement Activities
SG 2 Plan and Implement Process
Improvement Activities
SP 2.1 Establish Process Action Plans SP 2.1 Establish Process Action Plans
SP 2.2 Implement Process Action Plans SP 2.2 Implement Process Action Plans
SG 3 Deploy Organizational Process
Assets and Incorporate Lessons Learned
SP 3.1 Deploy Organizational Process
Assets
SP 2.3 Deploy Organizational Process
Assets
SP 3.2 Deploy Standard Processes
SP 3.3 Monitor Implementation
SP 3.4 Incorporate Process-Related
Experiences into the Organizational
Process Assets
SP 2.4 Incorporate Process-Related
Experiences into the Organizational
Process Assets
64
Differences in SGs and SPs-11Maturity Level 3
Organizational Process Definition Organizational Process Definition
SG 1 Establish Organizational Process
Assets
SG 1 Establish Organizational Process
Assets
SP 1.1 Establish Standard Processes SP 1.1 Establish Standard Processes
SP 1.2 Establish Life-Cycle Model
Descriptions
SP 1.2 Establish Life-Cycle Model
Descriptions
SP 1.3 Establish Tailoring Criteria and
Guidelines
SP 1.3 Establish Tailoring Criteria and
Guidelines
SP 1.4 Establish the Organization's
Measurement Repository
SP 1.4 Establish the Organization's
Measurement Repository
SP 1.5 Establish the Organization's
Process Asset Library
SP 1.5 Establish the Organization's
Process Asset Library
SP 1.6 Establish Work Environment
Standards
SP 1.6 Establish Work Environment
Standards
NEW IPPD Addition
SG 2 Enable IPPD Management
SP 2.1 Establish Empowerment
Mechanisms
SP 2.2 Establish Rules and Guidelines
for Integrated Teams
SP 2.3 Establish Guidelines to Balance
Team and Home Organization
Responsibilities
Process Mgmt
65
Differences in SGs and SPs-12Maturity Level 3
Organizational Training Organizational Training
SG 1 Establish an Organizational
Training Capability
SG 1 Establish an Organizational Training
Capability
SP 1.1 Establish the Strategic Training
Needs
SP 1.1 Establish the Strategic Training
Needs
SP 1.2 Determine Which Training Needs
Are the Responsibility of the Organization
SP 1.2 Determine Which Training Needs
Are the Responsibility of the Organization
SP 1.3 Establish an Organizational
Training Tactical Plan
SP 1.3 Establish an Organizational
Training Tactical Plan
SP 1.4 Establish Training Capability SP 1.4 Establish Training Capability
SG 2 Provide Necessary Training SG 2 Provide Necessary Training
SP 2.1 Deliver Training SP 2.1 Deliver Training
SP 2.2 Establish Training Records SP 2.2 Establish Training Records
SP 2.3 Assess Training Effectiveness SP 2.3 Assess Training Effectiveness
Process Mgmt
66
Differences in SGs and SPs-13Maturity Level 3 Acquisition
Requirements Development v 1.2
Acquisition Requirements
Development
SG 1 Develop Customer
Requirements
SG 1 Develop Customer Requirements
SP 1.1 Elicit Needs SP 1.1 Elicit Needs
SP 1.2 Develop the Customer
Requirements
SP 1.2 Develop the Customer
Requirements
SG 2 Develop Product Requirements SG 2 Develop Contractual Requirements
SP 2.1 Establish Product and Product-
Component Requirements
SP 2.1 Establish Contractual
Requirements
SP 2.2 Allocate Product-Component
Requirements
SP 2.2 Allocate Contractual Requirements
SP 2.3 Identify Interface Requirements
SG 3 Analyze and Validate
Requirements
SG 3 Analyze and Validate Requirements
SP 3.1 Establish Operational Concepts
and Scenarios
SP 3.1 Establish Operational Concepts
and Scenarios
SP 3.2 Establish a Definition of Required
Functionality
SP 3.3 Analyze Requirements SP 3.2 Analyze Requirements
SP 3.4 Analyze Requirements to Achieve
Balance
SP 3.4 Analyze Requirements to Achieve
Balance
SP 3.5 Validate Requirements with
Comprehensive Methods
SP 3.5 Validate Requirements with
Comprehensive Methods
67
Differences in SGs and SPs-14Maturity Level 3 Acquisition
Technical Solution Acquisition Technical Solution
SG 1 Select Product-Component
Solutions
SG 1 Develop Technical Constraints
SP 1.1 Develop Alternative Solutions and
Selection Criteria
SP 1.1 Establish A Definition Of Design
Contraints
SP 1.2 Select Product-Component
Solutions
SP 1.2 Verify Design With
Comprehensive Methods
SG 2 Develop the Design
SG 2 Analize and Verfiy Technical
Solution
SP 2.1 Design the Product or Product
Component
SP 2.1 Analize Technical Solution
SP 2.2 Establish a Technical Data
Package
SP 2.2 Analyze Interface Descriptions
SP 2.3 Design Interfaces Using Criteria
SP 2.4 Perform Make, Buy, or Reuse
Analyses
SG 3 Implement the Product Design
SP 3.1 Implement the Design
SP 3.2 Develop Product Support
Documentation
68
Differences in SGs and SPs-15
Maturity Level 3 Acquisition
Product Integration No matched
SG 1 Prepare for Product Integration
SP 1.1 Determine Integration Sequence
SP 1.2 Establish the Product Integration
Environment
SP 1.3 Establish Product Integration
Procedures and Criteria
SG 2 Ensure Interface Compatibility
SP 2.1 Review Interface Descriptions for
Completeness
SP 2.2 Manage Interfaces
SG 3 Assemble Product Components
and Deliver the Product
SP 3.1 Confirm Readiness of Product
Components for Integration
SP 3.2 Assemble Product Components
SP 3.3 Evaluate Assembled Product
Components
SP 3.4 Package and Deliver the Product
or Product Component
69
Differences in SGs and SPs-16
Maturity Level 3 Acquisition
Verification Acquisition Verification
SG 1 Prepare for Verification SG 1 Prepare for Verification
SP 1.1 Select Work Products for
Verification
SP 1.1 Select Work Products for
Verification
SP 1.2 Establish the Verification
Environment
SP 1.2 Establish the Verification
Environment
SP 1.3 Establish Verification Procedures
and Criteria
SP 1.3 Establish Verification Procedures
and Criteria
SG 2 Perform Peer Reviews
SP 2.1 Prepare for Peer Reviews
SP 2.2 Conduct Peer Reviews
SP 2.3 Analyze Peer Review Data
SG 3 Verify Selected Work Products SG 2 Verify Selected Work Products
SP 3.1 Perform Verification SP 3.1 Perform Verification
SP 3.2 Analyze Verification Results and
Identify Corrective Action
SP 3.2 Analyze Verification Results and
Identify Corrective Action
70
Differences in SGs and SPs-17
Maturity Level 3 Acquisition
Validation Acquisition Validation
SG 1 Prepare for Validation SG 1 Prepare for Validation
SP 1.1 Select Products for Validation SP 1.1 Select Products for Validation
SP 1.2 Establish the Validation
Environment
SP 1.2 Establish the Validation
Environment
SP 1.3 Establish Validation Procedures
and Criteria
SP 1.3 Establish Validation Procedures
and Criteria
SG 2 Validate Product or Product
Components SG 2 Validate Products or Services
SP 2.1 Perform Validation SP 2.1 Perform Validation
SP 2.2 Analyze Validation Results SP 2.2 Analyze Validation Results
71
Differences in SGs and SPs-18
Maturity Level 3 Project Mgmt
Integrated Project Management Integrated Project Management
SG 1 Use the Project's Defined Process SG 1 Use the Project's Defined Process
SP 1.1 Establish the Project's Defined
Process
SP 1.1 Establish the Project's Defined
Process
SP 1.2 Use Organizational Process
Assets for Planning Project Activities
SP 1.2 Use Organizational Process
Assets for Planning Project Activities
SP 1.3 Establish the Project's Work
Environment
SP 1.3 Establish the Project's Work
Environment
SP 1.4 Integrate Plans SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using the
Integrated Plans
SP 1.5 Manage the Project Using the
Integrated Plans
SP 1.6 Contribute to the Organizational
Process Assets
SP 1.6 Contribute to the Organizational
Process Assets
SG 2 Coordinate and Collaborate
with Relevant Stakeholders
SG 2 Coordinate and Collaborate with
Relevant Stakeholders
SP 2.1 Manage Stakeholder Involvement SP 2.1 Manage Stakeholder Involvement
SP 2.2 Manage Dependencies SP 2.2 Manage Dependencies
SP 2.3 Resolve Coordination Issues SP 2.3 Resolve Coordination Issues
IPPD Addition
SG 3 Apply IPPD Principles
SP 3.1 Establish the Project's Shared
Vision
SP 3.2 Establish Integrated Team
Structure for the Project
SP 3.3 Allocate Requirements to
Integrated Teams
SP 3.4 Establish Integrated Teams
SP 3.5 Establish Coordination among
Interfacing Teams
72
Differences in SGs and SPs-19
Maturity Level 3
Risk Management Risk Management
SG 1 Prepare for Risk Management SG 1 Prepare for Risk Management
SP 1.1 Determine Risk Sources and
Categories
SP 1.1 Determine Risk Sources and
Categories
SP 1.2 Define Risk Parameters SP 1.2 Define Risk Parameters
SP 1.3 Establish a Risk Management
Strategy
SP 1.3 Establish a Risk Management
Strategy
SG 2 Identify and Analyze Risks SG 2 Identify and Analyze Risks
SP 2.1 Identify Risks SP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and
Prioritize Risks
SP 2.2 Evaluate, Categorize, and
Prioritize Risks
SG 3 Mitigate Risks SG 3 Mitigate Risks
SP 3.1 Develop Risk Mitigation Plans SP 3.1 Develop Risk Mitigation Plans
SP 3.2 Implement Risk Mitigation Plans SP 3.2 Implement Risk Mitigation Plans
Project Mgmt
73
Differences in SGs and SPs-20
Maturity Level 3 Support
Decision Analysis and Resolution Decision Analysis and Resolution
SG 1 Evaluate Alternatives SG 1 Evaluate Alternatives
SP 1.1 Establish Guidelines for
Decision Analysis
SP 1.1 Establish Guidelines for Decision
Analysis
SP 1.2 Establish Evaluation Criteria SP 1.2 Establish Evaluation Criteria
SP 1.3 Identify Alternative Solutions SP 1.3 Identify Alternative Solutions
SP 1.4 Select Evaluation Methods SP 1.4 Select Evaluation Methods
SP 1.5 Evaluate Alternatives SP 1.5 Evaluate Alternatives
SP 1.6 Select Solutions SP 1.6 Select Solutions
74
Differences in SGs and SPs-21
Maturity Level 4
Organizational Process Performance Organizational Process Performance
SG 1 Establish Performance Baselines
and Models
SG 1 Establish Performance Baselines
and Models
SP 1.1 Select Processes SP 1.1 Select Processes
SP 1.2 Establish Process Performance
Measures
SP 1.2 Establish Process Performance
Measures
SP 1.3 Establish Quality and Process-
Performance Objectives
SP 1.3 Establish Quality and Process-
Performance Objectives
SP 1.4 Establish Process Performance
Baselines
SP 1.4 Establish Process Performance
Baselines
SP 1.5 Establish Process Performance
Models
SP 1.5 Establish Process Performance
Models
Process Mgmt
75
The different SGs and SPs-22
Maturity Level 4
Quantitative Project Management Quantitative Project Management
SG 1 Quantitatively Manage the Project SG 1 Quantitatively Manage the Project
SP 1.1 Establish the Project's Objectives SP 1.1 Establish the Project's Objectives
SP 1.2 Compose the Defined Process SP 1.2 Compose the Defined Process
SP 1.3 Select the Subprocesses that Will
Be Statistically Managed
SP 1.3 Select the Subprocesses that Will
Be Statistically Managed
SP 1.4 Manage Project Performance SP 1.4 Manage Project Performance
SG 2 Statistically Manage Subprocess
Performance
SG 2 Statistically Manage Subprocess
Performance
SP 2.1 Select Measures and Analytic
Techniques
SP 2.1 Select Measures and Analytic
Techniques
SP 2.2 Apply Statistical Methods to
Understand Variation
SP 2.2 Apply Statistical Methods to
Understand Variation
SP 2.3 Monitor Performance of the
Selected Subprocesses
SP 2.3 Monitor Performance of the
Selected Subprocesses
SP 2.4 Record Statistical Management
Data
SP 2.4 Record Statistical Management
Data
In CMMI-DEV 1.2 QPM is a Project PA
Acquisition
76
Differences in SGs and SPs-23Maturity Level 5
Organizational Innovation and
Deployment
Organizational Innovation and
Deployment
SG 1 Select Improvements SG 1 Select Improvements
SP 1.1 Collect and Analyze Improvement
Proposals
SP 1.1 Collect and Analyze Improvement
Proposals
SP 1.2 Identify and Analyze Innovations SP 1.2 Identify and Analyze Innovations
SP 1.3 Pilot Improvements SP 1.3 Pilot Improvements
SP 1.4 Select Improvements for
Deployment
SP 1.4 Select Improvements for
Deployment
SG 2 Deploy Improvements SG 2 Deploy Improvements
SP 2.1 Plan the Deployment SP 2.1 Plan the Deployment
SP 2.2 Manage the Deployment SP 2.2 Manage the Deployment
SP 2.3 Measure Improvement Effects SP 2.3 Measure Improvement Effects
Process Mgmt
77
Differences in SGs and SPs-24
Maturity Level 5 Support
Causal Analysis and Resolution Causal Analysis and Resolution
SG 1 Determine Causes of Defects SG 1 Determine Causes of Defects
SP 1.1 Select Defect Data for Analysis SP 1.1 Select Defect Data for Analysis
SP 1.2 Analyze Causes SP 1.2 Analyze Causes
SG 2 Address Causes of Defects SG 2 Address Causes of Defects
SP 2.1 Implement the Action Proposals SP 2.1 Implement the Action Proposals
SP 2.2 Evaluate the Effect of Changes SP 2.2 Evaluate the Effect of Changes
SP 2.3 Record Data SP 2.3 Record Data