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CMMI SCAMPI Distilled: Appraisals for Process Improvement

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CMMI SCAMPI Distilled: Appraisals for Process Improvement

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Description

  • Copyright 2005
  • Dimensions: 7x9-1/4
  • Pages: 240
  • Edition: 1st
  • Book
  • ISBN-10: 0-321-22876-6
  • ISBN-13: 978-0-321-22876-5

The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is an invaluable tool for organizations seeking to drive quantifiable improvements in systems and software engineering. SCAMPI appraisals can help those organizations identify the strengths and weaknesses of their current processes, reveal crucial development and acquisition risks, set priorities for improvement plans, derive capability and maturity level ratings, and even perform realistic benchmarking. These appraisals are rapidly becoming a core criterion in awarding major government and defense contracts. Thousands of professionals in all sectors are being called upon to participate in them for the first time.

CMMI® SCAMPI SM Distilled, leading appraisers and quality experts from the Software Engineering Institute (SEI) and their partners in industry explain the nature and benefits of SCAMPI. Drawing on their direct and extensive experience, they demonstrate how SCAMPI works in the real world—and how to overcome obstacles that often get in the way of a successful appraisal.

The authors outline the role of appraisals as part of a comprehensive, state-of-the-art approach to process improvement, showing how SCAMPI integrates with quality initiatives, international standards, and other CMMI models and methods. They introduce SCAMPI Class A, B, and C, as well as SCAMPI modes for process improvement, supplier selection, and process monitoring. They guide the reader through the entire appraisal process: preparation; on-site activities; preliminary observations, findings, and ratings; final reporting; and follow-on activities. The authors also address crucial management issues faced by organizations involved with appraisals. Coverage includes: leveraging appraisals in organizations with immature processes; conducting cross-discipline appraisals; performing appraisals concurrently with other quality initiatives; and responding to customer-driven needs.

Whether you're a manager, team leader, acquisition specialist, quality specialist, or appraiser, this book will help you use SCAMPI to achieve your real goals: dramatically improved processes and better systems and software with fewer defects.


© Copyright Pearson Education. All rights reserved.

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Table of Contents

Figure List.

Preface.

Acknowledgments.

About the Authors.

I. WHY SCAMPI NOW?

1. Process Appraisal Strategies.

    Process Improvement Models and CMMI

    The CMMI Product Suite Today–V1.1

    Lean

    Six Sigma

    ISO 9000

    Agile

    Integrating Appraisal Efforts

    Summary

II. SCAMPI APPRAISALS.

2. New Aspects of the SCAMPI Method.

    From Discovery to Verification

    Focused Investigations

    For EIA 731 Users

    Summary

3. SCAMPI Class A Method Definition.

    Background

    Scampi PIIDs

    Preparation–Before Going Off to the Races

    Conducting an Appraisal

    And in Conclusion

    Summary

4. SCAMPI Class B and C Appraisal Methods.

    Scampi C Method Overview

    Scampi B Method Overview

    Using the Integrated Suite of SCAMPI Methods

    Using SCAMPI Methods as “Stand Alone”

5. SCAMPI for Internal Process Improvement.

    Preparation Is Critical

    The Appraisal Team

    The Appraisal Team’s Timeline

6. SCAMPI for External Audits.

    Appraisal Objectives

    Requirements for External Appraisals

    The Appraisal Team

    Issues for External Appraisals

III. USING SCAMPI.

7. SCAMPI Implementation Issues.

    Deploying CMMI-Compliant Processes

    Objective Evidence

    Appraisal Strategies Across Disciplines

    Initial Process Improvement Efforts

    Overlaps in CMMI

    Importance of Documentation

    Appraisal Sponsor Considerations

    Roles in CMMI

    High Maturity Organizations

    Tools

    Appraisal of a Multiorganization Program

The Recipe.

Appendix A. Glossary.

Appendix B. Practice Implementation Descriptions.

SEI Figure Credit List.

Index.

Preface

Capability Maturity Model Integration (CMMI) is a new way of approaching integrated, model-based process improvement for engineering development.1 This book describes an appraisal method that is a part of the CMMI Product Suite. The method is called the Standard CMMI Appraisal Method for Process Improvement, or SCAMPI. (The team was really cookin' when it came up with this acronym!) To use SCAMPI to perform an appraisal on your organization is a significant effort that can require a major investment of resources. This book will help you to better understand what SCAMPI is, and how you can make your investment in process improvement pay off.

One primary reason for you to select a model (such as CMMI) as a tool to improve the quality of your organization's processes and products is that the model contains established "best practices," which can comprise a consistent long-term focus for process improvement planning. In addition to these best practices, the model provides a framework by which your processes may be improved in defined increments, so that their capability to produce planned results is increased. You can use a SCAMPI appraisal not only to identify process improvement opportunities, but also to measure your progress and establish a benchmark (against the CMMI model) that characterizes how far your organization is along the road to increased process capability. These results can be used to chart improvements over time, or to make comparisons among different parts of your organization or across different organizations.2

Purpose

This book has a fourfold purpose. First, we wish to explore and clarify model-based process improvement and how it compares and relates to other current approaches to increasing your organization's process capability and performance. As you invest resources in process improvement, how much of that investment should be in CMMI and conducting SCAMPI appraisals? Second, we will present salient aspects of the new SCAMPI method. This information is essential to making a SCAMPI appraisal benefit your organization. Third, we will compare and contrast the "internal" use of SCAMPI as a process improvement tool to the "external" use of SCAMPI as a tool for evaluating potential suppliers, or monitoring existing suppliers. Finally, we wish to explore strategic decisions for using SCAMPI appraisals in different kinds of organizations.

Audience

The primary intended audience for this book is any member of an engineering development organization who has a role in promoting internal process improvement or in appraising the process capability of suppliers.3 Whether you chose this role or someone chose it for you (such things happen, occasionally), you should be able use this book to understand and make good decisions about CMMI SCAMPI appraisals. Our audience includes executives, middle managers, team leaders, acquisition specialists, quality specialists, marketing personnel, process improvement champions, and the often overlooked and overworked process improvement practitioners.

Executives who sponsor a SCAMPI appraisal will find guidance on the key decisions that they will confront during the planning for and execution of an appraisal, and will gain a better understanding of the benefits that they can expect. Middle managers, and team leaders, as well as program or project managers will find information about their roles during the conduct of an appraisal. Their key role is to supply information to the appraisal team on the processes actually followed by the organization. Those with an acquirer role will learn about the value and limitations of using SCAMPI appraisal results in supplier selection and monitoring. Of course, quality specialists have a central role in any process improvement effort or any appraisal of such an effort, and they will learn again why their role is so important. Did we say marketing personnel? You bet! Because acquirers may want to know about the CMMI rating of a potential supplier, those in marketing will gain an understanding of what such ratings mean and the value for their customers in being an organization with established, capable processes.

Process improvement champions need to build and maintain support for ongoing improvement activities, and when the time comes for an appraisal, they will be getting questions from all sides:

  • How much did you say this is going to cost?

  • You need us to provide evidence of what?

  • Is this really going to help us?

  • Why do we need to change this procedure when it's worked for us up until now?

And so on, and so on.

Most of what we present in this book will help process improvement champions deal with such questions and the stressful environment in which they are asked (but they are on their own in finding a good therapist). Those who implement process improvement have many roles to play in a SCAMPI appraisal, including gathering the objective evidence that an appraisal team needs to do its work and being interviewed during the appraisal. We will provide sufficient information to perform such roles well.

Speaking of appraisal teams, both SCAMPI lead appraisers and SCAMPI appraisal team members are an important part of our intended audience. They have the task of appraising organizational compliance against the CMMI model and assuring that the appraisal method is properly followed. As team members, they may or may not be part of the organization that is undergoing the appraisal. An organization may want an SEI-qualified lead appraiser from outside the organization in order to increase the perception that the results are reliable and sufficiently objective. A division of a large corporation may wish to bring in some team members from other locations, divisions, or sectors to introduce multiple perspectives. Whatever its makeup, the appraisal team has a key role in promoting process improvement across the organization. The information in this book can serve as a useful supplement to the training that those on the appraisal team receive.

Often, we suppose, you may have picked up this book because you have just been told that you are about to be interviewed by an appraisal team as part of a SCAMPI appraisal, and you aren't really sure what it is about or how to prepare. Don't panic! Read on!

Organization

This book is divided into three major parts.

Part I, "Why SCAMPI Now?" provides a summary of the CMMI Product Suite today, including the project, models, appraisal methods, and training. Part I also sets the stage by reviewing process appraisal strategies in the context of a process improvement model, as well as related techniques, quality initiatives, international standards, and other approaches that may affect how you address process improvement in your organization. It explores the question of whether an appraisal you conduct using an integrated model (like CMMI) must mandate that there are integrated processes in the organization.

Part II, "SCAMPI Appraisals," describes SCAMPI appraisals in detail. First, distinctive new aspects of the SCAMPI method are presented as a way of orienting readers who may be familiar with prior appraisal techniques, which are described briefly. Then an overview of SCAMPI includes its basic features, its modes of use (process improvement, supplier selection, and process monitoring), the sources for objective evidence that the appraisal team reviews, and indicators that the CMMI model practices have been implemented in the organization. The appraisal itself has three parts, including

  • Preparation with the appraisal sponsor on objectives, plans, scope, team training, and data gathering

  • On-site activities that start with reviewing data and conducting interviews, which is followed by generating preliminary observations, findings, and (possibly) ratings

  • Production and report on the final appraisal results and subsequent follow-on activities

  • The SCAMPI method family consists of SCAMPI A, which is a "class A" (most rigorous) appraisal, and the less rigorous and less costly SCAMPI B and SCAMPI C methods that you can use either for their intrinsic benefits or as you lay the groundwork for a SCAMPI A appraisal.

Part II concludes by reviewing and contrasting SCAMPI as an appraisal tool for internal process improvement with SCAMPI as an appraisal tool used by an external entity, such as a customer. While SCAMPI is an integrated method that supports both uses, we explore how those uses may vary depending on its mode of use.

Having laid the foundation with a full presentation of SCAMPI, Part III, "Using SCAMPI," concludes with the discussion of various issues having to do with appraisals and process improvement. How can appraisals benefit an organization just starting process improvement, as opposed to a (so-called) high-maturity organization? How are appraisals best conducted across various disciplines, such as software and systems engineering? How does an organization comply with a CMMI model, conduct a successful SCAMPI appraisal, and at the same time meet the requirements of other standards and quality initiatives and respond adequately to customer-driven needs?

Two appendices are provided. The first is a glossary that defines special terms used by CMMI and SCAMPI and the second describes sample artifacts that an organization might use to show compliance with the CMMI practices.

The CMMI project is an ongoing effort, so something as time-restricted as a book must be adjusted as time passes and things change. We strived to provide you with information that is both timely and of lasting value, but it is important for you to have access to the latest information. To this end, the publisher has agreed to support this volume with updates through its Web site (http://www.awprofessional.com) and with further editions as appropriate.


Footnotes

1 Two books are available that present the CMMI models, and they are recommended as good sources for an understanding of what CMMI is all about. CMMI Distilled, Second Edition (Ahern, D., Clouse, A., and Turner, R., Boston: Addison-Wesley, 2004) concisely describes the models and other parts of the CMMI Product Suite, while also providing practical guidance on the use of those materials. CMMI: Guidelines for Process Integration and Product Improvement (Chrissis, M.B., Konrad, M., and Shrum, S., Boston: Addison-Wesley, 2003) introduces the CMMI models, presents a detailed case study of their use, and explains the entire CMMI model (filling most of the book), with all the model variants merged together into a single presentation.

2 Opinions may vary on the value of, or the degree of objectivity in, comparisons across organizations based on SCAMPI appraisals. In this book we will explore reasons for the various opinions on this topic. Clearly, when an acquirer uses a measure of process capability as part of the basis for selecting a supplier and a supplier organization prospers or fails based on such choices, there is a lot of interest in making SCAMPI appraisals sufficiently objective.

3 Many of the same principles and techniques for process improvement that apply in engineering development organizations can apply more broadly in other kinds of organizations. CMMI was sponsored and developed with an eye to its application in engineering development, but much of it may find useful application in a broader context.


© Copyright Pearson Education. All rights reserved.

Index


A  B  C  D  E  F  G  H  I  J  K  L  M  N  O  P  Q  R  S  T  U  V  W  X  Y  Z



A

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  • abstraction (high maturity organizations)
  • acting phase
  • ADS (Appraisal Disclosure Statement)
  • Agile
  • AMOD (Australia Ministry of Defense), scoring profiles
  • appraisal methods in CMMI Project
  • appraisal record, finalizing (Class A SCAMPI appraisals)
  • Appraisal Requirements for CMMI (ARC)
  • appraisal teams
    • external appraisals
    • SCAMPI appraisals for internal process improvement
      • consensus
      • team composition
      • team personalities
      • timelines
      • training
    • selection (Class A SCAMPI appraisals)
  • appraisal tools
  • appraisals. See process appraisals; SCAMPI appraisals
  • ARC (Appraisal Requirements for CMMI)
  • archiving artifacts (Class A SCAMPI appraisals)
  • artifacts
    • amount required
    • archiving
    • importance of note taking
    • obtaining
  • assessment. See internal process improvement
  • audits, external. See external appraisals
  • Australia Ministry of Defense (AMOD), scoring profiles

B

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  • bidirectional traces

C

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  • Capability Level 2
  • Capability Level 3
  • Capability Maturity Model for Software (SW-CMM)
  • Capability Maturity Model Integration Project. See CMMI Project
  • CAR (Causal Analysis and Resolution)
  • CBA IPI (CMM-Based Appraisal for Internal Process Improvement)
  • CBD (Commerce Business Daily)
  • change, resistance to
  • Class A SCAMPI appraisals
    • conducting
      • evidence documentation
      • evidence examination and verification
      • generating results
    • integration with Class B and Class C appraisals
    • preparation for
      • constraints
      • defining objectives
      • documentation of approved plan
      • obtaining evidence
      • project life cycles
      • Readiness Review
      • risks
      • team selection
    • reporting results
    • versus Class B and Class C appraisals
  • Class B SCAMPI appraisals
    • gap analysis
    • getting started workshop
    • improvement monitoring
    • mini-appraisals
    • multiple appraisals example
    • overview
    • upward compatibility of
    • versus Class A and Class C appraisals
  • Class C SCAMPI appraisals
    • gap analysis
    • getting started workshop
    • improvement monitoring
    • mini-appraisals
    • multiple appraisals example
    • overview
    • upward compatibility of
    • versus Class A and Class B appraisals
  • CM (Configuration Management)
  • CMM-Based Appraisal for Internal Process Improvement (CBA IPI)
  • CMMI. See also SCAMPI appraisals
    • comparisons
      • to Agile
      • to ISO 9000
      • to Lean Enterprise Model
      • to Six Sigma
    • deploying CMMI-compliant processes
      • acting phase
      • diagnosing phase
      • establishing phase
      • initiating phase
      • learning phase
    • documentation
    • integrated process improvement
    • overlaps in
    • resistance to change
    • role of individuals or groups
  • CMMI Instructor workshop
  • CMMI Project
    • appraisal methods
    • milestones
    • models in
    • training courses
  • Commerce Business Daily (CBD)
  • compatibility of SCAMPI appraisals
  • Configuration Management (CM)
  • consensus, appraisal teams for SCAMPI appraisals for internal process improvement training
  • constraints
    • Class A SCAMPI appraisals
    • discussion constraints
    • reporting
  • continuous CMMI representation structure
  • contract process monitoring (external appraisals)
  • cost and schedule constraints
  • cost of appraisals (high maturity organizations)

D

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  • DAR (Decision Analysis and Resolution)
  • data collection (focused investigations)
  • deploying CMMI-compliant processes
    • acting phase
    • diagnosing phase
    • establishing phase
    • initiating phase
    • learning phase
  • diagnosing phase
    • deploying CMMI-compliant processes
    • RD and TS
  • direct artifacts
    • amount required
    • focused investigations
  • discovery method versus verification method
  • discussion constraints
  • documentation
    • Class A SCAMPI appraisals
      • approved plan
      • evidence
    • CMMI

E

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  • EIA 731 (Systems Engineering Capability Model)
    • versus SCAMPI appraisals
  • Engineering process areas
  • establishing phase
    • deploying CMMI-compliant processes
  • evaluation. See external appraisals
  • Evaluation Board
  • evidence
    • documenting
    • examining and verifying
    • importance of note taking
    • obtaining
  • executive session (as part of reporting results)
  • external appraisals
    • appraisal team
    • contract process monitoring
    • requirements for
    • source selection

F

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  • FAA-iCMM (Federal Aviation Administration-Integrated Capability Maturity Model)
  • face-to-face affirmations, requirements
  • FAR (Federal Acquisition Regulations)
  • FBO (Federal Business Opportunity)
  • FFRDCs (Federally Funded Research and Development Centers)
  • focused investigations

G

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  • gap analysis
  • getting started workshop

H

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  • high maturity organizations, appraisals of
  • history of SCAMPI appraisals

I

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  • iCMM (Federal Aviation Administration-Integrated Capability Maturity Model)
  • IDEAL
  • improvement monitoring
  • indirect artifacts
    • amount required
    • focused investigations
  • initiating phase
    • deploying CMMI-compliant processes
    • RD (Requirements Development)
  • integrated process improvement
  • Integrated Project Management (IPM)
  • Integrated Supplier Management (ISM)
  • Integrated Teaming (IT)
  • integration
    • of process improvement models
    • of SCAMPI appraisals
  • Intermediate Concepts of CMMI course
  • internal process improvement
    • appraisal teams
    • preparation for
  • interviews, requirements
  • Introduction to CMMI course
  • Introduction to CMMI Instructor Training course
  • IPM (Integrated Project Management)
  • ISM (Integrated Supplier Management)
  • ISO 9000
  • IT (Integrated Teaming)

J

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  • There are no entries available.

K

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  • There are no entries available.

L

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  • LAI (Lean Aerospace Initiative)
  • lead appraiser
    • communication with sponsor
    • selecting
  • Lean Enterprise Model
  • learning phase
  • LESAT (Lean Enterprise Self-Assessment Tool)
  • lessons learned, collecting

M

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  • MA (Measurement and Analysis)
  • Management Evaluation (SCAMPI)
  • MBTI (Myers-Briggs Type Indicator)
  • MDD (Method Description Document)
  • mini-appraisals
  • model scope of appraisals
  • models in CMMI Project
  • multi-organization programs, appraisals of
  • multiple appraisals example
  • Myers-Briggs Type Indicator (MBTI)

N

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  • note taking, importance of

O

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  • objective evidence
  • objectives of appraisals
  • OEI (Organizational Environment for Integration)
  • OID (Organizational Innovation and Deployment)
  • OPD (Organizational Process Definition)
  • OPF (Organizational Process Focus)
  • OPP (Organizational Process Performance)
  • organization scope of appraisals
  • organizations, high maturity organizations
  • OT (Organizational Training)

P

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  • PA (Process Area)
    • CAR (Causal Analysis and Resolution)
    • CM (Configuration Management)
    • DAR (Decision Analysis and Resolution)
    • Engineering process areas
    • IPM (Integrated Project Management)
    • ISM (Integrated Supplier Management)
    • IT (Integrated Teaming)
    • MA (Measurement and Analysis)
    • OEI (Organizational Environment for Integration)
    • OID (Organizational Innovation and Deployment)
    • OPD (Organizational Process Definition)
    • OPF (Organizational Process Focus)
    • OPP (Organizational Process Performance)
    • OT (Organizational Training)
    • PI (Product Integration)
    • PMC (Project Monitoring and Control)
    • PP (Project Planning)
    • PPQA (Process and Product Quality Assurance)
    • QPM (Quantitative Project Management)
    • RD (Requirements Development)
    • REQM (Requirements Management)
    • RSKM (Risk Management)
    • SAM (Supplier Agreement Management)
    • TS (Technical Solution)
    • Validation (PP)
    • VER (Verification)
  • Past Performance Evaluation (SCAMPI)
  • PI (Product Integration)
  • PII (Practice Implementation Indicators)
  • PIIDs (Process Implementation Indicator Descriptions)
  • planning. See preparation
  • PMC (Project Monitoring and Control)
  • PP (Project Planning)
  • PPQA (Process and Product Quality Assurance)
  • Practice Implementation Indicators (PII)
  • preparation for Class A SCAMPI appraisals
    • constraints
    • defining objectives
    • documentation of approved plan
    • for internal process improvement
    • obtaining evidence
    • project life cycles
    • Readiness Review
    • risks
    • team selection
  • presentations, requirements. See also reporting results
  • Process and Product Quality Assurance (PPQA)
  • process appraisals
    • associated process improvement models
  • Process Implementation Indicator Descriptions. See PIIDs
  • process improvement models. See also internal process improvement
    • Agile
    • associated process appraisals
    • CMMI Project
      • appraisal methods
      • milestones
      • models in
      • training courses
    • integration
    • ISO 9000
    • Lean Enterprise Model
    • resistance to change
    • Six Sigma
  • Product Integration (PI)
  • profiles. See scoring profiles
  • project life cycles (Class A SCAMPI appraisals)
  • Project Monitoring and Control (PMC)
  • Project Planning (PP)

Q

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  • QPM (Quantitative Project Management)

R

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  • ratings
    • including in final presentation
    • usefulness over time
  • RD (Requirements Development)
  • Readiness Review (Class A SCAMPI appraisals)
  • reporting
    • constraints
    • results
  • REQM (Requirements Management)
  • Request for Proposals (RFP)
  • requirements for external appraisals
  • Requirements Development (RD)
  • Requirements Management (REQM)
  • resistance to change
  • results
    • generating
    • reporting
  • RFP (Request for Proposals)
  • Risk Management (RSKM)
  • risks
    • Class A SCAMPI appraisals
    • process improvement model integration
  • roles of individuals and groups in CMMI
  • RSKM (Risk Management)

S

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  • SAM (Supplier Agreement Management)
  • SCAMPI (Standard CMMI Appraisal Method for Process Improvement)
    • appraisal teams
    • Evaluation Board
    • Past Performance Evaluation
    • Technical Evaluation
  • SCAMPI appraisals
    • advantages of
    • Class A appraisals
      • conducting
      • integration with Class B and Class C appraisals
      • preparation for
      • reporting results
      • versus Class B and Class C appraisals
    • Class B appraisals
      • gap analysis
      • getting started workshop
      • improvement monitoring
      • mini-appraisals
      • multiple appraisals example
      • overview
      • upward compatibility of
      • versus Class A and Class C appraisals
    • Class C appraisals
      • gap analysis
      • getting started workshop
      • improvement monitoring
      • mini-appraisals
      • multiple appraisals example
      • overview
      • upward compatibility of
      • versus Class A and Class B appraisals
    • discovery method versus verification method
    • external appraisals
      • contract process monitoring
      • requirements for
      • source selection
    • focused investigations
    • high maturity organizations
    • history of
    • for internal process improvement
      • appraisal teams
      • preparation for
    • multi-organization programs
    • PIIDs
    • objective evidence
    • objectives of
    • sponsors
    • strategies across disciplines
    • versus EIA 731 appraisals
  • SCAMPI Lead Appraiser Training course
  • SCAMPI Lead Appraiser workshop
  • SCAMPI MDD (Method Definition Document)
  • SCAMPI Version 1.1: Method Implementation Guidance for Government Source Selection and Contract Process Monitoring
  • SCE (Software Capability Evaluations)
  • scope of appraisals
    • model scope
    • organization scope
  • scoring profiles
  • SDCE (Software Development Capability Evaluations)
  • SECM (Systems Engineering Capability Model)
  • selecting lead appraiser
  • shrimp scampi recipe
  • site coordinator
  • Six Sigma
  • Software Capability Evaluations (SCE)
  • Software Development Capacity Evaluations (SDCE)
  • source selection appraisals
  • source selection for external appraisals
  • sponsor
    • communication with lead appraiser
    • reporting results to
  • SSA (Source Selection Authority)
  • staged CMMI representation structure
  • Standard CMMI Appraisal Method for Process Improvement. See SCAMPI
  • Supplier Agreement Management (SAM)
  • SW-CMM (Capability Maturity Model for Software)
  • Systems Engineering Capability Model (SECM)

T

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  • teams. See appraisal teams
  • Technical Evaluation
  • Technical Solution (TS)
    • diagnosing phase
  • timelines, appraisal teams for SCAMPI appraisals for internal process improvement training
  • tools
  • traceability
  • training appraisal teams for SCAMPI appraisals for internal process improvement training
  • training courses (CMMI Project)
  • TS (Technical Solution)
    • diagnosing phase

U

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  • upward compatibility of SCAMPI appraisals

V

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  • Validation (PP)
  • VER (Verification)
  • verification method versus discovery method
  • verifying evidence (Class A SCAMPI appraisals)

W

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  • There are no entries available.

X

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  • There are no entries available.

Y

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  • There are no entries available.

Z

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  • There are no entries available.

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