Introduction to CMMI培训的作用？_百度知道
Introduction to CMMI培训的作用？
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出门在外也不愁2011年 7月 Introduction to CMMI V1.3 培训课程
美国SEI于日发布了CMMI V1.3新标准，该模型在高级别PA（过程域）方面有显著的变化，同时也调整了原模型的一些基本概念和最佳实践。
上海亚远景科技计划于7月开展SEI官方授权的Introduction to CMMI V1.3官方课程培训， 欢迎有兴趣的公司和个人报名参加，三人或三人以上可享受折扣优惠价。有意向者请联系我们获得Introduction to CMMI V1.3报名表和缴费方式。
SEI计划用一年的时间，从CMMI 1.2过度到CMMI 1.3，直接影响的是企业使用哪个版本实施过程改进，ATM评估成员是资格是否需要升级的问题：
■ 如果您正打算引入CMMI实施过程改进，请参加本次三天的Introduction to CMMI V1.3课程，它将向您介绍用于研发的能力成熟度集成改进模型（CMMI?-DEV )。
■ 如果您是曾经使用过程CMMI老版本的企业和个人，本次课程将告知您CMMI 1.3与CMMI 1.1/CMMI 1.2的不同，以便您改进原来系统，满足最新要求。
■ 如果您的组织希望持续改进升级到CMMI更高级别，本次Introduction to CMMI培训是最好的机会让您了解CMMI高级别PA的变化，以帮助您把握新的标准要求。
■ 如果您是个人或CMMI专业人员，该课程可以帮助您注册CMMI 1.3的ATM资格，同时与我们建立专业与合作的关系。
最后，我们期待您的加入。
Introduction to CMMI 课程介绍
基于模型的过程改进
CMMI模型内容概要介绍
制度化与表示法
CMMI模型的过程域
过程能力水平
在实施环境中诠释CMMI
理解CMMI Product Suite
能够为其组织在模型中找到并开始应用相关信息
理解模型结构和功能的关键概念，以及重要的模型关联
了解CMMI模型的组件以及这些组件如何应用于其组织
应用CMMI的原则以满足组织的商业目标
履行作为SCAMPI评估组成员的职责
第一天，学员将会获得CMMI for development,1.3版（CMU/SEI-2010-TR033）电子书。
日期：号-11号
地点：长沙
详细信息请来电咨询并获取资料
每位学员将获得由SEI认可的，讲师颁发的CMMI Ver1.3课程培训证书。
联系人：美小姐
电话: 021-33280
最近成功开展 Introduction to CMMI课程回顾：Introduction to cmmi for development version 1.3版本的PDF或者是PPT等电子文档。_百度知道
Introduction to cmmi for development version 1.3版本的PDF或者是PPT等电子文档。
Introduction to cmmi for development version 1.3 这本书的电子版捷维信息v1.3 2011年
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我这里有中英文对照版的
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出门在外也不愁Background to CMMI
Background to CMMI
Visual Studio 2013
The definitive guide to the Capability Maturity Model Integration (CMMI) for Development is published by the Software Engineering Institute as "CMMI: Guidelines for Process Integration and Product Improvement." This book specifically describes the CMMI for Development (CMMI-DEV) version 1.3, which is one of the models within the current CMMI product suite at the time of this writing. This model is extremely stable and should continue to be current well beyond 2010. You may also find "CMMI Distilled: A Practical Introduction to Integrated Process Improvement" to be a useful and accessible book about the topic. For more information about both of these books, see
later in this topic.
The CMMI started life in 1987 as the Capability Maturity Model (CMM), a project at the Software Engineering Institute, which is a research center at Carnegie-Mellon University. This center was established and funded by the United States Department of Defense. The CMM for Software was first published in 1991 and is based on a checklist of critical success factors in software development projects during the late 70s and early 80s. The model is also informed by research at International Business Machines (IBM) Corporation and 20th-century quality assurance leaders Philip Crosby and W. Edwards Deming. Both the name, Capability Maturity Model, and the five levels in the Staged Representation (as discussed later in this topic) were inspired by Crosby’s Manufacturing Maturity Model. Applied mainly to defense programs, CMM has achieved considerable adoption and undergone several revisions and iterations. Its success led to the development of CMMs for a variety of subjects beyond software. The proliferation of new models was confusing, so the government funded a two-year project that involved more than 200 industry and academic experts to create a single, extensible framework that integrated systems engineering, software engineering, and product development. The result was CMMI.
The most important thing to understand about the CMMI-DEV is that it is a model. It is not a process or a prescription to be followed. It is a set of organizational behaviors that have proven to be of merit in software development and systems engineering. Why use such a model? What is its purpose? And how best should it be used? These are critical questions and are perhaps the most misunderstood issues with CMMI.
Without a model of how our organizations work, which functions they need, and how those functions interact, it is difficult to lead efforts to improve. A model gives us an understanding of discrete elements in our organizations and helps us formulate language and discussion of what needs to be improved and how such improvement might be achieved. A model offers the following benefits:
provides a common framework and language to help communicate
leverages years of experience
helps users keep the big picture in mind while focusing specifically on improvement
is often supported by trainers and consultants
can provide a standard to help solve disagreements
The textbook will tell you that the purpose of the model is to assess the maturity of an organization’s processes and to provide guidance on improving processes that will lead to improved products. When talking directly with people from the Software Engineering Institute, you might hear them say that the CMMI is a model for risk management and indicates an organization’s ability to manage risk. This indication is evidence for the likelihood that the organization can deliver on its promises or deliver products of high quality that are attractive to the market. Another way to think of this is that the model provides a good indicator of how an organization will perform under stress. A high maturity, high capability organization will take unexpected, stressful events in its stride, react, change, and proceed forward. A low maturity and lower capability organization will tend to panic under stress, blindly follow obviated procedures, or throw out all process altogether and retrench back to chaos.
The CMMI has not proven a good indicator of the economic performance of an organization. Although higher maturity organizations may manage risk better and be more predictable, there is evidence of risk aversion among higher maturity firms. This aversion can lead to a lack of innovation or evidence of greater bureaucracy that results in long lead times and a lack of competitiveness. Lower maturity firms tend to be more innovative and creative but chaotic and unpredictable. When results are achieved, they are often the result of heroic effort by individuals or managers.
The model was designed to be used as the basis for a process improvement initiative, with its use in assessment only a support system for measuring improvement. There has been mixed success with this usage. It is all too easy to mistake the model for a process definition and try to follow it, instead of a map that identifies gaps in existing processes that may need to be filled. The fundamental building block of CMMI is a process area that defines goals and several activities that are often used to meet them. One example of a process area is Process and Product Quality Assurance. Another is Configuration Management. It is important to understand that a process area is not a process. A single process may cross multiple process areas, and an individual process area may involve multiple processes.
The CMMI-DEV is really two models that share the same underlying elements. The first and most familiar is the Staged Representation, which presents the 22 process areas mapped into one of five organizational maturity levels. An appraisal of an organization would assess the level at which it was operating, and this level would be an indicator of its ability to manage risk and, therefore, deliver on its promises.
Levels 4 and 5 are often referred to as higher maturity levels. There is often a clear difference between higher maturity organizations, which exhibit the quantitative management and optimizing behaviors, and lower maturity organizations, which are merely managed or following defined processes. Higher maturity organizations exhibit lower variability in processes and often use leading indicators as part of a statistically defensible management method. As a result, higher maturity organizations tend to be both more predictable and faster at responding to new information, assuming that other bureaucracy does not get in the way. Where low maturity organizations tend to exhibit heroic effort, high maturity organizations may blindly follow processes when under stress and fail to recognize that a process change may be a more appropriate response.
The second, the Continuous Representation, models process capability within each of the 22 process areas individually, allowing the organization to tailor their improvement efforts to the processes that offer the highest business value. This representation is more in line with Crosby’s original model. Appraisals against this model result in profiles of capability rather than a single number. Of course, because the organizational maturity level is the level that most managers and executives understand, there are ways of mapping the results of a continuous model assessment into the five stages.
Using the staged model as a basis for a process improvement program can be dangerous because implementers may forget that the CMMI is not a process or workflow model but provides goals for process and workflow to achieve. Meeting those goals will improve the maturity of the organization and the likelihood that events unfold as planned. Perhaps the biggest failure mode is making achieving a level the goal and then creating processes and infrastructure simply to pass the appraisal. The goal of any process improvement activity should be measurable improvement, not a number.
The Continuous model seems to have some greater success as a guide to process improvement, and some consulting firms choose only to offer guidance around the Continuous model. The most obvious difference is that a process improvement program that is designed around the Continuous model does not have artificial goals that are determined by maturity levels. The Continuous model also more naturally lends itself to applying process improvement in the areas where it is most likely to leverage an economic benefit for the organization. Therefore, those who follow the Continuous model are more likely to receive positive feedback from an initiative that is based on the CMMI model. Moreover, positive feedback is more likely to lead to the development of a virtuous cycle of improvements.
The CMMI model is divided into 22 process areas, which are listed in the following table:
Process Area
Causal Analysis & Resolution
Configuration Management
Decision Analysis & Resolution
Integrated Project Management
Measurement & Analysis
Organizational Innovation & Deployment
Organizational Process Definition
Organizational Process Focus
Organizational Process Performance
Organizational Training
Product Integration
Project Monitoring & Control
Project Planning
Process & Product Quality Assurance
Quantitative Project Management
Requirements Definition
Requirements Management
Risk Management
Supplier Agreement Management
Technical Solution
Verification
Validation
In the Staged Representation, the process areas are mapped against each stage, as shown in the following illustration.
In the Continuous Representation, the process areas are mapped into functional groupings, as shown in the following illustration.
Each process area is made up of required, expected, and informative components. Only the required components are actually required to satisfy an appraisal against the model. The required components are the specific and generic goals for each process area. The expected components are the specific and generic practices for each specific or generic goal. Note that, because an expected component is merely expected and not required, this indicates that a specific or generic practice can be replaced by an equivalent practice. The expected practices are there to guide implementers and appraisers. If an alternative practice is chosen, it will be up to the implementer to advise an appraiser and justify why an alternative practice is appropriate. Informative components provide details that help implementers get started with a process improvement initiative that is guided by the CMMI model. Informative components include sub-practices of generic and specific practices and typical work products.
It is very important that we understand that only generic and specific goals are required. Everything else is provided as a guide. The examples of the expected and informative components that are given in the CMMI literature are very often pulled from large space and defense-systems integration projects. These projects are run by companies that sponsor and support the Software Engineering Institute at Carnegie-Mellon University. These projects may not reflect the type of projects that are undertaken in your organization, nor may they reflect more recent trends in the industry, such as the emergence of agile software development methods.
For more information, see the following web resources:
Software Engineering Process Management Program
(2nd Edition), Mary Beth Chrissis, Mike Konrad, and Sandy S Addison-Wesley Professional, 2006.
(3rd Edition), Dennis M. Ahren, Aaron Clause, and Richard T Addison-Wesley Professional, 2008.
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>> CMMI系列课程培训
CMMI系列课程培训
Introduction to CMMI 培训
SEI标准课程
1. 理解CMMI模型基本概念
2. 具备评估组成员的前提条件
可获得SEI证书，并具有参加全球范围内的评估资质
评估小组成员
1.评估组成员必须参加
2.评估组成员参加由乙方统一组织的培训
SEI标准课程。
1. 完成pre test
2. 理解SCAMPI评估方法
3. 具备评估组成员的前提条件
由主任评估师签发证书
评估小组成员
1.评估组成员必须参加
CMMI及过程改进概述
CMMI普及培训，使参训人员了解CMMI基本知识，理解过程改进的价值及评价方法
参加现状分析的全体员工
CMMI Workshop培训
针对CMMI模型结构、各PA 的要求并结合实际案例进行讲解。使参训人员深入了解CMMI并能和实际工作相结合
参训人员掌握CMMI知识，并能在后续工作中继续学习和运用到日常研发管理活动中
由Hanstone颁发证书
EPG、项目经理、技术骨干
如何进行过程定义
讲解过程定义的有效、实用方法。包括课堂练习及答疑。
EPG掌握过程定义方法
由Hanstone颁发证书
如何建立度量体系
结合案例讲解GQM及度量定义方法，及建立组织级度量数据库
EPG可以开展度量体系定义
由Hanstone颁发证书
EPG、项目经理
如何建立和维护组织过程资产库
结合案例讲解组织过程资产库的建立和维护
EPG能在过程改进工作中有效运作组织财富库
由Hanstone颁发证书
如何建立和有效实施质量保证
讲解质量保证的方式方法、QA体系的建立和&如何做好QA&
QA掌握工作技能，参训人员理解QA体系、价值和方法
由Hanstone颁发证书
软件配置管理
配置管理的理论及实践、基线管理、变更控制、软件发布、基线审计
参训人员掌握配置管理技能
由Hanstone颁发证书
项目管理综述
讲解有效项目策划及监控的方法
项目经理对估算、策划、监控有深刻认识
由Hanstone颁发证书
如何进行有效的技术评审
技术评审方法，案例及练习
参训人员掌握有效技术评审方法
由Hanstone颁发证书
PM、工程人员
EPG工作方法
建立EPG工作准则、资质、角色及职责，工作程序，汇报及监控机制；建立过程改进流程
使EPG能够搭建工作团队，建立EPG章程，有效协同工作
由Hanstone颁发证书
质量管理的7种工具
讲述质量管理的7种有效工具，如直方图，排列图，pareto图
使参训者掌握质量管理的有效方法并能运用于工程管理实践
由Hanstone颁发证书
EPG,PM,技术骨干
CMMI进阶培训
理解CMMI四级&五级实践