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CMMI Distilled: A Practical Introduction to Integrated Process Improvement, 2nd Edition

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CMMI Distilled: A Practical Introduction to Integrated Process Improvement, 2nd Edition


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A broad, easily-digestible and fully-updated view of CMMI for practitioners, as well as executives, managers, and the simply curious.

° Eases the path toward CMMI implementation with examples from pioneering organizations who have already used CMMI to their benefit

° Expanded coverage of how process improvement can impact business goals, and how management can support CMMI adoption

° Technical changes reflect the CMMI 1.1, the latest version of the process improvement standard


  • Copyright 2004
  • Dimensions: 7" x 9-1/4"
  • Pages: 336
  • Edition: 2nd
  • Book
  • ISBN-10: 0-321-18613-3
  • ISBN-13: 978-0-321-18613-3

A new edition of this title is available, ISBN-10: 0321461088 ISBN-13: 9780321461087

Sample Content

Online Sample Chapter

The CMMI Concept

Downloadable Sample Chapter

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Table of Contents

Figure List.



1. Why Integrated Process Improvement?

The Engineering Environment of the Twenty-First Century.

Concurrent Engineering and the Cross-Discipline Team.

A Proliferation of Models and Standards.

The Benefits of Integrated Process Improvement.


2. Implementing Integrated Process Improvement.

Starting Integrated Process Improvement.

Building an Integrated Improvement Infrastructure.

Integrating Legacy Processes and Initiatives.

Using Assessments.

Integrated Process Improvement Examples.


3. The CMMI Concept.

CMMI Project Organization.

CMMI Objectives.

The Three Source Models.

Process Areas.

An Extensible Framework.

4. CMMI Content.

Content Classification.

Required Materials.

Expected Materials.

Informative Materials.

Document Map.

5. CMMI Representations.

Staged Models.

Continuous Models.

CMMI Model Representations.

6. CMMI Dimensions for Measuring Improvement.

Capability Dimension.

Maturity Dimension.

Generic Practices in the Capability Dimension.

Generic Practices in the Maturity Dimension.

Organizational Capability Evolution.

7. CMMI Process Areas.

Process Management Process Areas.

Project Management Process Areas.

Engineering Process Areas.

Support Process Areas.

Integrated Product and Process Development Process Areas.

Acquisition Process Areas.

Relationships with CMMI Components.


8. Selecting the Appropriate Disciplines.

The Discipline Dilemma.

Your Situation.

The IPPD Extension.

The Acquisition Extension.

Selecting the Appropriate Model.

9. Picking a Representation.

Reasons for Liking Staged Models.

Reasons for Liking Continuous Models.

Reasons for Choosing a CMMI Representation.

10. Appraisals with CMMI.

Assessment Requirements for CMMI.

Standard CMMI Assessment Method for Process Improvement.

Using Assessments in Process Improvement.

Making a CMMI Model Your Own (Tailoring).


11. Evolving CMMI.

Single Versus Dual Representations.

Collection of Issues for Version 1.1 and Beyond.


The Charge of the CMMI Product Team.

Appendix A. Summary of CMMI-SE/SW/IPPD Models: Summary of Continuous Representation.
Appendix B. Summary of CMMISE/SW/IPPD Models: Summary of Staged Representation.
Appendix C. References.
Appendix D. Resources.
The Maven.


Since the first edition of CMMI® Distilled was published, there have been significant changes in the CMMI world. As promised, CMMI-SE/SW/IPPD/SS version 1.1 was released in 2002. Later that year, CMMI-SW was released. In just three years we have seen amazing worldwide adoption rates of the CMMI product suite, with implementation evenly divided between government suppliers and commercial sector organizations. The suite has become recognized as the cutting edge of process improvement technology.

There has been considerable activity in the availability of CMMI-based material, as well. In February 2003, the SEI published its hardbound reference version of the complete model with practitioner information and guidance. The number of technical notes and other guidance published continues to increase. CMMI Transition Partners (licensed by SEI, and currently numbering over 100) have developed their own supplementary materials.

Given this explosion of material, along with the continuing ability to download from the web the models and other components of the product suite, we felt a real need to bring out a second edition of CMMI Distilled. Here are some of the important reasons:

  1. CMMI version 1.1 contains improvements over version 1.0 (that formed the basis for our first edition).
  2. CMMI is now a recognized and widely adopted model, so that some of the material concerning the creation of CMMI and its relationship to the legacy models is less important to current readers.
  3. The pioneer case studies are somewhat out-of-date.
  4. Even with the publication of the CMMI reference book, the need continues for a broader, more succinct view of CMMI, one that is readily accessible to executives, managers, and practitioners, as well as the simply curious.
  5. The readers of the first edition of CMMI Distilled sent us thoughtful comments, suggestions and requests.

So what is different in the new edition? Along with the technical changes made to incorporate CMMI version 1.1, you will find more material about how process improvement can affect business goals, how management can support CMMI adoption, and how organizations can take advantage of a broad experience base to ease CMMI implementation. We've added material on the realized return on investment of process improvement initiatives. For those who would like a 30,000-foot view, there is a new overview of the model that links the components to business practices and outcomes. The appraisal chapter has been totally revised, presenting a more practical discussion based on experience with the latest version of SCAMPI. Of course our discussion of CMMI evolution has been updated to reflect our latest understanding of how the model will continue to adapt and remain relevant for a long time to come. Most importantly, the previous edition's well-deserved paean to the author team has been replaced by a new poem, celebrating the model and its potential to provide guidance for a new generation of improving organizations.

—Dennis, Aaron, and Rich
Baltimore, Dallas, and Washington, D.C.
July 2003



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