ISO-15288 to CMMI Mapping NDIA Published

ISO/IEEE 15288:2015 to CMMI-DEV v1.3 Map (with IEEE 15288.1 additions)

Task ID ISO 15288 Keywords Conf Gap Comment

6 System Life Cycle Processes6.1 Agreement Processes6.1.1 Acquisition Process6.1.1.3 Activities and tasks6.1.1.3a Prepare for the acquisition6.1.1.3a 1 Define strategy Strong

6.1.1.3a 2 Prepare request Strong

6.1.1.3b Advertise the acquisition and select the supplier

6.1.1.3b 1 Communicate request SAM SP 1.2 Strong Strong6.1.1.3b 2 Select supplier SAM SP 1.2 Strong Strong6.1.1.3c Establish and maintain an agreement6.1.1.3c 1 Develop agreement SAM SP 1.3 Strong Strong6.1.1.3c 2 Identify changes SAM SP 1.3 Strong Strong6.1.1.3c 3 Evaluate impact Strong

6.1.1.3c 4 Negotiate agreement SAM SP 1.3 Strong Strong6.1.1.3c 5 Update agreement SAM SP 1.3 Strong Strong6.1.1.3d Monitor the agreement6.1.1.3d 1 Assess execution SAM SP 2.1 Strong Strong6.1.1.3d 2 Provide data SAM SP 2.1 Strong Strong6.1.1.3e Accept the product or service6.1.1.3e 1 Confirm compliance SAM SP 2.2 Strong Strong6.1.1.3e 2 Make payment None No map No map

Accept product SAM SP 2.2 Strong StrongClose agreement None No map No map

6.1.2 Supply Process6.1.2.3 Activities and tasks6.1.2.3a Prepare for the supply

CMMIPractices

Aggregate Conf

SAM SP 1.1TS SP 2.4SAM GP 2.2

MediumMediumMedium

SAM SP 1.2SAM SP 1.3

StrongWeak

SAM SP 1.3PP SP 3.2

StrongWeak

Though CMMI addresses accepting and transitioning acquired products, it does not explicitly address payment or closure of the supplier agreement.

6.1.1.3e 36.1.1.3e 4 Though CMMI addresses accepting and transitioning

acquired products, it does not explicitly address payment or closure of the supplier agreement.

6.1.2.3a 1 Identify an acquirer RD SP 1.1 Medium Medium

6.1.2.3a 2 Define strategy PP SP 2.7 Weak Weak

6.1.2.3b Respond to a tender6.1.2.3b 1 Evaluate request PP SP 3.2 Weak Weak

6.1.2.3b 2 Prepare response None No map No map

6.1.2.3c Establish and maintain an agreement6.1.2.3c 1 Negotiate agreement Weak

6.1.2.3c 2 Identify changes REQM SP 1.3 Weak

6.1.2.3c 3 Evaluate impact Weak

6.1.2.3c 4 Negotiate agreement Weak

6.1.2.3c 5 Update agreement Weak

6.1.2.3d Execute the agreement

Though CMMI-DEV addresses eliciting customer requirements, market needs and requirements, it does not explicitly address the acquisition supply interface.

CMMI-DEV focuses primarily on planning once a project is identified, not solicitations, proposals or acquisitions for new projects.



PP SP 3.3REQM SP 1.1REQM SP 1.2

WeakWeakWeak

CMMI-DEV focuses primarily on planning and monitoring once a project is identified. The contractual aspects of establishing and maintaining agreements with acquirers are not explicitly addressed.

Weak CMMI-DEV focuses primarily on planning and monitoring once a project is identified. The contractual aspects of establishing and maintaining agreements with acquirers are not explicitly addressed.

REQM SP 1.3REQM SP 1.5

WeakWeak


PP SP 3.3REQM SP 1.3REQM SP 1.5

WeakWeakWeak


PP SP 3.3REQM SP 1.3REQM SP 1.5IPM SP 1.5

WeakWeakWeakWeak


6.1.2.3d 1 Execute agreement Strong

6.1.2.3d 2 Assess execution Strong

6.1.2.3e Deliver and support the product or service6.1.2.3e 1 Deliver the product PI SP 3.4 Strong Strong6.1.2.3e 2 Provide assistance Weak

6.1.2.3e 3 Accept payment None No map No map

6.1.2.3e 4 Transfer product PI SP 3.4 Weak Weak

6.1.2.3e 5 Close agreement None No map No map

6.2 Organizational Project- Enabling Processes6.2.1 Life Cycle Model Management Process6.2.1.3 Activities and tasks6.2.1.3a Establish the process6.2.1.3a 1 Establish policies Strong

6.2.1.3a 2 Establish processes Strong

6.2.1.3a 3 Define roles Strong

6.2.1.3a 4 Define criteria Strong

6.2.1.3a 5 Life cycle models OPD SP 1.2 Strong Strong6.2.1.3b Assess the process6.2.1.3b 1 Monitor execution Strong

IPM SP 1.5PMC SP 1.2PMC SP 1.6

StrongMediumMedium

IPM SP 1.5PMC SP 1.2PMC SP 1.6IPM SP 2.2

StrongMediumMediumMedium

IPM SP 2.1TS SP 3.2

WeakWeak

CMMI-DEV focuses primarily on development of the product up to delivery. Other post-delivery aspects such as maintenance and support are implied in informative material but are not explicit.

CMMI-DEV does not address the contractual or payment aspects of acquirer agreements.

CMMI-DEV includes delivery of products but not transition from an acquirer agreement context.

CMMI-DEV does not address the contractual or payment aspects of acquirer agreements.

OPD SP 1.1OPD SP 1.3OPD GP 2.1OPF GP 2.1

StrongStrongStrongMedium

OPD SP 1.1OPF SP 1.1

StrongStrong

OPD GP 2.4OPF GP 2.4OPD SP 1.1

StrongStrongMedium

OPD SP 1.1OPD SP 1.2OPD SP 1.3

StrongMediumMedium

OPD SP 1.4OPF SP 3.3OPF SP 3.4

StrongStrongStrong

6.2.1.3b 2 Review life cycle Strong

6.2.1.3b 3 Identify improvements Strong

6.2.1.3c Improve the process6.2.1.3c 1 Prioritize improvements Strong

6.2.1.3c 2 Implement improvements Strong

6.2.2 Infrastructure Management Process6.2.2.3 Activities and tasks6.2.2.3a Establish the infrastructure6.2.2.3a 1 Define requirements Strong

6.2.2.3a 2 Identify resources Strong

6.2.2.3b Maintain the infrastructure6.2.2.3b 1 Evaluate infrastructure Strong

6.2.2.3b 2 Improve infrastructure Strong

6.2.3 Portfolio Management Process6.2.3.3 Activities and tasks6.2.3.3a Define and authorize projects6.2.3.3a 1 Identify capabilities None No map No map

6.2.3.3a 2 Prioritize opportunities None No map No map

6.2.3.3a 3 Define projects Medium

OPF SP 1.2OPF SP 3.3

StrongMedium


StrongMedium


StrongStrong

OPF SP 2.2OPF SP 3.4OPF GP 2.7

StrongMediumMedium

IPM SP 1.3OPD SP 1.6PP SP 2.4PI SP 1.2

StrongStrongMediumMedium

IPM SP 1.3OPD SP 1.6* GP 2.3

StrongMediumMedium

IPM SP 1.3PMC SP 1.1OPF SP 1.3OPF SP 3.3


IPM SP 1.3OPF SP 3.4

StrongMedium

CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole.


PP SP 2.7 Medium CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. CMMI practice covers each project individually.

Identify goals PP SP 2.7 Weak Weak

Allocate resources PP SP 2.4 Medium Medium

Identify dependencies Medium

Specify reporting Medium

Authorize project PP SP 3.3 Strong Strong6.2.3.3b Evaluate the portfolio of projects6.2.3.3b 1 Evaluate projects PMC SP 1.7 Weak Weak

6.2.3.3b 2 Continue projects Weak

6.2.3.3c Terminate projects6.2.3.3c 1 Cancel projects None No map No map

6.2.3.3a 4 CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. Also, no CMMI practice explicitly addresses the establishment of expected project goals, objectives, or outcomes.

6.2.3.3a 5 CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. CMMI practice covers each project individually.

6.2.3.3a 6 PP SP 3.3PP SP 2.1PP SP 3.1IPM SP 2.2

MediumWeakWeakWeak

CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. CMMI practice primarily looks at other plans and effects within the project. Looks at dependencies, but not explicitly multi-project interfaces.

6.2.3.3a 7 PP SP 2.1IPM SP 1.4IPM SP 1.5

MediumMediumWeak


6.2.3.3a 8


PP SP 3.3PMC SP 1.7

WeakWeak

Does not explicitly address the ongoing evaluation and commitment. Applies to the extent that PP SP 3.3 is applied continually. Does not address the potential redirection of the project funding if objectives or value not achieved.

CMMI-DEV focuses largely on a single project or product once it has been defined, and not managing the set of projects or products from a portfolio as a whole. CMMI-DEV does not address that potential cancelation of a project based on value to the set of projects.

6.2.3.3c 2 Close projects None No map No map

6.2.4 Human Resource Management Process6.2.4.3 Activities and tasks6.2.4.3a Identify skills6.2.4.3a 1 Identify needs Strong

6.2.4.3a 2 Identify skills Strong

6.2.4.3b Develop skills6.2.4.3b 1 Establish strategy Strong

6.2.4.3b 2 Obtain resources Strong

6.2.4.3b 3 Develop skills OT SP 2.1 Strong Strong6.2.4.3b 4 Maintain records OT SP 2.2 Strong Strong6.2.4.3c Acquire and provide skills6.2.4.3c 1 Obtain personnel Medium

6.2.4.3c 2 Manage personnel Medium

6.2.4.3c 3 Make assignments Strong

6.2.4.3c 4 Motivate personnel None No map No map

6.2.4.3c 5 Control project interfaces Weak

6.2.5 Quality Management Process6.2.5.3 Activities and tasks6.2.5.3a Plan quality management6.2.5.3a 1 Establish policies Strong

Does not explicitly cover the close-out of projects, especially in the context of evaluation across the set of projects in the organization. Indicates that Close-out may be a phase in the life cycle with associated milestone review.

OT SP 1.1OT SP 1.2

StrongMedium

OT SP 2.2OT SP 1.1

StrongMedium

OT SP 1.3OT SP 1.1

StrongMedium

OT SP 1.4OT SP 1.3

StrongMedium

PP SP 2.4PP SP 2.5PMC SP 1.1OT SP 1.1

MediumMediumWeakWeak

Project staffing is addressed by CMMI-DEV but not the strategic organizational aspects of staffing.

OT SP 2.1OT SP 2.2OT SP 1.3

MediumMediumWeak

Project staffing is addressed by CMMI-DEV but not the strategic organizational aspects of staffing.

PP SP 2.5PP SP 2.4OT SP 2.2

StrongMediumWeak

CMMI doesn't address motivation or career development

IPM SP 2.2IPM SP 2.3OPD SP 1.7

WeakWeakWeak

CMMI doesn't focus on multi-project management interfaces but rather single projects.

OPD SP 1.1OPF SP 1.1OPD GP 2.1

StrongMediumMedium

6.2.5.3a 2 Define responsibilities Strong

6.2.5.3a 3 Define quality criteria Strong

6.2.5.3a 4 Provide resources Strong

6.2.5.3b Assess quality management6.2.5.3b 1 Analyze results Strong

6.2.5.3b 2 Assess satisfaction Medium

6.2.5.3b 3 Conduct reviews Strong

6.2.5.3b 4 Monitor status Strong

6.2.5.3c

6.2.5.3c 1 Plan corrective action Strong

6.2.5.3c 2 Plan preventive action Strong

6.2.5.3c 3 Monitor actions Strong

6.2.6 Knowledge Management Process6.2.6.3 Activities and tasks6.2.6.3a Plan knowledge management6.2.6.3a 1 Define strategy Weak

6.2.6.3a 2 Identify knowledge Weak

PPQA GP 2.4OPD GP 2.4OPF GP 2.4

MediumMediumMedium

OPD SP 1.1PPQA SP 1.1PPQA SP 1.2OPD SP 1.4

StrongMediumWeakWeak

PPQA GP 2.3OPD GP 2.3OPF GP 2.3

MediumMediumMedium

OPF SP 3.3PPQA GP 3.2

StrongStrong

PMC SP 1.6OPF SP 1.3OPF SP 1.1

MediumMediumWeak

Customer satisfaction is an underlying tenet of CMMI but assessment is not explicit.

OPF SP 3.3PPQA GP 2.9

StrongStrong


StrongMedium

Perform quality management corrective and preventative action

OPF SP 2.1PPQA SP 2.1

StrongMedium

OPF SP 2.1CAR SP 1.1CAR SP 1.2

MediumMediumMedium

PPQA SP 2.1OPF SP 2.2CAR SP 2.2

StrongMediumMedium

OT SP 1.1OT SP 1.4

WeakWeak

CMMI-DEV collects process assets for use across projects, and strategies for skills development, but it does not address knowledge management or product leverage explicitly.

OT SP 1.1IPM SP 1.2IPM SP 1.7

WeakWeakWeak


6.2.6.3a 3 Identify projects Medium

6.2.6.3b

6.2.6.3b 1 Establish classification Medium

6.2.6.3b 2 Capture knowledge skills Medium

6.2.6.3b 3 Share knowledge skills Medium

6.2.6.3c

6.2.6.3c 1 Establish taxonomy OPD SP 1.5 Weak Weak

6.2.6.3c 2 Develop knowledge assets Medium

6.2.6.3c 3 Share knowledge assets Medium

6.2.6.3d Manage knowledge, skills, and knowledge assets

6.2.6.3d 1 Maintain skills and assets Medium

OPF SP 3.1PP SP 2.5OT SP 1.2

MediumWeakWeak


Share knowledge and skills throughout the organization

OPD SP 1.5OT SP 1.4

MediumWeak

CMMI-DEV provides a process asset library, but is not explicit on classification of assets.

OPF SP 3.4IPM SP 1.7OT SP 1.4

MediumMediumWeak


OPD SP 1.5OPF SP 3.1OT SP 2.1

MediumMediumWeak


Share knowledge assets throughout the organization


OPD SP 1.5OPF SP 3.4

MediumMedium


OPD SP 1.5OPF SP 3.1IPM SP 1.7

MediumMediumWeak


OPD SP 1.5OPF SP 3.4OT SP 1.4

MediumMediumWeak


6.2.6.3d 2 Monitor usage Medium

6.2.6.3d 3 Reassess technology Medium

6.3 Technical Management Processes6.3.1 Project Planning Process6.3.1.3 Activities and tasks6.3.1.3a Define the project6.3.1.3a 1 Identify objectives Strong

6.3.1.3a 2 Define scope PP SP 1.1 Strong Strong6.3.1.3a 3 Define life cycle Strong

6.3.1.3a 4 Establish WBS Strong

6.3.1.3a 5 Define processes Strong

6.3.1.3b Plan project and technical management6.3.1.3b 1 Define schedule Strong

6.3.1.3b 2 Define criteria Strong

6.3.1.3b 3 Define budget Strong

6.3.1.3b 4 Establish responsibilities Strong

6.3.1.3b 5 Define infrastructure Strong

OPF SP 3.3OPF SP 3.4OT SP 2.3

MediumMediumWeak


OPF SP 3.4OT SP 1.1

MediumWeak


IPM SP 1.4IPM SP 1.1PP SP 2.1

StrongMediumWeak

PP SP 1.3IPM SP 1.1

StrongStrong

PP SP 2.4PP SP 1.1

StrongMedium

IPM SP 1.1IPM SP 1.4

StrongMedium

PP SP 2.1PP SP 1.4IPM SP 1.4IPM SP 2.2


IPM SP 1.4PP SP 1.3IPM SP 2.2

StrongMediumMedium

PP SP 1.4PP SP 2.1IPM SP 1.4

StrongStrongMedium

IPM SP 1.6* GP 2.4PP SP 2.5PP SP 2.7


IPM SP 1.3* GP 2.3PP SP 2.4

StrongStrongMedium

6.3.1.3b 6 Plan materials Strong

6.3.1.3b 7 Generate plan Strong

6.3.1.3c Activate the project6.3.1.3c 1 Authorize project PP SP 3.3 Strong Strong6.3.1.3c 2 Commit resources Strong

6.3.1.3c 3 Implement project IPM SP 1.5 Strong Strong6.3.2 Project Assessment and Control Process6.3.2.3 Activities and tasks6.3.2.3a Plan for project assessment and control6.3.2.3a 1 Define strategy Strong

6.3.2.3b Assess the project6.3.2.3b 1 Assess objectives Strong

6.3.2.3b 2 Assess feasibility Strong

6.3.2.3b 3 Assess project status Strong

Assess team roles Strong

Assess resource adequacy Strong

Assess progress Strong

PP SP 2.4SAM GP 2.2SAM SP 1.1

StrongStrongMedium

PP SP 2.7IPM SP 1.4IPM SP 3.1

StrongStrongMedium

PP SP 3.3PP SP 3.2

StrongMedium

PMC GP 2.2PMC GP 3.1

StrongStrong

REQM SP 1.5IPM SP 1.5PP SP 3.2PMC SP 1.1


PP SP 3.2IPM SP 1.4PMC SP 1.1

StrongStrongMedium

PMC SP 1.1IPM SP 1.4PMC SP 1.2IPM SP 2.1PMC SP 1.3PMC SP 1.4PMC SP 1.5

StrongStrongMediumMediumWeakWeakWeak

6.3.2.3b 4 IPM SP 1.5PMC SP 1.4PMC SP 1.5IPM GP 2.8


6.3.2.3b 5 PMC SP 1.1* GP 2.3PMC SP 1.2

StrongStrongMedium

6.3.2.3b 6 PMC SP 1.1IPM SP 1.5VAL SP 2.2

StrongStrongMedium

6.3.2.3b 7 Conduct reviews Strong

6.3.2.3b 8 Monitor critical processes Strong

6.3.2.3b 9 Analyze measurement results Strong

Record status Strong

6.3.2.3b 11 Monitor process execution Strong

6.3.2.3c Control the project6.3.2.3c 1 Initiate action Strong

6.3.2.3c 2 Initiate Replanning Strong

6.3.2.3c 3 Initiate contractual changes Strong

6.3.2.3c 4 Authorize project Strong

6.3.3 Decision Management Process6.3.3.3 Activities and tasks6.3.3.3a Prepare for decisions6.3.3.3a 1 Define strategy Strong

6.3.3.3a 2 Identify need for decision DAR SP 1.1 Strong Strong

PMC SP 1.6PMC SP 1.7IPM SP 1.5

StrongStrongStrong

TS SP 1.1IPM SP 1.5* GP 2.8RSKM SP 2.1

MediumMediumMediumWeak

PMC SP 1.6PMC SP 2.1MA SP 2.2PMC SP 1.1IPM SP 1.5* GP 2.8

StrongStrongStrongMediumMediumMedium

6.3.2.3b 10 PMC SP 1.6PMC SP 1.7PMC SP 2.1IPM SP 1.5


IPM SP 1.5* GP 2.8

StrongStrong

PMC SP 2.2PMC SP 2.3IPM SP 1.5

StrongStrongMedium

PMC SP 2.2PP SP 3.2PMC SP 2.1IPM SP 1.5


REQM SP 1.3REQM SP 1.5SAM SP 1.3IPM SP 1.5


IPM SP 1.5PMC SP 1.7* GP 2.10IPM SP 1.4

StrongMediumMediumWeak

Intent of "authorization" is met through entry/exit criteria on tasks/reviews, even though in informative details.

DAR SP 1.1DAR GP 2.2

StrongStrong

6.3.3.3a 3 Involve stakeholders Strong

6.3.3.3b Analyze the decision information6.3.3.3b 1 Select strategy Strong

6.3.3.3b 2 Determine Criteria DAR SP 1.2 Strong Strong6.3.3.3b 3 Identify alternatives DAR SP 1.3 Strong Strong6.3.3.3b 4 Evaluate alternatives DAR SP 1.5 Strong Strong6.3.3.3c Make and manage decisions6.3.3.3c 1 Determine alternative DAR SP 1.6 Strong Strong6.3.3.3c 2 Record Resolutions DAR SP 1.6 Strong Strong6.3.3.3c 3 Record decisions Strong

6.3.4 Risk Management Process6.3.4.3 Activities and tasks6.3.4.3a Plan risk management6.3.4.3a 1 Define strategy Strong

6.3.4.3a 2 Define risk context Strong

6.3.4.3b Manage the risk profile6.3.4.3b 1 Define thresholds Strong

6.3.4.3b 2 Establish risk profile Strong

Communicate risk profile Strong

6.3.4.3c Analyze risks6.3.4.3c 1 Identify risks Strong

6.3.4.3c 2 Estimate probability Strong

6.3.4.3c 3 Evaluate risks Strong

6.3.4.3c 4 Define treatment strategy RSKM SP 3.1 Strong Strong6.3.4.3d Treat risks

DAR GP 2.7DAR SP 1.3IPM SP 2.1

StrongWeakWeak

DAR SP 1.4DAR SP 1.1

StrongWeak

DAR SP 1.6DAR GP 2.6DAR GP 2.8

StrongMediumMedium

RSKM SP 1.3RSKM GP 2.2

StrongMedium

PP SP 2.2RSKM SP 1.2RSKM SP 1.3RSKM SP 1.1


RSKM SP 1.2RSKM SP 1.3

StrongStrong

PP SP 2.2PMC SP 1.3RSKM SP 2.2RSKM SP 2.1


6.3.4.3b 3 PMC SP 1.3RSKM GP 2.7

StrongStrong

PP SP 2.2RSKM SP 2.1

StrongStrong


StrongStrong

RSKM SP 2.2PMC SP 1.3

StrongMedium

6.3.4.3d 1 Recommend risk treatment Strong

6.3.4.3d 2 Implement risk treatment RSKM SP 3.2 Strong Strong6.3.4.3d 3 Monitor risks Strong

6.3.4.3d 4 Manage risks Strong

6.3.4.3e Monitor risks6.3.4.3e 1 Monitor risk context Strong

6.3.4.3e 2 Monitor measures Strong

6.3.4.3e 3 Monitor new risks Strong

6.3.5 Configuration Management Process6.3.5.3 Activities and tasks6.3.5.3a Plan configuration management6.3.5.3a 1 Define strategy Strong

6.3.5.3a 2 Define archive approach Strong

6.3.5.3b Perform configuration identification6.3.5.3b 1 Identify configuration items CM SP 1.1 Strong Strong6.3.5.3b 2 Identify hierarchy CM SP 1.1 Strong Strong6.3.5.3b 3 Establish system identifiers Strong

6.3.5.3b 4 Define baselines Strong

6.3.5.3b 5 Obtain agreement Strong

6.3.5.3c Perform configuration change management6.3.5.3c 1 Identify changes Strong Strong

6.3.5.3c 2 Evaluate changes Strong Strong

RSKM SP 3.1RSKM SP 2.2

StrongMedium

PMC SP 1.3RSKM SP 3.2PMC SP 2.1

StrongStrongMedium

RSKM SP 3.2PMC SP 2.2PMC SP 2.3

StrongMediumMedium

PMC SP 1.3RSKM SP 3.2RSKM SP 2.2

StrongStrongMedium

RSKM SP 3.2RSKM GP 2.8

StrongStrong


StrongStrong

CM GP 2.2CM SP 1.1CM SP 1.2CM GP 2.4CM GP 3.1

StrongMediumMediumMediumMedium

CM SP 1.2CM SP 3.1CM GP 2.2

MediumMediumMedium

CM SP 1.1 Strong

CM SP 1.3CM SP 1.1

StrongWeak

CM SP 1.3CM GP 2.7SAM SP 1.3

MediumMediumWeak

CM SP 2.1

CM SP 2.1

6.3.5.3c 3 Review changes Strong

6.3.5.3c 4 Track changes Strong

6.3.5.3d Perform configuration status accounting6.3.5.3d 1 Maintain configuration data Strong

6.3.5.3d 2 Capture configuration data Strong

6.3.5.3e Perform configuration evaluation6.3.5.3e 1 Identify CM audits Strong

6.3.5.3e 2 Verify product configuration CM SP 3.2 Strong Strong6.3.5.3e 3 Monitor changes Strong

6.3.5.3e 4 Assess capabilities CM SP 3.2 Strong Strong6.3.5.3e 5 Assess system conformance CM SP 3.2 Strong Strong6.3.5.3e 6 Record CM audits Strong

6.3.5.3f Perform release control6.3.5.3f 1 Approve releases Strong

6.3.5.3f 2 Track releases Strong

6.3.6 Information Management Process6.3.6.3 Activities and tasks6.3.6.3a Prepare for information management6.3.6.3a 1 Define strategy Strong

6.3.6.3a 2 Define items managed Strong

6.3.6.3a 3 Designate responsibilities Strong

6.3.6.3a 4 Define structure Strong

6.3.6.3a 5 Define maintenance PP SP 2.3 Strong Strong6.3.6.3b Perform information management6.3.6.3b 1 Obtain information items Strong

CM SP 2.1CM SP 2.2CM SP 1.3

StrongMediumWeak

CM SP 2.1CM SP 2.2

StrongMedium

CM SP 3.1CM GP 2.6

StrongStrong

CM SP 3.1CM GP 2.6CM SP 2.2

StrongStrongWeak

CM SP 3.2CM GP 2.2

StrongMedium

CM SP 2.2CM SP 2.1

StrongMedium

CM SP 3.2CM GP 2.6CM SP 3.1

StrongMediumWeak

CM SP 1.3CM SP 2.2

StrongMedium

CM SP 1.3CM SP 2.2

StrongMedium

PP SP 2.3PP GP 2.2

StrongMedium

PP SP 2.3CM SP 1.1

StrongWeak

PP GP 2.4PP SP 2.3

StrongMedium

PP SP 2.3CM SP 1.2

StrongWeak

* GP 2.6PMC SP 1.4

StrongWeak

6.3.6.3b 2 Maintain information items Strong

6.3.6.3b 3 Provide documentation Strong

6.3.6.3b 4 Archive information Strong

Dispose of information None No map No map

6.3.7 Measurement Process6.3.7.3 Activities and tasks6.3.7.3a Prepare for Measurement6.3.7.3a 1 Define strategy Strong

6.3.7.3a 2 Describe characteristics Strong

6.3.7.3a 3 Identify information needs MA SP 1.1 Strong StrongSelect measures MA SP 1.2 Strong StrongDefine procedures Strong

Define evaluation criteria MA SP 1.4 Strong Strong6.3.7.3a 7 Plan systems or services Strong

6.3.7.3b Perform measurement6.3.7.3b 1 Integrate procedures Strong

6.3.7.3b 2 Collect data Strong

6.3.7.3b 3 Analyze data MA SP 2.2 Strong Strong6.3.7.3b 4 Document results Strong

6.3.8 Quality Assurance Process6.3.8.3 Activities and tasks6.3.8.3a Prepare for quality assurance6.3.8.3a 1 Define strategy Strong

* GP 2.6PMC SP 1.4

StrongMedium

* GP 2.6 PMC SP 1.4

StrongMedium

* GP 2.6PMC SP 1.4CM SP 1.3

StrongMediumWeak

6.3.6.3b 5 CMMI-DEV does not address disposal of information no longer needed.

MA SP 1.1MA GP 2.2

StrongStrong

MA SP 1.1IPM SP 1.2

StrongMedium

6.3.7.3a 46.3.7.3a 5 MA SP 1.3

MA SP 1.4StrongStrong

6.3.7.3a 6PP SP 2.4IPM SP 1.3MA GP 2.2

MediumMediumMedium

IPM SP 1.4MA SP 1.3MA SP 1.4OPD SP 1.4


MA SP 2.1MA SP 2.3

StrongStrong

MA.SP 2.4MA SP 2.3

StrongMedium

PPQA GP 2.2PPQA GP 3.1IPM SP 1.1PP SP 2.7

StrongStrongMediumWeak

6.3.8.3a 2 Establish independence Strong

6.3.8.3a 3 Medium Supplier Quality requirements not explicit in CMMI.

6.3.8.3b Perform product or service evaluations6.3.8.3b 1 Evaluate product Strong

6.3.8.3b 2 Ensure conformance Strong

6.3.8.3b 3 Medium

6.3.8.3c Perform process evaluations6.3.8.3c 1 Evaluate processes Strong

6.3.8.3c 2 Evaluate environments IPM GP 2.9 Weak Weak

6.3.8.3c 3 Evaluate supplier processes Strong

6.3.8.3d Manage QA records and reports6.3.8.3d 1 Create records Strong

6.3.8.3d 2 Maintain records Strong

6.3.8.3d 3 Identify incidents Strong

6.3.8.3e Treat incidents and problems6.3.8.3e 1 Record and analyze incidents Strong

6.3.8.3e 2 Resolve incidents PPQA SP 2.1 Strong Strong6.3.8.3e 3 Record problems Strong

6.3.8.3e 4 Prioritize treatments PPQA SP 2.1 Medium Medium Prioritization not explicit in CMMI.

PPQA GP 2.4PPQA SP 1.1PPQA SP 1.2

StrongMediumWeak

Objectivity stressed but establishing independence not specific.

Confirm supplier quality(added per IEEE 15288.1)

SAM SP 1.3QPM SP 1.1

MediumWeak

PPQA SP 1.2* GP 2.9

StrongStrong

VER SP 3.1VAL SP 2.1PPQA SP 1.2VER SP 2.2


Verify supplier quality(added per IEEE 15288.1)

SAM SP 2.1PPQA SP 1.2

MediumWeak

Supplier Quality Assurance program not explicit in CMMI.

PPQA SP 1.1* GP 2.9

StrongStrong

CMMI QA doesn't specifically address evaluation of tools or environments.

SAM SP 2.1SAM SP 1.2

StrongWeak

PPQA SP 2.2PPQA SP 2.1

StrongMedium

PPQA SP 2.2PPQA SP 2.1

StrongMedium

PPQA SP 1.1PPQA SP 1.2PPQA SP 2.1* GP 2.9


PPQA SP 1.1PPQA SP 1.2PPQA SP 2.1PPQA SP 2.2

StrongStrongStrongWeak

PPQA SP 1.1PPQA SP 1.2PPQA SP 2.1PPQA SP 2.2

StrongStrongStrongStrong

6.3.8.3e 5 Analyze trends Strong

6.3.8.3e 6 Inform stakeholders Strong

6.3.8.3e 7 Track problems PPQA SP 2.1 Strong Strong6.4 Technical Processes6.4.1 Business or Mission Analysis Process6.4.1.3 Activities and tasks6.4.1.3a Prepare for Business or Mission Analysis6.4.1.3a 1 Review opportunities None No map No map

6.4.1.3a 2 Define strategy None No map No map

6.4.1.3a 3 Plan systems or services Strong

6.4.1.3a 4 Access to enablers Strong

6.4.1.3b Define the problem or opportunity space6.4.1.3b 1 Analyze opportunities None No map No map

6.4.1.3b 2 Define mission opportunity None No map No map

6.4.1.3c Characterize the solution space6.4.1.3c 1 Define preliminary concepts RD SP 3.1 Medium Medium

6.4.1.3c 2 Identify alternatives DAR SP 1.3 Strong Strong6.4.1.3d Evaluate alternative solution classes6.4.1.3d 1 Assess alternatives Strong

6.4.1.3d 2 Select alternatives DAR SP 1.6 Strong Strong6.4.1.3e Manage the Business or Mission Analysis

PPQA SP 2.1MA SP 2.2QPM SP 2.3PPQA GP 2.8CAR SP 1.2

MediumMediumMediumMediumWeak

PPQA SP 2.1PPQA GP 2.10

StrongWeak

CMMI-DEV does not address organization mission, vision, concept of operations or strategy.


PP SP 2.4IPM SP 1.3RD GP 2.2

MediumMediumMedium

RD GP 2.3IPM SP 1.3

StrongMedium

CMMI-DEV does not address organization mission, vision, concept of operations or strategy; or analysis of the same.



DAR SP 1.2DAR SP 1.5DAR SP 1.4DAR SP 1.1


6.4.1.3e 1 Maintain traceability Strong

6.4.1.3e 2 Provide key items Strong

6.4.2

6.4.2.3 Activities and tasks6.4.2.3a

6.4.2.3a 1 Identify stakeholders Strong

6.4.2.3a 2 Define strategy Strong

Plan systems or services Strong

Access to enablers Strong

6.4.2.3b Define stakeholder needs6.4.2.3b 1 Define operational scenarios RD SP 3.1 Strong Strong6.4.2.3b 2 Identify stakeholder needs RD SP 1.1 Strong Strong

Prioritize and down select Strong

Define stakeholder needs RD SP 1.2 Strong Strong6.4.2.3c

6.4.2.3c 1 Define scenarios Strong

6.4.2.3c 2 Identify interaction Strong

6.4.2.3d

6.4.2.3d 1 Identify constraints RD SP 1.1 Strong Strong6.4.2.3d 2 Identify critical characteristics Strong

6.4.2.3d 3 Define stakeholder requirements Strong

6.4.2.3e Analyze stakeholder requirements6.4.2.3e 1 Analyze requirements Strong


StrongWeak

RD GP 2.6CM SP 1.3

StrongMedium

Stakeholder needs and Requirements Definition Process

Prepare for stakeholder needs and requirements definition

PP SP 2.6RD GP 2.7

StrongStrong

RD GP 2.2RD SP 1.1

StrongWeak

6.4.2.3a 3 PP SP 2.4IPM SP 1.3RD GP 2.2

MediumMediumMedium

6.4.2.3a 4 RD GP 2.3IPM SP 1.3

StrongMedium

6.4.2.3b 3 RD SP 1.2RD SP 3.4

StrongStrong

6.4.2.3b 4Develop the operational concept and other life-cycle concepts

RD SP 3.1RD SP 3.2

StrongStrong

RD SP 3.1RD SP 3.2RD SP 2.3

StrongMediumWeak

Transform stakeholder needs into stakeholder requirements


StrongMediumMedium

RD SP 1.2RD SP 3.4

StrongMedium

RD SP 3.3RD SP 3.4

StrongMedium

6.4.2.3e 2 Define performance measures Strong

6.4.2.3e 3 Feed back requirements RD SP 3.5 Strong Strong6.4.2.3e 4 Resolve issues Strong

6.4.2.3f

6.4.2.3f 1 Obtain agreement RD SP 3.5 Strong Strong6.4.2.3f 2 Maintain traceability Strong

6.4.2.3f 3 Provide key items Strong

6.4.3 System Requirements definition Process6.4.3.3 Activities and tasks6.4.3.3a Prepare for System Requirements Definition6.4.3.3a 1 Define functional boundary Strong

6.4.3.3a 2 Define requirements definition Strong



6.4.3.3b Define system requirements6.4.3.3b 1 Define system functions RD SP 3.2 Strong Strong6.4.3.3b 2 Define constraints Strong

6.4.3.3b 3 Identify quality characteristics RD SP 3.2 Strong Strong6.4.3.3b 4 Define system requirements Strong

6.4.3.3c Analyze system requirements6.4.3.3c 1 Analyze requirements Strong

MA SP 1.2RD SP 3.2MA SP 1.1MA SP 1.3MA SP 1.4


IPM SP 2.3RD SP 3.3RD SP 3.4

StrongWeakWeak

Manage the stakeholder needs and requirements definition


StrongWeak

RD GP 2.6CM SP 1.3

StrongMedium


StrongMediumMedium

RD GP 2.2RD SP 1.1

StrongWeak

PP SP 2.4IPM SP 1.3RD GP 2.2

MediumMediumMedium

RD GP 2.3IPM SP 1.3

StrongMedium

RD SP 1.1RD SP 2.2TS SP 1.2

StrongStrongWeak


MediumMediumMedium

RD SP 3.3RD SP 3.4

MediumMedium

6.4.3.3c 2 Define performance measures Strong

6.4.3.3c 3 Feed back requirements Strong

6.4.3.3c 4 Resolve issues Strong

6.4.3.3d Manage system requirements6.4.3.3d 1 Obtain agreement Strong

6.4.3.3d 2 Maintain traceability Strong

6.4.3.3d 3 Provide key items Strong

6.4.4 Architecture definition Process6.4.4.3 Activities and tasks6.4.4.3a Prepare for architecture definition6.4.4.3a 1 Identify key drivers Strong

6.4.4.3a 2 Identify stakeholder concerns Strong


6.4.4.3a 4 Define evaluation criteria Strong



6.4.4.3b Develop architecture viewpoints

MA SP 1.2RD SP 3.2MA SP 1.1MA SP 1.3MA SP 1.4


RD SP 3.5RD GP 2.7

StrongStrong

IPM SP 2.3RD SP 3.3RD SP 3.4

StrongMediumWeak

REQM SP 1.2RD SP 3.5

StrongStrong


StrongWeak

RD GP 2.6CM SP 1.3

StrongMedium

RD SP 1.1TS SP 2.2RD SP 1.2RD SP 3.1RD SP 3.2

MediumMediumWeakWeakWeak


StrongWeakWeak

TS SP 1.2TS GP 2.2TS GP 2.7

MediumMediumWeak

TS SP 1.1DAR SP 1.2

StrongMedium

PP SP 2.4IPM SP 1.3TS GP 2.2

MediumMediumMedium

TS GP 2.3IPM SP 1.3

StrongMedium

6.4.4.3b 1 Select viewpoints Strong

6.4.4.3b 2 Establish architecture framework Medium

6.4.4.3b 3 Capture rationale Strong

6.4.4.3b 4 Select modelling techniques Medium CMMI does not explicitly address modeling techniques

6.4.4.3c

6.4.4.3c 1 Define boundaries Strong

6.4.4.3c 2 Identify relationships Strong

6.4.4.3c 3 Allocate concepts Strong

6.4.4.3c 4 Select models TS SP 1.2 Strong Strong6.4.4.3c 5 Compose views Strong

6.4.4.3c 6 Harmonize architecture models Strong

6.4.4.3c 7 Strong

6.4.4.3c 8 Strong

6.4.4.3d Relate the architecture to design6.4.4.3d 1 Identify system elements Strong

6.4.4.3d 2 Define interfaces Strong

TS SP 2.2RD SP 1.2RD SP 1.1TS SP 2.1


TS SP 2.1TS SP 2.2

WeakWeak

If stakeholder does not specify a framework (e.g., DoDAF, Zachman, FEA, TOGAF, etc.) then contractor may need to justify the choice made and document the decision on the Data Access List (DAL).

TS SP 1.2TS SP 2.2

StrongMedium


TS SP 1.2TS GP 2.3DAR SP 1.5

MediumMediumWeak

Develop models and views of candidate architectures

TS SP 1.2TS SP 2.2TS SP 2.3

StrongMediumMedium


TS SP 1.2TS SP 2.1

StrongMedium

RD SP 2.2TS SP 2.2

StrongWeak

TS SP 2.1TS SP 2.2

MediumMedium

REQM SP 1.4TS SP 2.1

StrongMedium

Develop functional architecture(added per IEEE 15288.1)

TS SP 2.1TS SP 2.2

StrongMedium

Develop physical architecture(added per IEEE 15288.1)

TS SP 2.1TS SP 2.2

StrongMedium

TS SP 2.1TS SP 1.2

StrongMedium

TS SP 2.3 RD SP 2.3TS SP 2.1

StrongMediumMedium

6.4.4.3d 3 Partition requirements Strong

6.4.4.3d 4 Map elements Strong

6.4.4.3d 5 Define principles Weak

6.4.4.3e Assess architecture candidates6.4.4.3e 1 Assess architecture requirements Strong Strong

6.4.4.3e 2 Assess architecture concerns Strong Strong

6.4.4.3e 3 Select architecture Strong Strong

6.4.4.3e 4 Establish architecture baseline CM SP 1.3 Strong Strong6.4.4.3e 5 Strong

6.4.4.3f Manage the selected architecture6.4.4.3f 1 Formalize governance approach TS GP 2.4 Medium Medium

6.4.4.3f 2 Obtain acceptance CM SP 2.2 Strong Strong 6.4.4.3f 3 Maintain completeness Medium

6.4.4.3f 4 Control evolution Medium Specific Practices do not provide sufficient coverage.

6.4.4.3f 5 Maintain architecture definition Strong

6.4.4.3f 6 Maintain traceability Strong

6.4.4.3f 7 Provide key items Strong

6.4.5 Design definition Process6.4.5.3 Activities and tasks6.4.5.3a Prepare for design definition6.4.5.3a 1 Determine technologies Medium CMMI does not explicitly address technologies.

6.4.5.3a 2 Determine design types Medium

RD SP 2.2REQM SP 1.4TS SP 2.2

StrongWeakWeak


StrongMedium

TS SP 1.1TS SP 2.1

WeakWeak

CMMI does not explicitly address architecture principles.

TS SP 2.1

TS SP 1.2

TS SP 1.2

Assess architecture(added per IEEE 15288.1)

TS SP 1.1TS SP 1.2

StrongMedium

No Specific Practices addressing this item Generic Practice is not sufficient to rate as Strong.

CM SP 3.2TS SP 2.1TS SP 2.2

MediumWeakWeak

Specific Practices do not provide sufficient consistency and/or correctness would need to be specified.

CM SP 2.2TS GP 2.6TS SP 2.2

MediumMediumWeak

TS SP 2.2TS SP 2.1

StrongMedium


StrongWeak

CM SP 1.3TS GP 2.6

MediumMedium

TS SP 1.1TS SP 1.2

MediumMedium

RD SP 2.1TS SP 1.1 TS SP 2.1

MediumMediumMedium

Referenced SPs are not sufficient in determination of design types.

6.4.5.3a 3 Define principles Medium

6.4.5.3a 4 Define strategy Medium



6.4.5.3b

6.4.5.3b 1 Allocate requirements RD SP 2.2 Strong Strong6.4.5.3b 2 Transform architecture Strong

6.4.5.3b 3 Define design enablers Strong

6.4.5.3b 4 Examine alternatives Strong

6.4.5.3b 5 Refine interfaces Strong

6.4.5.3b 6 Establish design artifacts TS SP 2.2 Strong Strong6.4.5.3c Assess alternatives for obtaining system elements

6.4.5.3c 1 Identify Non-Developmental Items (NDI) Medium

6.4.5.3c 2 Assess NDI Strong

6.4.5.3c 3 Determine preferred alternative Strong

6.4.5.3d Manage the design

RSKM SP 2.1TS SP 1.1TS SP 2.4

MediumWeakWeak

CMMI does not cover the breadth of the system lifecycle.

IPM SP 1.4TS GP 2.2

MediumMedium

Determination of strategy is not defined by the referenced CMMI practices.


MediumMediumMedium

TS GP 2.3IPM SP 1.3

StrongMedium

Establish design characteristics and design enablers related to each system element

TS SP 2.1TS SP 2.2

StrongStrong

TS SP 2.1TS SP 2.2

StrongMedium

DAR SP 1.5TS SP 1.1TS SP 2.4TS SP 1.2TS SP 2.1

StrongStrongMediumWeakWeak

RD SP 2.3TS SP 2.1TS SP 2.3RD SP 1.2


TS SP 2.4SAM SP 1.1

MediumWeak

NDI may be specified by Customer which makes it a requirement or determined by evaluation against specification. CMMI practices are not explicit enough to identify all types of NDI, specifically Reuse and GOTS.

TS SP 1.1DAR SP 1.4DAR SP 1.5TS SP 2.1


TS SP 1.2DAR SP 1.6

StrongMedium

6.4.5.3d 1 Map design characteristics Strong

6.4.5.3d 2 Capture rationale Strong

6.4.5.3d 3 Maintain traceability Strong

6.4.5.3d 4 Provide key items Strong

6.4.6 System analysis process6.4.6.3 Activities and tasks6.4.6.3a Prepare for system analysis6.4.6.3a 1 Identify problem Strong

6.4.6.3a 2 Identify stakeholders Strong

6.4.6.3a 3 Define scope Strong

6.4.6.3a 4 Select analysis methods Strong




6.4.6.3a 8 Collect data Strong

6.4.6.3b Perform system analysis

REQM SP 1.4TS SP 1.2TS SP 2.2CM SP 1.1


TS SP 2.1TS SP 2.2

StrongStrong


StrongWeak

CM SP 1.3TS GP 2.6

MediumMedium

RD SP 3.3RD SP 3.4RD SP 1.1TS SP 1.1


RD GP 2.7TS GP 2.7

StrongStrong

RD SP 3.3RD SP 3.4RD SP 1.1TS SP 1.1



StrongStrongMedium

RD SP 3.3RD SP 3.4TS SP 1.1RD GP 2.2TS GP 2.2

StrongStrongMediumMediumMedium

PP SP 2.4IPM SP 1.3RD GP 2.2TS GP 2.2

MediumMediumMediumMedium

RD GP 2.3TS GP 2.3IPM SP 1.3

StrongStrongMedium


StrongStrongStrong

6.4.6.3b 1 Identify assumptions Strong

6.4.6.3b 2 Apply methods Strong

6.4.6.3b 3 Review analysis results Strong

6.4.6.3b 4 Establish recommendations Strong

6.4.6.3b 5 Record results Strong

6.4.6.3c Manage the system analysis6.4.6.3c 1 Maintain traceability Strong

6.4.6.3c 2 Provide key items Strong

6.4.7 Implementation Process6.4.7.3 Activities and tasks6.4.7.3a Prepare for implementation6.4.7.3a 1 Define strategy Strong

6.4.7.3a 2 Identify constraints Strong



6.4.7.3b Perform implementation6.4.7.3b 1 Realize system elements Strong

6.4.7.3b 2 Package system elements Strong

RD SP 3.3RD SP 3.4RD SP 3.5TS SP 1.1TS SP 1.2

MediumMediumMediumMediumMedium


StrongStrongStrong


StrongStrongStrong


StrongStrongStrong


StrongStrongStrong


StrongMedium

CM SP 1.3RD GP 2.6TS GP 2.6

MediumMediumMedium

TS GP 2.2TS SP 1.1TS SP 2.4

StrongMediumMedium


StrongMediumWeak


MediumMediumMedium

TS GP 2.3IPM SP 1.3

StrongMedium

TS SP 3.1TS SP 2.4

StrongMedium

PI SP 3.4TS GP 2.6

StrongMedium

6.4.7.3b 3 Record evidence Strong

6.4.7.3c Manage results of implementation6.4.7.3c 1 Record implementation results Strong

6.4.7.3c 2 Maintain traceability Strong


6.4.8 Integration Process6.4.8.3 Activities and tasks6.4.8.3a Prepare for integration6.4.8.3a 1 Define check points Strong

6.4.8.3a 2 Define strategy PI SP 1.1 Strong Strong6.4.8.3a 3 Plan systems or services Strong



6.4.8.3b Perform integration6.4.8.3b 1 Obtain system elements PI SP 3.1 Strong Strong6.4.8.3b 2 Assemble system elements PI SP 3.2 Strong

6.4.8.3b 3 Perform interface checks PI SP 3.3 Strong Strong6.4.8.3c Manage results of integration6.4.8.3c 1 Record integration results Strong


TS SP 3.1CM SP 3.2VER SP 3.2VAL SP 2.2TS GP 2.9


TS SP 3.1TS SP 2.2VER SP 3.2TS GP 2.9

MediumMediumMediumMedium


StrongWeak

CM SP 1.3TS GP 2.6

MediumMedium

PI SP 1.3PI SP 2.1PI SP 2.2

MediumMediumMedium

PI SP 1.2PP SP 2.4IPM SP 1.3PI GP 2.2


PI SP 1.2PI GP 2.3IPM SP 1.3

StrongStrongMedium

RD SP 1.1TS SP 2.3RD SP 2.3PI SP 1.3


Strong

PI SP 3.3CM SP 2.1

StrongWeak


StrongWeak


6.4.9 Verification Process6.4.9.3 Activities and tasks6.4.9.3a Prepare for verification6.4.9.3a 1 Identify verification scope Strong

6.4.9.3a 2 Identify constraints TS SP 2.1 Medium Medium

6.4.9.3a 3 Select verification methods Strong


6.4.9.3a 5 Identify constraints Medium



6.4.9.3b Perform verification6.4.9.3b 1 Define verification procedures VER SP 1.3 Strong Strong6.4.9.3b 2 Conduct verification Strong

6.4.9.3c Manage results of verification6.4.9.3c 1 Record verification results Strong

6.4.9.3c 2 Record incidents Strong

6.4.9.3c 3 Obtain stakeholder agreement Strong



CM SP 1.3PI GP 2.6

MediumMedium

VER SP 1.1VER GP 2.2

StrongStrong

15288.1 is at low level of detail; CMMI does not completely cover at detail of 15288.1

VER SP 1.1VER SP 1.3

StrongStrong

VER SP 1.3VER SP 1.1VER GP 2.2

StrongMediumMedium

RD SP 1.2VER SP 1.3

MediumMedium

15288.1 is at low level of detail; CMMI does not completely cover at detail of 15288.1

VER SP 1.2PP SP 2.4IPM SP 1.3PI GP 2.2


VER SP 1.2VER GP 2.3IPM SP 1.3

StrongStrongMedium

VER SP 2.2VER SP 3.1

StrongStrong

VER SP 3.1VER SP 2.3VER SP 3.2

StrongMediumMedium

VER SP 2.3VER SP 3.2PMC SP 1.4VER SP 3.1


IPM SP 2.1VER GP 2.7PP SP 3.3

StrongStrongMedium

REQM SP 1.4VER SP 1.1REQM SP 1.5

StrongMediumWeak

VER GP 2.6CM SP 1.3

StrongMedium

6.4.10 Transition Process6.4.10.3 Activities and tasks6.4.10.3a Prepare for the transition6.4.10.3a 1 Define strategy Medium

6.4.10.3a 2 Identify facility needs Weak

6.4.10.3a 3 Identify training TS SP 3.2 Medium Medium

6.4.10.3a 4 Identify system constraints Medium

6.4.10.3a 5 Plan systems or services Weak

6.4.10.3a 6 Access to enablers Medium

6.4.10.3a 7 Identify shipping and receiving PI SP 3.4 Strong Strong6.4.10.3b Perform the transition6.4.10.3b 1 Prepare site PI SP 3.4 Strong Strong6.4.10.3b 2 Deliver system PI SP 3.4 Strong Strong6.4.10.3b 3 Install system PI SP 3.4 Strong Strong6.4.10.3b 4 Demonstrate installation Strong

6.4.10.3b 5 Provide training TS SP 3.2 Weak Weak

6.4.10.3b 6 Activate system Medium

6.4.10.3b 7 Demonstrate system Medium

SAM SP 2.3PP SP 2.7IPM SP 1.4TS SP 3.2VAL SP 1.1PI GP 2.2

MediumWeakWeakWeakWeakWeak

CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.

PP SP 2.7IPM SP 1.4TS SP 3.2VAL SP 1.2

WeakWeakWeakWeak



RD SP 1.2TS SP 1.1

MediumWeak


PP SP 2.4IPM SP 1.3VAL SP 1.2PI GP 2.2

WeakWeakWeakWeak


PI SP 3.4IPM SP 1.3PI GP 2.3VAL GP 2.3

MediumWeakWeakWeak


PI SP 3.4VAL SP 2.1

StrongWeak


PI. SP 3.4VAL 2.1

MediumWeak


VAL SP 2.2PI SP 3.4

MediumWeak


6.4.10.3b 8 Demonstrate sustainable service Weak Weak

6.4.10.3b 9 Review for readiness Medium

6.4.10.3b 10 Commission the system None No map No map

6.4.10.3c Manage results of transition6.4.10.3c 1 Record transition results PI SP 3.4 Weak Weak

6.4.10.3c 2 Record incidents Weak


6.4.10.3c 4 Provide key items None No map No map

6.4.11 Validation Process6.4.11.3 Activities and tasks6.4.11.3a Prepare for validation6.4.11.3a 1 Identify validation scope Strong


6.4.11.3a 3 Select validation methods Strong


6.4.11.3a 5 Identify system constraints Strong


VAL SP 2.2 CMMI-DEV emphasis is primarily on development, transition and post-delivery support are not fully addressed.

PI SP 3.4VAL SP 2.2

MediumMedium




PI SP 3.4VAL SP 2.2

WeakWeak



StrongWeak


VAL SP 1.1VAL GP 2.2

StrongStrong

VAL SP 1.1RD SP 1.2TS SP 2.1VAL SP 1.2


VAL SP 1.1VAL SP 1.3

StrongStrong

VAL SP 1.3VAL SP 1.1VAL GP 2.2

StrongMediumMedium

VAL SP 1.1 RD SP 1.2VAL SP 1.2

StrongMediumWeak

VAL SP 1.2PP SP 2.4IPM SP 1.3VAL GP 2.2



6.4.11.3b Perform validation6.4.11.3b 1 Define validation procedures VAL SP 1.3 Strong Strong6.4.11.3b 2 Perform validation VAL SP 2.1 Strong Strong6.4.11.3b 3 Review validation results VAL SP 2.2 Strong Strong6.4.11.3c Manage results of validation6.4.11.3c 1 Record validation results Strong

6.4.11.3c 2 Record incidents and problems Strong

6.4.11.3c 3 Obtain stakeholder agreement Strong



6.4.12 Operation Process6.4.12.3 Activities and tasks6.4.12.3a Prepare for operation6.4.12.3a 1 Define strategy Strong


6.4.12.3a 3 Plan systems or services Medium

6.4.12.3a 4 Access to enablers Weak

6.4.12.3a 5 Identify training TS SP 3.2 Medium Medium

VAL SP 1.2VAL GP 2.3IPM SP 1.3

StrongStrongMedium

VAL SP 2.1VAL SP 2.2

StrongMedium

VAL SP 2.2PMC SP 1.4VAL SP 2.1

StrongMediumMedium

VAL GP 2.7PP SP 3.3IPM SP 2.1

StrongMediumMedium

REQM SP 1.4VAL SP 1.1 REQM SP 1.5

StrongMediumWeak

VAL GP 2.6CM SP 1.3

StrongMedium

RD SP 3.1TS SP 3.2PP SP 1.3PP SP 2.7RD SP 3.2IPM SP 1.4

MediumMediumWeakWeakWeakWeak


MediumMediumWeak

PP SP 2.4RD SP 3.1IPM SP 1.3

MediumMediumMedium

CMMI-DEV addresses operational requirements, scenarios, and interfaces but little on actual plan for operational usage.

IPM SP 2.2VAL SP 1.2

WeakWeak

CMMI-DEV does not address ops environment and resources much beyond interfaces and usage validation.

User training and support documentation are delivered. Qualifications of operational personnel not fully addressed.

6.4.12.3a 6 Assign operators None No map No map

6.4.12.3b Perform operation6.4.12.3b 1 Use system PI SP 3.4 Weak Weak

6.4.12.3b 2 Apply resources None No map No map

6.4.12.3b 3 Monitor operation None No map No map

6.4.12.3b 4 Identify system performance None No map No map

6.4.12.3b 5 Perform contingency operations None No map No map

6.4.12.3c Manage results of operation6.4.12.3c 1 Record results of operation None No map No map

6.4.12.3c 2 Record incidents None No map No map

6.4.12.3c 3 Maintain traceability None No map No map

6.4.12.3c 4 Provide key items None No map No map

6.4.12.3d Support the customer6.4.12.3d 1 Provide assistance None No map No map

6.4.12.3d 2 Record requests for support None No map No map

6.4.12.3d 3 Determine satisfaction None No map No map

6.4.13 Maintenance Process6.4.13.3 Activities and tasks6.4.13.3a Prepare for maintenance6.4.13.3a 1 Define strategy Medium

6.4.13.3a 2 Identify constraints Medium

CMMI does not address assignment of operator personnel.

System operational usage is outside scope of CMMI-DEV.












RD SP 3.1SAM SP 1.3IPM SP 1.4TS SP 1.1

MediumWeakWeakWeak

Maintenance is mentioned in informative material throughout CMMI-DEV, but not an explicit focus to the extent specified in IEEE 15288. CMMI practices can be interpreted to be generally applicable.

RD SP 3.1TS SP 2.4RD SP 1.2TS SP 1.1


Constraints for all phases of the life cycle are addressed, including maintenance and support.

6.4.13.3a 3 Identify trades Strong Trades include maintenance alternatives

6.4.13.3a 4 Plan systems or services Medium

6.4.13.3a 5 Access to enablers Medium

6.4.13.3a 6 Weak

6.4.13.3b Perform maintenance6.4.13.3b 1 Review incidents Strong

6.4.13.3b 2 Record incidents Medium

6.4.13.3b 3 Implement procedures Weak

6.4.13.3b 4 Deploy actions to restore None No map No map

6.4.13.3b 5 Perform preventative maintenance None No map No map

6.4.13.3b 6 Perform failure identification None No map No map

6.4.13.3b 7 Identify adaptive maintenance Weak

6.4.13.3c Perform logistics support6.4.13.3c 1 Perform acquisition logistics Weak

6.4.13.3c 2 Perform operational logistics None No map No map

6.4.13.3c 3 Implement packaging PI SP 3.4 Strong Strong


StrongMediumMedium


MediumMediumWeak

Enabling systems addressed generally in CMMI, implied for maintenance.

IPM SP 1.3VAL SP 1.2TS GP 2.3

MediumMediumMedium

Enabling systems addressed generally in CMMI, implied for maintenance in informative material.

Perform product support(added per IEEE 15288.1)

RD SP 2.1IPM SP 1.4

WeakWeak

Logistics supportability analysis is implied but not explicit in CMMI practices.

VER SP 3.2VAL SP 3.2PMC SP 2.1

StrongMediumWeak

CMMI generally addresses incidents and problems, maintenance is implied but not explicit.

VER SP 3.2VAL SP 3.2PMC SP 2.3

MediumMediumWeak

CMMI generally addresses incidents and problems, maintenance is implied but not explicit.

TS SP 3.3VER SP 3.1

WeakWeak

Maintenance is mentioned in CMMI informative material as generally applicable for practices applied across the life cycle, but is not specific to the extent required by 15288.

Maintenance actions are not significantly addressed by CMMI-DEV.



RD SP 3.1TS SP 2.1VER SP 3.2

WeakWeakWeak

Requirements/design for sustainment activities are implied by interpretations in informative material but not explicitly in CMMI practices.

RD SP 1.1IPM SP 1.4TS SP 2.2VAL SP 1.1

WeakWeakWeakWeak

Logistics and supportability planning are addressed by CMMI but implementation is not explicit.

Operational logistics actions are not significantly addressed by CMMI-DEV.

Packaging and delivery of products is addressed by CMMI but not explicitly for sustainment elements.

6.4.13.3c 4 Logistics satisfy system None No map No map

6.4.13.3c 5 Logistics support system None No map No map

6.4.13.3d Manage results of maintenance and logistics6.4.13.3d 1 Record maintenance None No map No map

6.4.13.3d 2 Record incidents None No map No map

6.4.13.3d 3 Identify trends None No map No map

6.4.13.3d 4 Maintain traceability None No map No map

6.4.13.3d 5 Provide key items Weak

6.4.13.3d 6 Monitor customer satisfaction PMC SP 1.6 Weak Weak

6.4.14 Disposal Process6.4.14.3 Activities and tasks6.4.14.3a Prepare for disposal6.4.14.3a 1 Define strategy Weak Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3a 2 Identify constraints RD SP 2.1 Weak Weak Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3a 3 Plan systems or services None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3a 4 Access to enablers None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3a 5 Specify containment facilities PI SP 3.4 Weak Weak Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3a 6 Define preventive methods None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3b Perform disposal6.4.14.3b 1 Deactivate system None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3b 2 Remove system None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3b 3 Withdraw staff None No map No map Disposal is not significantly addressed in CMMI-DEV.

Logistics actions are not significantly addressed by CMMI-DEV.






CM SP 1.3TS GP 2.6

WeakWeak

Data management and the Technical Data Package addresses some of the baseline configuration data but are not explicit on maintenance content.

Customer satisfaction is generally addressed in CMMI but not explicitly for maintenance support.

PP SP 1.3RD SP 3.1TS SP 2.2

WeakWeakWeak

6.4.14.3b 4 Disassemble system None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3b 5 Handle system elements None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3b 6 Conduct destruction of system None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3c Finalize the disposal6.4.14.3c 1 Address health and safety None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3c 2 Return environment None No map No map Disposal is not significantly addressed in CMMI-DEV.

6.4.14.3c 3 Archive information None No map No map Disposal is not significantly addressed in CMMI-DEV.

Documents

ISO-15288 to CMMI Mapping NDIA Published