Cmmi v2 0 Slides 180509082920

This presentation contains proprietary information and may not be distributed without the
express written permission of the CMMI Institute. ©2017 CMMI Institute.

CMMI V2.0
PARTNER UPDATE:
CMMI V2.0
NAME:
TITLE:
ORGANIZATION:
Goals
CMMI ORIGINS Practices
Assessment
Materials
 In the “early” days, Software was the Informative
major source of program issues, while Material
systems and hardware engineering Other Training
seemed to be in better shape.
Guidance
Materials
 The SW-CMM allowed SW to get its

house in order, which then exposed
problems in Systems, Hardware,
THIS…
Services. This led to the development
of the SE-CMM in 1995. WAS SUPPOSED TO
FIX THIS…
 When we brought SW-CMM together
with SE-CMM, and then added Services Wait… What the heck
and Acquisition, we began to see the happened to the “I”
power of combining frameworks…thus Evolution of the Frameworks Quagmire - Sarah A. Sheard, Software Productivity
Consortium – Software Management, July 2001
laying the seeds and groundwork for
CMMI
This presentation V2.0…
contains proprietary information and may not be distributed without the
THE VOICE OF THE CUSTOMER(S)
• Buyers/Sponsors:
• US Gov’t. DoD Centric
• Process maturity not = to performance
• Too expensive (model to implement, High Maturity,
method to appraise)
• High Maturity hard to understand; only for rocket science
• Agile Community:
• Only for waterfall, outdated, too rigid
• Implementers:
• Too prescriptive
• Too difficult to use
• Confusing, too many constellations
• General/Others:
• CMMI is outdated, old, did we mention expensive?
• Quality is a big concern
MOST RECENT CUSTOMER
FEEDBACK
“We strongly feel that improvements are required in the CMMI “Please teach us to simplify the processes and execute the
Framework to help organizations reach the higher levels of evidence of the actions in a more practical way.”
performance.”
“The CMMI approach may be enhanced to include some

aspects of agile approach to serve as an optimum means for
organizational process improvement.”
“Include a new process area related to Security Development”

“Make the model lighter for small company.”
“A periodic surveillance system as ISO follows would enable better

“Make CMMI more comprehensible. A better/improved visual maintenance and upgrade of the learnings all through the
overview and more interactivity on your website would be superb” assessment cycles.”
GOALS OF THE CMMI V2.0 PROJECT
CMMI V2.0…
• Delivers the best solution to benchmark and elevate
organizational performance with demonstrated results.
• Helps organizations to quickly identify the key capabilities that
directly impact business results, ROI, quality and performance
by reducing costs and time to market.
• Based on market insights of the current user, prospect and
buyer communities and includes features and enhancement
that are directly relevant to them
OUTSIDE IN DEVELOPMENT FOR CMMI V2.0
• Partner Workshops
• Community Reviews
• PAB and CAB Reviews
• Surveys
• Volunteers
• Pilots
DESIGN CHALLENGES
Performance vs. compliance: Elegantly accommodate:

Reduce: • A multi-model world that is always changing
• Size • New ways of working
• ~2,000 total pages across CMMI-DEV, CMMI-SVC, • Agile
CMMI-ACQ, PCMM (not to mention Safety and • DevOps
Security) • Continuous deployment
• Redundancy • Work-stream development
• Complexity • Whatever is next…
• For understanding Facilitate maintenance:
• For adoption • Reduce need for releases of core model
• For path of processes • Internal (in Core) and Context-specific
• Spider web of interrelationships external informative
• Processes evolve beyond their “home level” as • Facilitate extensions
organizational processes mature • Remove appraisal rules from model
CMMI V2.0 INTEGRATED SOLUTION SUITE
• Customers, organizations, domains and ecosystems

• Focus on Performance, Quality, Continual Improvement
• Evolutionary Model
• Core vs. Context Specific and External Links
• More Cost-Effective Appraisal Method, with higher
reliability
• Training
• Implementation Guide
• Systems and Tools
CMMI V2.0 KEY IMPROVEMENTS
CMMI COMMUNITY NEEDS CMMI V2.0 ANSWERS
Built-in Performance Capabilities so that
Demonstrate the value and ROI of organizations understand performance needs,
implementing CMMI establish performance goals, and track, measure and
achieve those goals
Improve the overall value for CMMI New Appraisal Method intended to improve
confidence and reliability of results and to lower
appraisals and lower time, effort and
total life cycle costs of appraisals
cost of the appraisal process
• New Content additions, such as Safety and Security,
Keep CMMI current and up-to-date that address critical business needs.
• Scalable Architecture platform to include additional
with latest trend methodologies used method guidance, such as built-in agile/Scrum guidance.
in the market • Plain Language makes it easier for users to read and
understand the model.
• Online platform allows users to customize and tailor
Make CMMI easier to use, and more the model to fit specific organizational needs
user friendly • Enhanced Training Implementation Tools provide
guidance to adopting CMMI and/or transitioning from
CMMI V1.3
CMMI V2.0
DEVELOPMENT CONCEPT AT A GLANCE
Architecture &
Simplify Model Model
Practice Implementation
Improvement & Innovation
Groups Guidance
Plain Language
Standard Guidance
Value-Added Models & Systems
& Tools to
Drivers
Appraisal Profiles Implement

CMMI
Performance V2.0
Benchmarking
Guidance
Training
Learning Appraisal
Implementation & Training
Materials Method
Current Needs
CMMI V2.0 PRODUCT SUITE AT A GLANCE
• Puts the “I” into CMMI (DEV, SVC, ACQ, P-CMM)
• Select what is important to you
• Core vs Context Specific & Links to External Material
• Evolution & Views
Model • Guidance for transition from

• Enterprise application suite
• Redesigned system with online V1.3 to V2.0
models, new appraisal system, • Practical guidance for
and partner resources Guidance implementers
Systems
• New user interface w/SSO & Tools to
Implement
CMMI
V2.0
• Modular Training components

• New appraisal method to increase
• Learning Objective directed
Appraisal reliability and reduce cost
• Virtual & Online options Training
Method
Model
Guidance
Systems
MODEL: ARCHITECTURE & Tools to
Implement
CMMI
V2.0
Appraisal
Training
Method
CMMI V2.0
E C O S YS T E M Appraisal
Materials
Plan & Report Appraisal
Links to Appraise
Prepare Results Results
Supplementary
Database
Material
• Implementation DEV
guides
• Certification
Integrated
• Explanatory PCMM Model SVC
material Models & Profiles Access & Report
• Examples Database
• Templates
• Case Studies ACQ
• Policies
• …
Training
Construct Conduct Evaluate
Results
Training Database
Materials
Quality Touchpoint: Simpler, easier to use model, evolutionary framework that can accommodate
new methods, etc., business value embedded
TERMINOLOGY & STRUCTURE
CHANGES
• V1.3 Process Area to V2.0 Practice Area

• To solidify that CMMI is a collection of best practices, not a set of processes to be
implemented, we have changed Process Area to Practice Area in the new version
• Practices within each Practice Area are organized by levels instead of Specific Goals
• V2.0 Core and Context Specific

• Each Practice Area is broken up into a general descriptive section (core) and a
contextually-applicable section (context specific)
• V1.3 Required/Expected/Informative to V2.0 Required/Informative

• Required is necessary for achieving a rating in appraisals
• NOTE – Expected is no longer part of the model as all practices are now considered
required
GENERIC VS. SPECIFIC GOALS AND
PRACTICES
Problem Resolution
• Generic Goals and Practices are • The institutionalization
aspects are now focused on
institutionalizing the model the organizational processes
practices, but not the processes • Replaced Generic Practices with
the organization develops Governance and Implementation
• There is significant duplication Infrastructure in order to
improve the intent of
between Generic Practices and institutionalization
model level practices • Without “Generic” Practices, the
“Specific” Practices designation is
unnecessary.
Quality Touchpoint: Reduced size, redundancy, complexity, focus on process

implementation and persistence, not on model compliance
INSTITUTIONALIZATION WITHOUT
DUPLICATION
How persistently are the processes followed and
improved within the organization?
Practices are not Practices apply to

abandoned under everyone in the
stress organization
Persistence: Firm or
Habit: A settled or
obstinate
Practices regular tendency or
continuance in a
become practice, especially
course of action in habitual one that is hard to
spite of difficulty or
give up
opposition There are
There is visible and consequences for
active senior following or not
management support following established
practices
V1.3 VS. V2.0 BY THE NUMBERS
63%
68% Practice
Practice Reduction
Reduction 64%
58%
Practice
Practice Area
Area
Reduction
Reduction
Quality Touchpoint: Reduced size, complexity, increase adoptability, maintainability
CMMI-DEV Maturity Level 3 Comparison* *Subject to further modifications as needed
CMMI V1.3 = 18 Process Areas + Generic Practices CMMI V2.0 = 18 Practice Areas + Safety/Security
Technical Solution Technical Solution (TS)
Product Integration Product Integration (PI)
Requirements Development
Requirement Development and Maintenance (RDM)
Requirements Management (ML2 Practice Required)
Verification Verification and Sustainment (VV)
Sustainment Peer Reviews (PR)
Planning (PLN)
Project Planning (ML2 Practice Required)
Estimating (EST)
Project Monitor and Control (ML2 Practice Required) Monitor and Control (M&C)
Integrated Project Management (Merged with Planning, Monitor and Control)
Causal Analysis and Resolution Causal Analysis and Resolution (CAR)
Risk Management Risk Management (RSK)
Organizational Training Organizational Training (OT)
Measurement and Analysis (ML2 Practice Required) Managing Performance and Measurement (MPM)
Process and Product Quality Assurance (ML2 Practice Required) Process Quality Assurance (PQA)
Organizational Process Focus Process Management (PM)
Organizational Process Definition Process Asset Development (PAD)
Decision Analysis and Resolution Decision Analysis and Resolution (DAR)
Configuration Management (ML2 Practice Required) Configuration Management (CM)
Supplier Agreement Management (ML2 Practice Required) SAM and ACQ – Final alignment still under consideration
Governance (GOV)
Generic Practices
This presentation contains proprietary information and may not be distributed without the Implementation Infrastructure (II)
Safety (SAF) (optional capability)
Security (SEC) (optional capability)
MODEL ARCHITECTURE
Model Front Matter
CMMI V2.0 Model Architecture
Practice Area Front Matter
• Intent and Value of the Practice Area CMMI V2.0
• Core Information – context and methodology-free
description of the PA
• Context Specific – non-prescriptive description for the PA
in a context such as agile/Scrum, development, services, etc.
Practice(s)
• Statement of the practice
• Supplementary required material
• Value
• Additional Information
• Example Work Products
• Example Activities
• Context Specific – non-prescriptive description for how
the practice can be implemented against another application
or methodology within the context of CMMI
CMMI V2.0 MATURITY LEVELS
EVOLUTIONARY ARCHITECTURAL
CHARACTERISTICS WITHIN PRACTICE AREAS Optimizing
Level 5
Quantitatively Managed
•Use of statistical and
Defined
Level 4 other quantitative
techniques to
•Use of statistical and
Level 3 optimize to achieve
Managed other quantitative
quality and process
techniques to detect,
•Uses organizational performance
Level 2 standards & tailoring
refine, or predict the
objectives
Initial area of focus to
•Simple, but complete to address work
achieve quality and
Level 1 set of practices that characteristics
process
address the full •Uses organizational performance
•Simple approach to intent of the PA assets
meeting intent of objectives
practice area •Does not require the •Focus on achieving
use organizational performance
•Not a complete set assets objectives
of practices to
achieve the full •Achieve
intent of the practice performance
area objectives
•Address Quality Touchpoint: Performance included at every level
performance issues
Core Practice Areas Levels Practice Areas Lev
els
Estimating (EST) 3
Planning (PLAN)
Monitor and Control (MC)
4
3
+ Product Integration (PI)
Model Practice Areas
Technical Solution (TS)
3
3
CMM-DEV
Capacity and Availability Management (CAM) Levels 3

Causal Analysis and Resolution (CAR) 5
Decision Analysis and Resolution (DAR)

Configuration Management (CM)
3
+
Continuity (CONT)
=
3
CMM-SVC
2 Incident Resolution and Prevention (IRP) 3
Managing Performance and Measurement (MPM) 5
Service Delivery (SD) 2
Process Management (PM) 3
Service System Transition (SST)
=
3
Process Asset Development (PAD) 3
Acquisition Technical Management (ATM) 3
Requirements Development and Maintenance (RDM)
Process Quality Assurance (PQA)
3
3
+ Agreement Management (AGRM)
=
3
CMM-SM
Solicitation and Supplier Agreement Development 3

Verification and Sustainment (VV) 3 (SSAD)
Compensation and Rewards (COMP) 3
=
Peer Reviews (PR) 3
Risk Management (RSKM) 3 Staffing and Workforce Management (SWM) 3 CMM-

Organizational Training (OT) 3 Career and Competency Development (CCD) 5 [P/WFM]
Governance (GOV) 4
Empowered Work Groups (EWG) 3
Implementation Infrastructure (II) 3
Communication
Supplier and (SAM)
Agreement Management Coordination
and related PAs(COCO)
from the Acquisition view 3
*Model structure is subject to modifications as needed are still in development. Final alignment under consideration.
Safety (2 optional practice areas)
Quality Touchpoint: Reduced
Security (5 optional practice areas)
redundancy and complexity,
flexible framework
86
CMMI V2.0 MODEL MATURITY LEVEL REQUIREMENTS
CMMI V2.0 Development ML Requirements CMMI V2.0 Service Management ML Requirements
CORE
Practice Area Level 1 Level 2 Level 3 Level 4 Level 5 Practice Area Level 1 Level 2 Level 3 Level 4 Level 5
Causal Analysis and Resolution (CAR) Causal Analysis and Resolution (CAR)
Decision Analysis and Resolution (DAR) Decision Analysis and Resolution (DAR)
INCLUDED
Risk and Opportunity Management (ROM)
Organizational Training (OT)
Risk and Opportunity Management (ROM)
Organizational Training (OT)
for all
Process Managmeent (PM)
Process Asset Development (PAD) Process Managmeent (PM)
Peer Reviews (PR) Process Asset Development (PAD)
Maturity
Verification and Validation (VV) Peer Reviews (PR)
Technical Solution (TS) Verification and Validation (VV)
Product Integration (PI) Incident Resolution and Prevention (IRP)
Levels
Managing Performance and Measurement (MPM)
Capacity and Availability Management (CAM)
Continuity (CONT)
Configuration Management (CM) Service System transition (SST)
Monitor and Control (MC) Strategic Servcie Management (STSM)
Planning (PLAN)
Estimating (EST)
Service Deliver (SD)
Governance (GOV)
Implementation Infrastructure (II) Configuration Management (CM)
Monitor and Control (MC)
CMMI V2.0 Supplier Management ML Requirements
Planning (PLAN)
Practice Area Level 1 Level 2 Level 3 Level 4 Level 5
Causal Analysis and Resolution (CAR) Estimating (EST)
Decision Analysis and Resolution (DAR) Requirements Development and Maintenance (RDM)
Risk and Opportunity Management (ROM) Governance (GOV)
Organizational Training (OT) Implementation Infrastructure (II)
Process Managmeent (PM)
Process Asset Development (PAD) CMMI V2.0 People / Workforce Management ML Requirements
Peer Reviews (PR) Practice Area Level 1 Level 2 Level 3 Level 4 Level 5
Verification and Validation (VV)
Empowered Work Groups (EWG)
Acquisition Technical Management (ATM)
Career and Competency Development (CCD)
Solicitation and Supplier Agreement Development (SSAD)
Communication and Coordination (COCO)
Agreement Management (AGRM) Organizational Training (OT)
Process Quality Assurance (PQA) Compensation and Rewards (COMP)
Configuration Management (CM) Staffing and Workforce Management (SWM) Required at Level 2
Monitor and Control (MC) Governance (GOV)
Planning (PLAN) Required at Level 3
This presentation contains proprietary information and may not be distributed withoutImplementation
the Infrastructure (II)
Estimating (EST)
express written permission of the CMMI Institute. ©2017 CMMI Institute. Required at Level 4
Required at Level 5
Governance (GOV)
1
2
3
Pr
o
DEV
du
1
2
3
Te ct In
ch t
1
2
3
nic egr
Ca a at
pa l So ion
c
1
2
3
lu (P
Co ity a tion I)
nt n
1
2
3
inu d A (TS)
Inc it va
SVC
ide y (C ilab
1
2
O i
CMM-Specific
Se nt R NT lity
rv ) M
Practice Areas
1
2
3
ice esol an
Se De u tio ag
rv l n em
a
1
2
3
ice ive
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CA
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1
2
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Ac gic S Tr tio
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1
2
3
isi rvic nsit n(
Ag tio e io IR
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Supplier
re n T Ma n (S
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1
2
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e
So men chn age T)
lic i m
1
2
3
ita t Ma cal M en
n

Co ti t(
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p m g M
1
2
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St ensa d S ent eme )
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1
2
3
4
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R M AT
Ca g an an lier
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1
2
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er d W Re gre
w e
Em an or a m
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1
po d C kfor rds t
2
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w om c (
Co
m
er p e M CO De
M ve
m
ed et
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W )
1
2
3
l op
M uni or ncy agem m
an ca en
t
k G De e t(
1
2
3
ag ve nt
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u l o ( SS
[People/WF Mgmt.] SAFETY
En ng a p p S W AD
su S a nd s( m M )
1
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t Co EW ent )
G) (C
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1
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ag ur n
SECURITY
Se ing e Pr g S
lec S o ec
1
2
tin ecu duc urit

Pla g rit ts y
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i ng M re
a
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an a na ts ions
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ing uri ne vic
Se ty r a es
cu Sup bilit (D
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yI
n W rs ( M )
M ST
or )
k ( SS)
PM
SW
CMMI V2.0 MODEL MATURITY LEVEL REQUIREMENTS
)
MATURITY LEVELS BY CMM
CAPABILITY PROFILE EXAMPLES
SUMMARY OF MODEL ARCHITECTURE CHANGES
Why did we make the What is the impact of
What will change?
change? the change?
Replaced Generic Goals and To remove/reduce redundancy and Focus the work unit (project) and
Generic Practices with Persistence complexity, and make V2.0 easier organization’s attention on making
Practice Areas/Practices to understand and implement their processes a persistent habit and
NOT the model
Added evolutionary characteristics Clearer and more methodical path More organizations can adopt the
to each Practice Area for building capability and model in an manner that fits their
improving, simpler to adopt and specific and unique needs
measure
All Capability Maturity Models Real Integration without Less risk in implementation and
(CMM) have been combined into a Redundancy. Put the “I” back into integration, nimble and flexible to
true CMMI the CMMI, and enable it and accommodate new/other
organizations the ability to flex to standards and models
new methods and ways of
working.
Model
Guidance
IMPLEMENTATION Systems
& Tools to
GUIDANCE Implement
CMMI
V2.0
Appraisal
Training
Method
CMMI V2.0 IMPLEMENTATION GUIDANCE
This presentation contains proprietary information and may not be distributed without the Quality Touchpoint: Each Steps
Contains a Quality Touchpoint
Model
Guidance
Systems
APPRAISAL METHOD & Tools to
Implement
CMMI
V2.0
Appraisal
Training
Method
CMMI V2.0 APPRAISAL CLASSIFICATIONS
CMMI USER NEED CMMI V2.0 ANSWERS PROOF POINTS

Benchmark organizational • Benchmark Appraisal (formerly • Appraisals via Random Sampling
performance SCAMPI A) • 60 day advanced notice of
appraisal scope
• Ensures process maturity
• Sustainment Appraisal (new) maintained over time with 24
month validity period
• Scalable/Tailorable to fit your

• [Non-Benchmark] Appraisal
Elevate organizational performance organizational objectives
(formerly SCAMPI B,C) • Cost-effective approach to
identify gaps/opportunities for
improvement
Quality Touchpoint: Reducing cost of appraisals while improving • Implement process improvement
reliability initiatives
Model
Guidance
TRAINING AND Systems
& Tools to
CERTIFICATION Implement
CMMI
V2.0
Appraisal
Training
Method
TRAINING
Foundations of Capability
(Per Seat Fee Includes Associate Exam Credit)
Building
Building Building Building
Supplier
Development Service [People]
Management
Excellence Excellence Excellence Excellence
Building High
Maturity
Awareness
Model
Guidance
Systems
SYSTEMS & TOOLS & Tools to
Implement
CMMI
V2.0
Appraisal
Training
Method
SYSTEMS AND TOOLS
Initial V2.0 Release

• Online platform, Interactive
• Book/E-Book
Coming Attractions:
• Context-Specific Interfaces
• Potential Option: ”Wikipedia-
like” contextual evolutionary
expansion (with vetting)
• Mobile app
• More on systems side of
things tomorrow
morning…
Quality Touchpoint: Simpler, single user-interface/sign-on, reduced complexity and redundancy
WHEN
CLICK WILLMASTER
TO EDIT CMMI V2.0
TITLE
SLIDE
BE AVAILABLE?
WHEN IS V2.0 AVAILABLE TO YOU?
Implementation & CMMI V2.0

Transition Guidance Model/Method
Community Review Complete
V2.0 Product Suite August 2017 December 2017
PARTNERS
Release 3 Release 4 (Service/Supplier CMMI V2.0
(Development) Management/People) CMMI V2.0 Appraisals
Community Review Community Review Market Launch Accepted
July 2017 October 2017 January 2018 July 2018
2Q17 3Q17 4Q17 1Q18 2Q18 3Q18
Translations beginning in 2018
PLANNING FOR V2.0 TRANSITION
WITH CLIENTS
CMMI V2.0
Sunrise Period
6 months
CMMI V2.0 CMMI V2.0

Only V2.0 Appraisals
Market Launch Appraisals Accepted
Accepted
January 2018 July 2018
January 1, 2020
All appraisals 24 month validity
1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19
CMMI V1.3 Sunset Period (No inter-mix of model and appraisal method allowed)
2 years
CMMI V2.0 ROLE READINESS GUIDE
INSTRUCTORS LEAD APPRAISERS ATM, CMMI CMMI PROFESSIONAL

ASSOCIATE
Training Course Current New Current New Current New Current New
CMMI V2.0 Upgrade Training X X X X
(online course + exam $250)
CMMI V2.0 Instructor Workshop X
Training (1 day VILT - $500)
CMMI V2.0 Lead Appraiser Upgrade X
Workshop (2 days VILT - $1,000)
CMMI V2.0 Intro Training X X X X
CMMI V2.0 Applying CMMI Course X X X
CMMI V2.0 NEW Instructor Training X
CMMI V2.0 NEW LA Training X
ROLE READINESS Nov ‘17 Jan ‘18 Dec ‘17 Feb ‘18 Jan ‘18 Jan ‘18 Jan ‘18 Jan ‘18
CMMI V2.0 UPGRADE GUIDE
V2.0 Training CMMI V2.0 LA Upgrade Workshop

LEAD APPRAISERS / December 2017
INSTRUCTORS
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2017 2018
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Look in the Description section
WHAT’S NEXT? BEYOND V2.0 LAUNCH
In CMMI V2.0 we will provide context-specific guidance for organizations using agile Scrum methods. We
are considering other methodologies to include as part of the product development roadmap. It is likely
that additional guidance would be available after the initial launch. Please select up to three of the
following that you think would be most important to include in the CMMI product roadmap.
CMMI PRODUCT ROADMAP
PROPOSAL
Method-Specific
Guidance
CMMI V2.0
CMMI V2.0 CMMI V2.0 CMMI V2.0 CMMI V2.0 CMMI V2.0
Market Launch
w/Dev Ops w/Kanban w/COBIT 5 w/ISO w/ITIL
w/agile Scrum
3Q18 4Q18 1Q19 2Q19-3Q19 3Q19-4Q19
January, 2018
1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19
Future roadmap considerations:

• Certified CMMI Consultant
• Online Community
• KPI Benchmarking Database
• Industry Specific Guidance
*Intended to illustrate frequency of future CMMI updates; Specific CMMI product addendums,
roadmap and cadence interval are currently under review and should not be considered final .
Implementation &
Transition Guidance
V2.0 Product Suite CMMI V2.0 Model/Method Complete
Community Review
PARTNERS December 2017
August 2017
Release 3 Release 4 (Service/Supplier CMMI V2.0 CMMI V2.0
(Development) Management/People) Market Launch Appraisals Accepted
Community Review Community Review January 2018 July 2018
July 2017 October 2017
2Q17 3Q17 4Q17 1Q18 2Q18 3Q18

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December 2017
Thursday, 18 May
8:30 State of CMMI
9:00 CMMI V2.0 High Level Update
10:30 Break
BREAK
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12:00 Lunch
1:00 CMMI V2.0 Detailed Updates
3:00 Break
5:00 Break
6:00 Partner Workshop Reception
Model
CLICK TO EDIT QUESTIONS &

MASTER TITLE
Systems
to
SLIDE
ANSWERS Guidance
& Tools
Implement
CMMI
V2.0
Training & Appraisal

Certification Method
Thursday, 18 May
8:30 State of CMMI
10:30 Break
LUNCH BREAK
12:00 Lunch
3:00 Break
5:00 Break
CLICK TO CMMI V2.0
EDIT MASTER TITLE
SLIDE UPDATES
DETAILED CHANGE
• New Model Content

• Performance
• Implementation Guidance
• Training & Certification
• Appraisals
Model
Guidance
Systems
MODEL: NEW CONTENT & Tools to
Implement
CMMI
V2.0

“Include a new process area related
to Security Development”
“Evolve the CMMI to embrace new agile

and DevOps methodologies and to
clarify the different paces of develop and
manage software”
“CMMI has a too high learning curve, it takes too long to get
the full picture and start applying it in a practical way.”
CMMI V2.0 MODEL
Development Service Supplier Management

Service Delivery Incident Resolution and Prevention Agreement Management
Technical Solution
Acquisition Technical Management
Product Integration Service System Transition Capacity and Availability Management
Solicitation and Supplier Agreement Development
Strategic Service Management Continuity
Estimating Risk Management Causal Analysis and Resolution Managing Performance and Measurement Requirements Development and Maintenance Organizational Training Governance
Planning Decision Analsyis and Resolution Process Management Process Quality Assurance Implementation Infrastructure
Monitor and Control Configuration Management Process Asset Development Verification and Validation
Peer Review
Security [ People / Workforce Management ] Safety

Managing and Planning Security Compensation and Rewards Managing and Planning Safety
Develop Secure Products, Solutions and Services Ensuring Safety
Staffing and Workfoce Management
Managing Security Risks From Security Threats and Security Volnerabilities Communication and Coordination
Selecting and Managing Security Suppliers Empowered Work Groups
Planning and Managing Security In Work Career and Competency Development
CAPABILITY AREAS
Engineering and Delivery and Selecting and

Managing
Developing Managing Managing
Quality
Products Services Suppliers
Managing
Planning and Managing the Improving
Business
Managing Work Workforce Performance
Resilience
Building and
Supporting
Safety Security Sustaining
Implementation
Capability
*Subject to further modifications as needed
MODEL ARCHITECTURE
Model Front Matter
CMMI V2.0 Model Architecture
Practice Area Front Matter
• Intent and Value of the Practice Area CMMI V2.0
• Context Specific – non-prescriptive description for the PA
in a context such as agile/Scrum, development, services, etc.
Practice(s)
• Statement of the practice
• Supplementary required material
• Value
• Additional Information
• Example Work Products
• Example Activities
• Context Specific – non-prescriptive description for how
the practice can be implemented against another application
or methodology within the context of CMMI
CONTEXT-SPECIFIC GUIDANCE
STARTING WITH AGILE/SCRUM
SURVEY TIME: NEW MODEL CONTENT POLL
We have consistently gotten feedback from customers that

CMMI doesn’t “work with” agile methodologies.
How well do you think the context-specific guidance will
address the problem?
A) Very well – I love it!
B) Well enough – I like it.
C) Neutral – I don’t know yet.
D) Poorly– I don’t like it.
E) Very poorly – I hate it!
NEW MODEL CONTENT POLL
RESULTS
SUMMARY OF NEW MODEL CONTENT CHANGES
What is the impact of the

What will change? Why did we make the change?
change?
Addition of two new Practice To expand CMMI’s support for The new Practice Areas can be
Areas: Security and Safety, plus into current needs used as desired by organizations
integration of People CMM To respond to market demand who need them, including in
content Benchmark appraisals (optional)
Practice Areas are organized into Clearer path to capability building More tailorable and applicable to a
Capability Areas and improvement broader set of organizations,
industries and markets
Context-Specific Guidance will be Market demand, keeps CMMI V2.0 More rapid updates, realizes
added to help organizations’ relevant for a long future, easier broader market and industry
efforts to use CMMI in their to maintain and update adoption and stays current with
context new trends, methods and
opportunities
Model
Guidance
Systems
MODEL: PERFORMANCE & Tools to
Implement
CMMI
V2.0

WHAT WILL CHANGE?
• New PA called “Managing Performance and

Measurement”
• Process Management is reworked and emphasizes
the value of process improvements
• Each benchmark appraisal needs to prepare a
“performance report”
NEW PA CALLED “MANAGING
PERFORMANCE AND MEASUREMENT”
• Performance Management practices now start at Level 1

• Business needs and objectives and current performance drive the need to improve
performance and hence the need to improve processes (business impact)
• Performance is addressed at business and work level
• Performance is integrated with Measurements, but clearly uses measurements as “tool”.
Simple collection and representation of measurement data is not sufficient
• The focus is “Performance Management”, not “Measurement and Analysis”
Quality Touchpoint: Business benefits and business performance are the highest priority.
It avoids undirected process improvements that may not result in performance improvements.
It also helps to avoid “false positives”, i.e. organizations that demonstrate “maturity” but are performing
insufficiently.
PROCESS MANAGEMENT IS REWORKED
AND EMPHASIZES THE VALUE OF
PROCESS IMPROVEMENTS
• The focus on process improvement and process evaluation is now starting on Level 1
• Process Management serves MPM to achieve performance improvement by process
improvement
• It also can stand alone for all other process improvements
• There is a focus on the value of improvements
• Communication of improvement benefits and the obtained value add is strongly
emphasized
Quality Touchpoints: Improvements that show demonstrable benefits for the business help develop
and support a culture that strives for ongoing improvement. This culture is essential to sustaining
best practices and avoiding falling back into bad habits.
EACH BENCHMARK APPRAISAL NEEDS
TO PREPARE A “PERFORMANCE
REPORT”
• The performance report is prepared by the appraisers based on the performance data of
the organization.
• It is a deliverable to the sponsor, and an optional deliverable to CMMI Institute.
• Reflects and demonstrates the current situation, improvements, actions and achievements
• Does not impact the maturity level rating (but has an interdependency with the MPM
practices)
Quality Touchpoints: The demonstration of performance results and the evaluation by the appraisal
team motivate the organization to care about performance and engage in continuous improvement
mirrored by the business needs.
HOW WILL THIS CHANGE AFFECT
YOUR WORK AS A PARTNER?
Corporate Partner (Internal Use) Service Delivery Partner (External Use)

• Focus on performance, not just improvement • Actively using performance and value as the driver for
improvements
• More management attention and business
• Opening another dimension of “provable benefit”
impact
consulting (analysis-measurements-performance-action-
• Applying the performance practices enables benefits)
tracking of performance and taking action in • Demonstrating that there is benefit from the relationship
a timely manner. between performance and processes (and maturity) as well
• Understanding of performance management as visible business impact
(not just measurements) needs to be • Understanding of performance management (not just
obtained measurements) needs to be provided
SURVEY TIME: PERFORMANCE POLL
Customers have reported that improvements that result from using

CMMI are not clearly demonstrated through the current product
suite.
How well do you think the performance additions will address the
problem?
PERFORMANCE POLL RESULTS
SUMMARY OF PERFORMANCE CHANGES
What will change? Why did we make the What is the impact of the
change? change?
New PA called “Managing To make performance very prominent Performance is the driving factor in
Performance and Measurement” as the leading driver in improving process improvement
processes. Process improvement is for
the business, not for itself.
Process Management is reworked and To emphasize the value of process Process improvements are ranked by
emphasizes the value of process improvements and to make value and can better show the
improvements communication of benefits and benefits and impact
business impact more prominent
Each benchmark appraisal needs to To make the achievements of Results are made visible and can easily
prepare a “performance report” performance improvement visible and be discussed, leading to more active
to address “false positives” improvements.
Model
GUIDANCE FOR Guidance

Systems
IMPLEM ENTATION AND & Tools to
Implement
TRANSITION CMMI
V2.0

“The concepts work. The implementation is
the hard part. There needs to be an easier, “CMMI has a too high
lighter way to implement that isn't as costly.” learning curve, it takes
too long to get the full
“You can simplify the workflow to improve picture and start applying
efficiency. It looks a little complicated now” it in a practical way.”
“Please teach us to simplify the
“Implementation of CMMI should be processes and execute the evidence of
simpler and accord to customized the actions in a more practical way”
needs of users”
“Be more practical, easy to implement and cost-effective.”

WHAT WILL CHANGE?
NO CHANGE – SOMETHING NEW
Two New Guides:

• Implementing CMMI for Continuous Improvement
• Transition Guide
8 STEPS TO SUCCESS
STRUCTURE OF EACH STEP
Introduction – why the step is important

Using CMMI Partner/Consultants – where/how Partners can assist
Intent of the step, Value to meeting business goals, Inputs and Outputs
Hows – Activities and options for performing the step
References – Training, Partner Resources, Information Sources
Additional elaborations and considerations for the step – general discussions
about topics related to the step like getting a sponsor, keeping your sponsor
informed, etc.
IMPLEMENTING CMMI FOR
CONTINUOUS IMPROVEMENT
• Audience – CMMI Adopters

• Guides users through adoption and sustainment
• NOT A CHECKLIST
• Connects user to relevant information that enables
CMMI understanding and adoption (e.g., Partner
Resources, case studies, classes, presentations)
Quality Touchpoint: The guide provides a roadmap to simplify adoption. The steps when
performed in order increase the probability of a successful adoption. Ensures a POSITIVE
experience.
IMPLEMENTING CMMI FOR
CONTINUOUS IMPROVEMENT
WHAT IT IS AND IS NOT
This Guide Is… This Guide Is NOT…

An overview of considerations and tasks when A detailed checklist or “how to”
applying CMMI to your business processes guide for implementing CMMI
Built on lessons learned and best practices A guide for appraisal preparation
derived from industry experiences
A reference to assist you with implementing The only approach for

CMMI for the first time implementing CMMI
SURVEY TIME: IMPLEMENTATION GUIDANCE POLL
Customers have reported that it is difficult to get started

using CMMI in their organizations.
How well do you think the Implementation Guidance will
address the problem?
IMPLEMENTATION GUIDANCE POLL
RESULTS
TRANSITION GUIDE
• Audience – Users of previous CMMI versions

• Guides users through transition and sustainment
• NOT A CHECKLIST
• Connects user to relevant information that enables transition to
CMMI V2.0 (e.g., Partner Resources, case studies, classes,
presentations)
Quality Touchpoint: The guide provides a roadmap of the key activities associated with
transitioning to CMMI V2.0. Following these steps in the prescribed order will increase
the probability of a successful transition.
TRANSITION GUIDE
WHAT IT IS AND WHAT IT IS NOT
This Guide Is… This Guide Is NOT…

An overview of considerations and tasks A detailed checklist or “how to”
when transitioning to CMMI V2.0 guide for transitioning to CMMI
V2.0
Built on lessons learned and best A guide for appraisal preparation
practices derived from industry
experiences
A reference to assist you with the The only approach for transitioning
transition to CMMI V2.0 to CMMI V2.0
SURVEY TIME: TRANSITION GUIDANCE POLL
Thousands of companies that currently use CMMI V1.3 will transition

to V2.0 in the coming years. It is crucial to the future of CMMI that
this can happen consistently and simply.
How well do you think the Transition Guidance will support this?

C) Neutral – I don’t know yet
TRANSITION GUIDANCE POLL
RESULTS
HOW WILL THE GUIDANCE AFFECT
YOUR WORK AS A PARTNER?
Corporate Partner Service Delivery Partner

(Internal Use) (External Use)
• Guide provides information on the use of
• Guidance in aligning business goals and partners to support the implementation
CMMI
• Sets expectations for adoption therefore better
• Supports achievement of executive informing the client organization of the partner
sponsorship involvement
• Transition Guide provides a roadmap through
• Supports development of an accurate plan the documentation associated with the new
for transition CMMI V2.0
SUMMARY OF IMPLEMENTATION GUIDANCE
change? change?
Implementing CMMI for Continuous Consistent requests from end users Ensure a more successful adoption of
Process Improvement to make CMMI easier to adopt. CMMI. Assist organizations in setting
achievable goals for adoption.
Though the model is designed to
NOT provide the “how,” organizations
need more direction to a place to
start than the model itself can offer.
Transition Guide Provide organizations with a roadmap Ensure a more successful transition to
through CMMI V2.0 information. CMMI V2.0. Assist organizations in
setting achievable goals for transition.
Quality Touchpoint: The guidance provided will foster a more consistent approach to
using CMMI effectively across organizations.
Model
Guidance
TRAINING & Systems
& Tools to
CERTIFICATION Implement
CMMI
V2.0

WHAT WILL CHANGE?
Training and Certification is integrated with the

CMMI V2.0 product suite
• Added emphasis on business value
• All courses follow objective-driven design principles
• More flexible and cost-effective training options
EMPHASIS ON BUSINESS VALUE
EMPHASIS ON BUSINESS VALUE
Foundations of Capability Course

“Pave the way for better operations and performance in your organization.”
GOALS
• Connect the CMMI model and appraisal method with business value
• Describe the components of CMMI
• Use the CMMI as a tool for improving performance
• Choose CMMI components with the most value for my
organization’s issues or goals
• Understand what is involved in preparing for an appraisal
OBJECTIVE-DRIVEN COURSE DESIGN
OBJECTIVE-DRIVEN DESIGN
INSTRUCTOR SUPPORT
ACTIVITY DESIGN For Instructor Led (ILT) and Virtual Instructor Led (VILT)
Activity Design N-N Hyperlink from index at beginning of document
Activity Title Referenced in course plan and on course backlog
Dependencies On information from previous activities
Suggested Duration Min-max minutes needed
Purpose Why is this activity used? Business Value of concepts?
Learner Objectives Which to emphasize, reinforce, assess

Work Aids (ILT/VILT) Slides, handouts, prepared flip charts, consumables
Suggested Procedure Preparation, Activity, Debrief: steps and scripts
Execution Points for Instructor Notes and hints, things to focus on
Tailoring: ILT & VILT Suggested content or method tailoring for this activity
Tailoring:VILT Changes needed for VILT delivery

INSTRUCTOR SUPPORT
STUDENT SUPPORT
• Learner Objective Checklists
• Online access to materials

and models
• Frequent formative
assessment checkpoints
• New contexts set stage for

collaborative work and help
frame engaging discussions
MORE FLEXIBLE AND
COST-EFFICIENT WAYS TO TRAIN
• Two-day Foundations of Capability course can be paired

with one or more model-specific courses from the
Building Excellence Course Series.
• Virtual instructor-led versions of all Building

Organizational Capability courses will be made available as
part of the new Virtual CMMI Instructor certification
(optional)
Expert CMMI Course Series:
Mastering Organizational
Capability
CMMI Lead Appraisers, CMMI Instructors
Advanced CMMI Course Series:

Advancing Organizational Capability
CMMI Professionals, CMMI Implementers and Project Leads
Introductory CMMI Course Series:

Building Organizational Capability
Anyone Interested in Improving Organizational Performance,
Appraisal Team Members
FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN:
SMALLER CONTENT BLOCKS
Foundations of Capability
(Per Seat Fee Includes Associate Exam Credit)
Building
Building Building Building
Supplier
Development Service [People]
Management
Excellence Excellence Excellence Excellence
Building High
Maturity
Awareness
Foundations of Building
Capability Development
(Per Seat Fee Includes Associate Excellence
Exam Credit)
Capability Service
(Per Seat Fee Includes Associate
Exam Credit) Excellence
Capability Supplier
(Per Seat Fee Includes Associate Management
Exam Credit)
Excellence
Capability
(Per Seat Fee Includes Associate
[People]
Exam Credit) Excellence
FLEXIBLE AND COST EFFICIENT
WAYS TO TRAIN:
Building High
Maturity
Awareness
Building
Building
Supplier
[People]
Management
Excellence
Excellence
Foundations of
Capability Building Building
(Per Seat Fee Includes Associate Development Service
Exam Credit) Excellence Excellence
FLEXIBLEWORLDWIDE
AND COST-EFFICIENT WAYS TO TRAIN
TRAINING TRENDS
9000
8000
7000
6000
5000
Classroom-Based ILT
eLearning Content
4000
Virtual ILT
3000
2000
1000
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Source: IDC 2016 “Worldwide and U.S. IT Education Services Delivery Forecast, 2016–2020”
IDC 2015 “Worldwide and U.S. IT Education Services Delivery Forecast, 2015-2019.”
FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN
ATMs
82%
appraisal
team
member
training
Current Market What if the future

looked like this?
ATMs Others
SURVEY TIME: TRAINING POLL
CMMI Institute Training has received consistently high ratings

from our students and we want to be sure that CMMI V2.0
training courses will build on and improve our current strengths.
How well do you think the Training plans will support this effort?

TRAINING POLL RESULTS
What will Why did we make the change? What is the impact of the
change? change?
To prevent or sway Engaged learners who are able to convey how
More emphasis
compliance-only mindsets and combat CMMI impacts true business value.
on business value misperceptions about CMMI.
Objective- driven Instructors teach to different goals and Prescriptive list of objectives, of manageable
objectives and, sometimes, with no particular lengths, form the foundation of each new
course design goals and objectives in mind. class. All activities and most assessment
questions align to these objectives.
Student surveys indicate that students don’t
always understand what knowledge and skill Clear objectives allow consistent outcomes
they are expected to learn in class. and, also, more flexibility to tailor instruction
to meet differentiated needs and support
Best practice is to give students a roadmap of instructor strengths and student interests.
where they are going in the course, at the start
of the course
More flexible and “CMMI is too expensive and too cumbersome.” Happier customers, more efficient training
opportunities for Partners, more CMMI
cost-efficient adoption, enhanced quality, greater revenue
ways topermission
trainof the CMMI Institute. ©2017 CMMI Institute.
express written for all.
Thursday, 18 May
8:30 State of CMMI
10:30 Break
BREAK
12:00 Lunch
3:00 Break
5:00 Break
Model
Guidance
Systems
APPRAISALS & Tools to
Implement
CMMI
V2.0

“I think that the appraisal method should
be simplified. It is a large process and I
“May be a yearly surveillance add value as, this will
think that it could be more simple and enable organization to remain on their toes and cant relax
effective” till next appraisal after three years.”
“Increase the no. of lead assessor and shorten the process cycle
without compromising the objective. Allow some limited self
certifications depending on record of the assesse.”
“Perhaps loosen the rules on the
“Introduction of Surveillance Mechanism is strongly recommended SCAMPI A appraisal process so
to ensure the maintenance of an established system.” they're not so constrictive.”
“Improve SCAMPI method” “A periodic surveillance system as ISO follows would enable better
maintenance and upgrade of the learnings all through the assessment
“In my organization, we had use CMMI model level 2 to define ours process and cycles. We feel the HMLA's follow considerably different methodologies to
evaluate. Some broad standardization would help.”
we improve them every year. We had obtain CMMI level 2 in 2014 this year we
will do a Scampi A. But it's cost like the fist one. So, I suggest you : - to apply
less cost than the first scampi A - to reduce the level of scampi A requirement to “Reduce amount of paperwork needed.”
simplify and increase your customers' federation. Too much quality kills quality ! “Appraisals should be confirmed in an year basis
“ like ISO 9001 to prevent organizations to use
CMMI only for an appraisal.”
“Follow up should be more regular.”
CMMI V2.0 VALUE-ADDED APPRAISALS
VALUE
Value Added Appraisal Goals
HOW DID WE GET HERE?
Appraisal Goal: Improve value by

increasing reliability & reducing life cycle cost Buyers requesting more timely appraisals
Initial pilots: Directed set & Random PA

Initial Approach
Feedback: Lack of threads & concern with 30 day
MIT Statistician Input: notification
Broaden coverage of WUs
Revised Approach
Input from stakeholders:
Address sponsor requests &
lack of threads
Final Approach Ongoing Pilots: Random Capability Approach
Future: Community Review
This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
WHAT WILL CHANGE?
• V1.3 SCAMPI B & C becomes V2.0 [Non-Benchmark] Appraisal

• V1.3 SCAMPI A becomes V2.0 Benchmark Appraisal
• Introduction of a Sustainment Appraisal
*Note: Final name selection in process

SCAMPI B & C BECOMES [NON-BENCHMARK]
• Consolidated SCAMPI B & C into one method

• Eliminated prescribed OE sufficiency rules
• Defined characterization scale
Quality Touchpoint: Improved flexibility (customization) to meet business objectives
SCAMPI B & C BECOMES [NON -BENCHMARK]
Customization Options
Characterization Scale: Red, Yellow, Green
Organizational Scope Model Scope Objective Evidence Sufficiency
V1.3 Approach
• Artifact and affirmation for every
• Two methods: • Entire OU (all WUs) • • All PAs practice
•
SCAMPI B & C Representative
Sample based • One or more • Artifact for every practice, affirmation
• Prescribed OE sampling factors • PAs for every practice group
• One or more WU • One or more
Sufficiency rules and/or support practice • Different OE sufficiency rules for Sub
• No defined •
functions
Portions of WU
• groups Groups
characterization and/or support • One or more • Affirmation for every practice and
function • practices artifact for every practice group
scale • No WUs
(documented • One type of objective evidence (Artifact
process only) or affirmation) for every practice
• One type of objective evidence (Artifact
or affirmation) for every practice group
SCAMPI A BECOMES BENCHMARK
• 36 month appraisal validity becomes 24 months
• 60 day maximum notification for appraisal scope
• Sample size based on number of Work Units (WU) in Organizational Unit (OU)
• WU provides Objective Evidence (OE) for PA or Capability vs. all PAs in scope
• Auto-generated random selection of WU and PA/Capability pairing
• Introduction of impact sampling factors
Quality Touchpoints:
60 day notification of appraisal scope reduces tendency to over prepare
Improved appraisal reliability/accuracy
Random sampling  truly reflective of OU without sponsor or ATL bias
Broader coverage of WU  improved measure of institutionalization & statistically relevant
Sample size scalable based on size of OU
Improved flexibility (customization) to meet business objectives
V2.0 Benchmark
Validity period: 24 months
Appraisal scope: WU/Support function randomly selected maximum of
V1.3 Approach 60 days in advance of conduct phase
• Validity Period 36 • CMMI Waiver: to request more than 60 days
months • OU provide information on WUs and Support Functions (e.g., NYs)
• No prescribed time • CMMI I Waiver: to substitute one WU/Capability/PA pairing
frame for identifying • Sponsor can add additional WUs/PA combinations
appraisal scope • Determine Sub Groups based on relevant and impact sampling
• Sub Groups based factors
on sampling factors • Relevant: applies regardless of the impact on how work is performed
• Impact: relevant sampling factor that impacts how work is
performed
Organizational Sample (auto generated random sample)
• When selecting WUs:
• Maximize coverage of subgroups
V1.3 Approach • Avoid repetition of WUs
• ATL selected the minimal sample
• For Supporting Implementation capability (CAR, DAR & CM):
• Sponsor or ATL may add
• Assign a different PA to a different WU until each PA is selected
additional WU/PA IAW table
• Sample size depends on number of
• For remaining capabilities:
sub groups (e.g., OU with 50
• For OUs with 1 - 40 WUs : Assign a different WU to a capability until all
project one sub group = sample capabilities are addressed per table
size of 1 project) • For OUs with > 40 WUs: Assign a different WU to a capability until all
• One focus WU from each sub capabilities are addressed twice; then assign a different WU to each PA
group Total WUs in the OU Minimal Instances (e.g.,

number of WUs) sampled
1 – 10 1
11 – 40 2
Over 40 3
EXAMPLE: BENCHMARK APPRAISAL
Sub Group
Sub Group 1 Sub Group 2 3
Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Appraisal of DEV model for ML3; OU
Engineering & TS 2 with 30 projects
Develop • Subgroup 1: Small waterfall
Products PI 2 • Subgroup 2: Large waterfall
EST 2 • Subgroup 3: Agile
Plan & Manage PP 2
Project 10 is in requirements phase
Work
M&C 2 Project 24 is in planning
RDM 2
Business
Resiliance RSKM 2 Institutionalization Areas: Governance, &
PPQA 2 Implementation Infrastructure – applied
Ensuring Quality V&V 2 to the processes in use by the sampled
PR 2 WUs
Supporting
CAR 2 Organizational Level PAs: OT, MPM, PM, &
Implementation
DAR 2 PAD – applied to support function
CM 2
EXAMPLE: BENCHMARK APPRAISAL WITH SPONSOR SPECIAL REQUESTS
SubGroup
Sub Group 1 Sub Group 2 3
Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Engineering & TS i 2
Develop
Products PI i 2 Sponsor requested:
EST X 2 • Waiver to include project 8
Plan & Manage PP X 2 • An agile project be included for
Work M&C X 2 Engineering related PAs
RDM X i 2
Business
Resiliance RSKM X 2
PPQA 2
Ensuring Quality V&V 2
PR i 2
CAR 2
Supporting
DAR 2
Implementation
CM 2
Institutionalization Areas: Governance, &
Organizational Level PAs: OT, MPM, PM, &
Implementation Infrastructure – applied to
PAD – applied to support function
the processes in use by the sampled WUs
INTRODUCTION OF A SUSTAINMENT APPRAISAL
• Perform initial Benchmark Appraisal

• Within 24 months, if eligible, perform sustainment appraisal to maintain
rating
Quality Touchpoints:
Buyer requested more timely measures (appraisal results) OU maintains focus on institutionalization
Investigative analysis  Remain cost effective while gaining understanding of entire model scope
INTRODUCTION OF A SUSTAIMENT APPRAISAL
Conduct Sustainment appraisals within 24 months to maintain rating (ML or CL Profile)
• Eligibility: Appraisal scope is the same or a subset of the benchmark
• No new IMPACT sampling factors or sampling factor values
• Team size: minimum 2 including the ATL
Planning Phase: Appraisal scope rules are the same as the Benchmark
• Randomly select 1/3 of the PAs within each capability area for in-depth analysis
Conduct Investigative Analysis (ATL cannot delegate) for the remaining 2/3 PAs
• OE sufficiency: affirmation and artifact for each practice group
• document gaps & identify risky model components
Conduct In-depth Analysis
• Based on the Investigative analysis, first revise the model scope
• 1/3 selected PAs plus any model components identified as risky
• OE sufficiency: artifact and affirmation for every practice for every WU/Support Function
EXAMPL E: SUSTAIN M E NT APPRAIS AL TO MAINTAIN RAT ING
Sub Group 1 Sub Group 2 SubGroup 3 Organizational Sample: same rules as
Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 benchmark
TS i i 2 Model Scope:
Engineering & Develop
Products • Randomly select ~1/3 PA from
PI F F 2 each Capability (F’s)  In-depth
EST i i 2 analysis
PP i i 2 • For remaining 2/3 PAs, conduct
Plan & Manage Work
M&C i i 2 investigative analysis (i’s)
RDM F F 2 • Final in-depth model scope – 1/3
PAs plus any “risky” model
Business Resiliance
RSKM i i 2 components
PPQA i i 2 • CM 2.1, 2.3
Ensuring Quality V&V F F 2 • PP 2.6
PR i i 2 • V&V- Practice Group 3
CAR i i 2 Achieved ML 3 in initial DEV Benchmark
Supporting
DAR F F 2 Appraisal:
Implementation
CM i i 2 Within 24 months conduct validation
appraisal
Institutionalization Areas: Governance, & Implementation Infrastructure – OU with 25 projects & 3 subgroups
applied to the processes in use by the sampled WUs • Some projects have ended since the
benchmark
Organizational Level PAs: OT, MPM, PM, & PAD – applied to support function No new impact sampling factors or values
COST ANALYSIS: EXAMPL E OF OU CHANGE 1 T IME IN 12 YEARS
SCAMPI A SCAMPI A SCAMPI A SCAMPI A

Appraisal Appraisal Appraisal Appraisal
Significant
changes to
the OU
YEARS 1 2 3 4 5 6 7 8 9 10 11 12
CMMI ML3 Sustainment Sustainment

Sustainment Sustainment Repeat
Benchmark Appraisal Appraisal
Appraisal Appraisal Benchmark
Appraisal
Appraisal
Benchmark appraisal: 25% reduction in cost

Sustainment appraisal: 50% reduction in cost
o Best case: OU remains consistent  32% savings
o Worst case: OU changes every 24 months  equivalent cost
o Typical: OU changes twice  15% savings
BENCHMARK COST COMPARISON TO V1.3
CMMI V2.0 CMMI V1.3
Number Number of Number of Number of Number of Number of
of WU in instances instances instances instances instances
OU with 1 SG with 2 SG with 3 SG with 4 or
more SG
1-10 1 WU 1 WU 2 WU 3 WU > 4 WUs
CMMI V2.0 is equivalent or less
(equivalent) (3125) (890) (based on expensive
(1280 number of • 97% of prior 7300 appraisals
appraisals) Sub Groups) conducted
11-40 2 WU 1 WU 2 WU 3 WU CMMI V2.0e expensive
(890)
(equivalent) (340) • Includes 3% of prior 7300
(100)
(440) appraisals conducted
>40 3 WU 1 WU 2 WU 3
(20) (90) (equivalent)
(60)
Basis of estimate: Number of instances (WU or support function) for each PA
Fixed Price Components: planning, opening & closing discussion, reporting
PILOT ELABORATION
What were specific discoveries from How did these discoveries shape the What satisfaction was stated by
the Pilot? solution? participating companies on their Pilot?
• Overall, effort and preparation • The feedback for the initial • In general, ATLs and ATMs have
costs are within the VAA team’s “Directed Sets” approach led to the been satisfied that the appraisal is
predictions. 25% or more savings. discontinuation of that approach accurate.
• There has been concern with • Feedback for the Random PA • Sponsors also have felt that the
“narrative connection” of approach lead to revising the appraisal method fairly represents
evidence. approach with “Random their organization.
Capability” sampling.
• 30-day window for notification of
org sample has been replaced by
60-day notification
change? change?
V1.3 SCAMPI B & C becomes Improved flexibility (customization) to meet Consolidated SCAMPI B & C into one method
business objectives Eliminated prescribed OE sufficiency rules
V2.0 [Non-Benchmark]
Defined characterization scale
V1.3 SCAMPI A becomes 60 day notification of appraisal scope reduces 36 month appraisal validity becomes 24 months
tendency to over prepare 60 day maximum notification of appraisal scope
V2.0 Benchmark
Improved appraisal reliability/accuracy WU provide OE for PA or Capability
Random sampling  truly reflective of OU Auto-generated random selection of WU and
without bias PA/Capability pairing
Broader coverage of WU  improved Introduction of impact sampling factors
measure of institution & statistically
relevant
Sample size scalable based on size of OU
Introduction of a Sustainment Customer requested more timely measures  Perform initial Benchmark Appraisal
OU focus on institutionalization Performed within 24 months to maintain rating
Appraisal
Investigative analysis: Remain cost effective while 60 day maximum notification of appraisal scope
gaining understanding of entire model scope Auto-generated random sample
In-depth (1/3) and investigative analysis (2/3)
SURVEY TIME: APPRAISALS POLL
The Value-Added Appraisal team worked to change CMMI appraisals

to increase reliability while reducing overall cost of ownership.
How well do you think the planned changes ([Non-Benchmark],
Benchmark, and Sustainment appraisals) will accomplish this?

APPRAISALS POLL RESULTS

Systems
Implement
CMMI
V2.0

Method
CMMI V2.0
GO-TO-MARKET STRATEGY, TIMELINE
& MARKETING RESOURCES FOR
PARTNERS
Product Launch Best Practices
Put the Focus on the People, Not the Product
• Show them a compelling picture of how CMMI V2.0 is going to
make the world work better
Get Opinion Leaders On-Board Early

• Get people excited about the potential of CMMI V2.0
• Partners, Pilot Participants, Customers
Make a Mark
• Take a position that’s bold and imaginative
• Paint a picture of the future that our customers want to live/work in
Get New Customers Ready for CMMI V2.0

• Build anticipation, generate buzz and enthusiasm by getting
customers on board early
CMMI V2.0 - Launch Plan Goal #1
Match Product Capabilities to Market Needs
 Identify and Align with Key Customer and Market Segments via Market
Research Study: Internal vs. External: Executives/Managers/Team
Leads/ATMS/Practitioners/Partners across job functions/industries
 Create & Test Clear Positioning and Messaging: How is CMMI V2.0 better
than V1.3? What value does next gen bring to each key audience
(government, new users, agile users, etc.)
 Focus on User Experience: Show how customers will access CMMI V2.0 in
a new way via Guides, new systems and tools, value-added appraisal
method
 Establish New Terminology, CMMI V2.0 Naming and Align to Brand:
(i.e. distinguish between value delivered vs. technical descriptions)
Set Strategic Objectives for Launch Performance

• Agree on Clear Launch Schedule and Goals
 Distinguish between Existing vs. New User Experiences
 Timing for Internal Customers (Instructors, Lead
Appraisers, Current Customers/Users)
 Timing for External Customers (new users, agile users)
Leverage Market Position and Relationships
• Generate CMMI Storylines and Content
 C-SUITE – Build upon the Executive Guide: Staying Relevant in the
Age of Disruption: Why capability is the key to outlasting the
competition
 CUSTOMERS: Team Leads & ATMs - How to Transition from CMM
V1.3 to CMMI V 2.0 (Technical detail) + Pilot Case Studies
 NEW USERS: Managers & Practitioners - How to Get Started with
CMMI V2.0 + Supporting Case Studies from CMMI V2.0 pilots (Real
world application)
CMMI V2.0 - Launch Plan Goal #3 (con’t)
Leverage Market Position and Relationships

• Position CMMI V2.0 in key sectors/industries
 Software/Systems, IT Services, Telecommunications, Defense/Aerospace,
Medical Devices/Healthcare, Government, Agile…
• Share CMMI V2.0 Content and Marketing Kits with CMMI

Loyalists
 Partners, Existing Customers/Users and Allies
• Activate Marketing Partnerships/PR/Marketing Program

 Provide previews of what to expect from CMM V2.0
Successfully Launch CMMI V2.0 to Key Audiences

• Confirm Loyalty of Existing CMMI Customers/Users
 Identify specific needs of key markets (e.g. Government Acquisition Offices,
China, India, US)
 Via pilots, provide early release feedback and support
• Build New Audiences for CMMI V2.0

 Via public launch via conferences and venues of key audiences
Target Audiences for CMMI V2.0
USERS
Existing - Predominantly current users of CMMI—includes those previously
using but not re-appraised.
New - Currently not using CMMI but employing a competing Process
Improvement Methodology e.g. Agile, Lean Six Sigma, ISO.
BUYERS
Existing - Use CMMI to maintain quality and delivery standards from vendors
and suppliers.
New - Require CMMI compliancy with their supply base e.g.
Government/Acquisition Community, large multi-nationals that require quality
suppliers.
Conferences/Events Under Consideration For The Institute
and Partners
• Agile Dev Ops West and East
• Techwell Better SW West Where can Partners
• Agile Alliance 2017 Conference - get leads?
• Gartner’s Symposium/ITxpo SPEAKING AT EVENTS
• OPEX World Conference -
• Global Scrum Gathering
• Dev Ops Enterprise Summit
• IEEE
• International conference on Software Engineering
• NDIA Systems
• Continuous Delivery Conference
• ASQ Software Division
• ASQ European Quality Conference
CMMI V2.0 MARKETING KEY MILESTONES
PARTNER PARTNER OUTREACH TO CLIENTS CONTINUING OUTREACH PUBLIC
WORKSHOP TO NEW USERS LAUNCH
Translations
18-19 May 2017 PRE-LAUNCH MARKETING beginning in

USE CMMI V2.0 MARKETING TOOL KIT 2018 for model,
Partner Workshop 1 Oct -31 Dec 2017 Jan 2018 website, guides,
TO TALK TO CLIENTS NOW  Updated Marketing Toolkit CMMI V2.0 training,
Present and Distribute
20 May -1 October 2017  Coming of CMMI V2.0 Press Available certification
Marketing Kit Press
Release
For Partner Outreach to Clients & Prospects  Pilot Case Studies Release
For CMMI Institute to CMMI Appraised  Marketing Campaigns (what to Jan –June 2018
16 May 2017 Orgs expect from CMMI V2.0) Digital, Email,
Kirk Botula Keynote at  Media Outreach Kit Content
Conference - CMMI V2.0 Marketing
announcement Campaigns
May June July August September October November December January – Dec 2018
2017 2017 2017 2017 2017 2017 2017 2017
CMMI V2.0 Marketing Toolkit for Partners – On USB & IN PRC
PRINT & PDF 4-PAGE BROCHURE
CONTINUOUSLY UPDATED FAQs
Learn how CMMI V2.0 Transforms Organizational Performance
CMMI V2.0 Brochure – What's Inside?
CMMI V2.0 Key Messages - Overview
CMMI V2.0 helps organizations quickly leverage the key
capabilities that directly impact the ability to drive:
• Business results
• Higher quality
• Focus on Performance
• Reduction in cost, time to market and risk
CMMI V2.0 provides the ability to build dynamic

organizational performance by focusing on:
• Embedding performance into existing processes
• Driving value through updated appraisal process
• Integrating agile/Scrum, safety and security
• Being easier to use and more flexible to organizational
needs

Systems
Implement
CMMI
V2.0

Method
Implementation &
Transition Guidance
V2.0 Product Suite CMMI V2.0 Model/Method Complete
Community Review
PARTNERS December 2017
August 2017
Release 3 Release 4 (Service/Supplier CMMI V2.0 CMMI V2.0
(Development) Management/People) Market Launch Appraisals Accepted
Community Review Community Review January 2018 July 2018
July 2017 October 2017
2Q17 3Q17 4Q17 1Q18 2Q18 3Q18

EXCLUSIVE INSTRUCTOR CMMI V2.0 Upgrade Training
CMMI V2.0 Upgrade Offer CMMI V2.0 Intro Training
October 2017 CMMI V2.0 New Instructor Training
CMMI V2.0 Upgrade Training January 2018
CMMI V2.0 Instructor Workshop
V2.0 Training November-December, 2017 CMMI V2.0 New LA Training
V2.0 Training
LEAD APPRAISERS / February 2018
GENERAL PUBLIC
INSTRUCTORS CMMI V2.0 LA Upgrade Workshop
December 2017
CMMI V2.0 MARKETING KEY MILESTONES
PARTNER PARTNER OUTREACH TO CLIENTS CONTINUING OUTREACH PUBLIC
WORKSHOP TO NEW USERS LAUNCH
Translations
18-19 May 2017 PRE-LAUNCH MARKETING beginning in

USE CMMI V2.0 MARKETING TOOL KIT 2018 for model,
Partner Workshop 1 Oct -31 Dec 2017 Jan 2018 website, guides,
TO TALK TO CLIENTS NOW  Updated Marketing Toolkit CMMI V2.0 training,
Present and Distribute
20 May -1 October 2017  Coming of CMMI V2.0 Press Available certification
Marketing Kit Press
Release
For Partner Outreach to Clients & Prospects  Pilot Case Studies Release
For CMMI Institute to CMMI Appraised  Marketing Campaigns (what to Jan –June 2018
16 May 2017 Orgs expect from CMMI V2.0) Digital, Email,
Kirk Botula Keynote at  Media Outreach Kit Content
Conference - CMMI V2.0 Marketing
announcement Campaigns
May June July August September October November December January – Dec 2018
2017 2017 2017 2017 2017 2017 2017 2017

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express written permission of the CMMI Institute. ©2017 CMMI Institute.

 The SW-CMM allowed SW to get its

“The CMMI approach may be enhanced to include some

“Include a new process area related to Security Development”

“A periodic surveillance system as ISO follows would enable better

Performance vs. compliance: Elegantly accommodate:

• Customers, organizations, domains and ecosystems

Appraisal Profiles Implement

Model • Guidance for transition from

• Modular Training components

• V1.3 Process Area to V2.0 Practice Area

• V2.0 Core and Context Specific

• V1.3 Required/Expected/Informative to V2.0 Required/Informative

Quality Touchpoint: Reduced size, redundancy, complexity, focus on process

Practices are not Practices apply to

Quality Touchpoint: Reduced size, complexity, increase adoptability, maintainability

Capacity and Availability Management (CAM) Levels 3

Decision Analysis and Resolution (DAR)

Solicitation and Supplier Agreement Development 3

Risk Management (RSKM) 3 Staffing and Workforce Management (SWM) 3 CMM-

express written permission of the CMMI Institute. ©2017 CMMI Institute.

tin ecu duc urit

CMMI USER NEED CMMI V2.0 ANSWERS PROOF POINTS

• Scalable/Tailorable to fit your

Initial V2.0 Release

Quality Touchpoint: Simpler, single user-interface/sign-on, reduced complexity and redundancy

Implementation & CMMI V2.0

2Q17 3Q17 4Q17 1Q18 2Q18 3Q18

Translations beginning in 2018

CMMI V2.0 CMMI V2.0

1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19

INSTRUCTORS LEAD APPRAISERS ATM, CMMI CMMI PROFESSIONAL

V2.0 Training CMMI V2.0 LA Upgrade Workshop

• Be among the first to get upgraded on CMMI V2.0!

*Additional Sessions will be considered pending interest

V2.0 Model Upgrade Training (Instructor-Led) V2.0 Instructor Workshop (Instructor-Led)

3 DAY INSTRUCTOR-LED TRAINING = $1,000

Please Register at the following link:

1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19

Future roadmap considerations:

2Q17 3Q17 4Q17 1Q18 2Q18 3Q18

CLICK TO EDIT QUESTIONS &

Training & Appraisal

• New Model Content

Training & Appraisal

“Evolve the CMMI to embrace new agile

Development Service Supplier Management

Security [ People / Workforce Management ] Safety

Engineering and Delivery and Selecting and

We have consistently gotten feedback from customers that

What is the impact of the

Training & Appraisal

• New PA called “Managing Performance and

• Performance Management practices now start at Level 1

Corporate Partner (Internal Use) Service Delivery Partner (External Use)

Customers have reported that improvements that result from using

GUIDANCE FOR Guidance

Training & Appraisal