The illustrated CMMI 2.

0 (11) + dry end

Since May 2018 wrote "acquaintance CMMI 2.0", has another way of illustration, with a length of more than thirty,
about 2 million words, dozens of pictures, comprehensive, complete introduction to the CMMI V2.0 (at least I I think
so). This process, but also their own learning, the process of harvesting.

Although illustration CMMI 2.0 series is over, but the learning and application of CMMI journey is not over, not over
process improvement journey.Continuous improvement, continuous improvement, always on the road. Graphic
CMMI 2.0, this is just the beginning.

Finally, two dry and then served.

Dry (1),CMMI Institute releasedCMMI V2.0 key improvements.

Dry (2), 196 list of practices of CMMI-DEV V2.0. It would have been in the diagram CMMI 2.0 (f) chapter of the
practice field, I felt too voluminous, deleted at the time of publication. Later, the heart has been uneasy. In the shared
and dedicated IT person, that can not "everything he knows" or share it, and my heart would be more practical
number.

CMMI V2.0 developed based on feedback from thousands of users, it is the evolution of the CMMI product suite.

The performance capability to be built on the model of the amount of each level, will help companies understand the
performance requirements, establish performance goals, track, measure and achieve their goals.

The new assessment methods to improve the reliability and consistency of assessment results, while shortening the
preparation time to assess and reduce the cost of the entire evaluation period.

Organizations can evaluate the effectiveness of maintenance lightweight extension baseline assessment.

Scalable architecture platform include additional guidance method, such as using the built-agile Scrum Guide.
Additional new subject matter such as security, confidentiality, the processing of critical business needs

Online platform allows users to crop model according to the specific needs of the organization

Tools Guide to help users transition from successful use of CMMI and CMMI V1.3 to V2.0

CMMI-DEV V2.0 domain comprises 20 Practice Practice 196, a complete list of practice are as follows:
PA

Practice

Practice Statement

CAR

1.1

Identify and address causes of selected outcomes.

CAR

2.1

Select outcomes for analysis.

CAR

2.2

Analyze and address causes of outcomes.

CAR

3.1

Determine root causes of selected outcomes by following an organizational process.

CAR

3.2

Propose actions to address identified root causes.

CAR

3.3

Implement selected action proposals.

3.4

Record root cause analysis and resolution data.

CAR

3.5

Submit improvement proposals for changes proven to be effective.

CAR

4.1

Perform root cause analysis of selected outcomes using statistical and other quantitative techniques.

CAR

4.2

Evaluate the effect of implemented actions on process performance using statistical and other quantitative
techniques.

CAR

5.1

Use statistical and other quantitative techniques to evaluate other solutions and processes to determine if the
resolution should be applied.

CM

1.1

Perform version control.

CM

2.1
Identify items to be placed under configuration management.

CM

2.2

Develop, keep updated, and use a configuration and change management system.

CM

2.3

Develop or release baselines for internal use or for delivery to the customer.

CM

2.4

Manage changes to the items under configuration management.

CM

2.5

Develop, keep updated, and use records describing items under configuration management.

CM

2.6

Perform configuration audits to maintain the integrity of configuration baselines, changes, and content of the
configuration management system.

DAR

1.1

Define and record the alternatives.

DAR

1.2
Make and record the decision.

DAR

2.1

Develop, keep updated, and use rules to determine when to follow a recorded process for criteria-based decisions.

DAR

2.2

Develop criteria for evaluating alternatives.

DAR

2.3

Identify alternative solutions.

DAR

2.4

Select evaluation methods.

DAR

2.5

Evaluate and select solutions using criteria and methods.

DAR

3.1

Develop, keep updated, and use a description of role-based decision authority.

EST

1.1
Develop high-level estimates to perform the work.

EST

2.1

Develop and keep updated the scope of what is being estimated.

EST

2.2

Develop and keep updated estimates for the size of the solution.

EST

2.3

Based on size estimates, derive effort, duration, and cost estimates for the solution.

EST

3.1

Develop and keep updated a recorded estimation method.

EST

3.2

Use the organizational measurement repository and process assets for estimating work.

GOV

1.1

Senior management identifies what is important for doing the work and defines the approach needed to accomplish
the objectives of the organization.

GOV

2.1
Senior management defines, keeps updated, and communicates organizational directives for process implementation
and improvement based on organization needs and objectives.

GOV

2.2

Senior management ensures resources are provided for developing, supporting, performing, improving, and
evaluating adherence to expected processes.

GOV

2.3

Senior management identifies their information needs, and uses the collected information to provide governance and
oversight of effective process implementation and improvement.

GOV

2.4

Senior management holds people accountable for adhering to organization policies and achieving process
implementation and improvement objectives.

GOV

3.1

Senior management ensures that measures supporting objectives throughout the organization are collected, analyzed,
and used.

GOV

3.2

Senior management ensures that competencies and processes are aligned with the objectives of the organization.

GOV

4.1

Senior management ensures that selected decisions are driven by statistical and quantitative analysis related to
performance and achievement of quality and process performance objectives.

II

1.1

Perform processes that address the intent of the Level 1 practices.

II

2.1

Provide sufficient resources, funding, and training for developing processes.

II

2.2

Develop and keep processes updated, and verify they are being followed.

II

3.1

Use organizational processes and process assets to plan, manage, and perform the work.

II

3.2

Evaluate the adherence to and effectiveness of the organizational processes.

II

3.3

Contribute process related information or process assets to the organization.

MPM

1.1
Collect measures and record performance.

MPM

1.2

Identify and address performance issues.

MPM

2.1

Derive and record measurement and performance objectives from selected business needs and objectives and keep
them updated.

MPM

2.2

Develop, keep updated, and use operational definitions for measures.

MPM

2.3

Obtain specified measurement data according to operational definitions.

MPM

2.4

Analyze performance and measurement data according to the operational definitions.

MPM

2.5

Store measurement data, measurement specifications, and analysis results according to the operational definitions.

MPM

2.6
Take actions to address identified issues with meeting measurement and performance objectives.

MPM

3.1

Develop, keep updated, and use organizational measurement and performance objectives traceable to business
objectives

MPM

3.2

Follow organizational processes and standards to develop and use operational definitions for measures and keep
them updated.

MPM

3.3

Develop, keep updated, and follow a data quality process.

MPM

3.4

Develop, keep updated, and use the organization’s measurement repository.

MPM

3.5

Analyze organizational performance using measurement and performance data to determine performance
improvement needs.

MPM

3.6

Periodically communicate performance results to the organization.

MPM
4.1

Using statistical and other quantitative techniques, develop, keep updated, and communicate quality and process
performance objectives that are traceable to business objectives.

MPM

4.2

Select measures and analytic techniques to quantitatively manage performance to achieve quality and process
performance objectives.

MPM

4.3

Using statistical and other quantitative techniques, develop, keep updated, and use process performance baselines.

MPM

4.4

Using statistical and other quantitative techniques, develop, keep updated, and use process performance models.

MPM

4.5

Using statistical and other quantitative techniques, determine or predict achievement of quality and process
performance objectives.

MPM

5.1

Using statistical and other quantitative techniques, ensure that business objectives are aligned with business strategy
and performance.

MPM

5.2
Analyze performance data using statistical and other quantitative techniques to determine the organization’s ability to
satisfy selected business objectives and identify potential areas for performance improvement.

MPM

5.3

Select and implement improvement proposals, based on the statistical and quantitative analysis of the expected effect
of proposed improvements on meeting business, quality, and process performance objectives.

MC

1.1

Record task completions.

MC

1.2

Identify and resolve issues.

MC

2.1

Track actual results against estimates for size, effort, schedule, resources, knowledge and skills, and budget.

MC

2.2

Track the involvement of identified stakeholders and commitments.

MC

2.3

Monitor the transition to operations and support.

MC
2.4

Take corrective actions when actual results differ significantly from planned results and manage to closure.

MC

3.1

Manage the project using the project plan and the project process.

MC

3.2

Manage critical dependencies and activities.

MC

3.3

Monitor the work environment to identify issues.

MC

3.4

Manage and resolve issues with affected stakeholders.

OT

1.1

Train people.

OT

2.1

Identify training needs.

OT
2.2

Train personnel and keep records.

OT

3.1

Develop and keep updated the organization’s strategic and short-term training needs.

OT

3.2

Coordinate training needs and delivery between the projects and the organization.

OT

3.3

Develop, keep updated, and follow organizational strategic and short-term training plans.

OT

3.4

Develop, keep updated, and use a training capability to address organizational training needs.

OT

3.5

Assess the effectiveness of the organization’s training program.

OT

3.6

Record, keep updated, and use the set of organizational training records.

PR
1.1

Perform reviews of work products and record issues.

PR

2.1

Develop and keep updated procedures and supporting materials used to prepare for and perform peer reviews.

PR

2.2

Select work products to be peer reviewed.

PR

2.3

Prepare and perform peer reviews on selected work products using established procedures.

PR

2.4

Resolve issues identified in peer reviews.

PR

3.1

Analyze results and data from peer reviews.

PLAN

1.1

Develop a list of tasks.

PLAN
1.2

Assign people to tasks.

PLAN

2.1

Develop and keep updated the approach for accomplishing the work.

PLAN

2.2

Plan for the knowledge and skills needed to perform the work.

PLAN

2.3

Based on recorded estimates, develop and keep updated the budget and schedule.

PLAN

2.4

Plan the involvement of identified stakeholders.

PLAN

2.5

Plan transition to operations and support.

PLAN

2.6

Ensure plans are feasible by reconciling available and estimated resources.

PLAN
2.7

Develop the work plan, ensure consistency among its elements, and keep it updated.

PLAN

2.8

Review plans and obtain commitments from affected stakeholders.

PLAN

3.1

Use the organization’s set of standard processes and tailoring guidelines to develop, keep updated, and follow the
project process.

PLAN

3.2

Develop a plan and keep it updated, using the project process, the organization’s process assets, and the measurement
repository.

PLAN

3.3

Identify and negotiate critical dependencies.

PLAN

3.4

Plan for the project environment and keep it updated based on the organization’s standards.

PLAN

4.1

Use statistical and other quantitative techniques to develop and keep the project processes updated to enable
achievement of the quality and process performance objectives.
PAD

1.1

Develop process assets to perform the work.

PAD

2.1

Determine what process assets will be needed to perform the work.

PAD

2.2

Develop, buy, or reuse process and assets.

PAD

2.3

Make process assets available.

PAD

3.1

Develop, keep updated, and follow a strategy for building and updating process assets.

PAD

3.2

Develop, record, and keep updated a process architecture that describes the structure of the organization’s processes
and process assets.

PAD

3.3

Develop, keep updated, and make processes and assets available for use.
PAD

3.4

Develop, keep updated, and use tailoring criteria and guidelines for the set of standard processes and assets.

PAD

3.5

Develop, keep updated, and make the organization’s process asset library available for use.

PAD

3.6

Develop, keep updated, and make work environment standards available for use.

PAD

3.7

Develop, keep updated, and make organizational measurement and analysis standards available for use.

PCM

1.1

Develop a support structure to provide process guidance, identify and fix process problems, and continuously
improve processes.

PCM

1.2

Appraise the current process implementation and identify strengths and weaknesses.

PCM

1.3

Address improvement opportunities or process issues.

2.1

Identify improvements to the processes and process assets.

PCM

2.2

Develop, keep updated, and follow plans for implementing selected process improvements

PCM

3.1

Develop, keep updated, and use process improvement objectives traceable to the business objectives.

PCM

3.2

Identify processes that are the largest contributors to meeting business objectives.

PCM

3.3

Explore and evaluate potential new processes, techniques, methods, and tools to identify improvement opportunities.

PCM

3.4

Provide support for implementing, deploying, and sustaining process improvements.

PCM

3.5

Deploy organizational standard processes and process assets.

3.6

Evaluate effectiveness of deployed improvements in achieving process improvement objectives.

PCM

4.1

Use statistical and other quantitative techniques to validate selected performance improvements against proposed
improvement expectations, business objectives, or quality and process performance objectives.

PQA

1.1

Identify and address process and work product issues.

PQA

2.1

Develop, keep updated, and follow a quality assurance approach and plan based on historical quality data.

PQA

2.2

Throughout the work effort, objectively evaluate selected performed processes and work products against the
recorded process.

PQA

2.3

Communicate quality and non-compliance issues and ensure their resolution.

PQA

2.4
Record and use results of quality assurance activities.

PQA

3.1

Identify and record opportunities for improvement during quality assurance activities.

PI

1.1

Assemble solutions and deliver to the customer.

PI

2.1

Develop, keep updated, and follow an integration strategy.

PI

2.2

Develop, keep updated, and use the integration environment.

PI

2.3

Develop, keep updated, and follow procedures and criteria for integrating solutions and components.

PI

2.4

Confirm, prior to assembly, that each component has been properly identified and operates according to its
requirements and design.

PI

2.5
Evaluate assembled components to ensure conformance to the solution’s requirements and design.

PI

2.6

Assemble solutions and components according to the integration strategy.

PI

3.1

Review and keep updated interface or connection descriptions for coverage, completeness, and consistency
throughout the solution’s life.

PI

3.2

Confirm, prior to assembly, that component interfaces or connections comply with interface or connection
descriptions.

PI

3.3

Evaluate assembled components for interface or connection compatibility.

RDM

1.1

Record requirements.

RDM

2.1

Elicit stakeholder needs, expectations, constraints, and interfaces or connections.

RDM
2.2

Transform stakeholder needs, expectations, constraints, and interfaces or connections into prioritized customer
requirements.

RDM

2.3

Develop an understanding with the requirements providers on the meaning of the requirements.

RDM

2.4

Obtain commitment from work effort participants that they can address the requirements.

RDM

2.5

Develop, record, and maintain bidirectional traceability among requirements, activities, and work products.

RDM

2.6

Ensure that plans, activities, and work products remain consistent with requirements.

RDM

3.1

Develop and keep requirements updated for the solution and its components in accordance with the organizational
process.

RDM

3.2

Develop operational concepts and scenarios.

3.3

Allocate the requirements to be implemented.

RDM

3.4

Identify, develop, and keep updated interface or connection requirements.

RDM

3.5

Ensure that requirements are necessary and sufficient.

RDM

3.6

Balance stakeholder needs and constraints.

RDM

3.7

Validate requirements to ensure the resulting solution will perform as intended in the target environment.

RSK

1.1

Identify and record risks or opportunities and keep them updated.

RSK

2.1

Analyze identified risks or opportunities.

2.2

Monitor identified risks or opportunities and communicate status to affected stakeholders.

RSK

3.1

Identify and use risk or opportunity categories.

RSK

3.2

Define and use parameters for risk or opportunity analysis and handling.

RSK

3.3

Develop and keep updated a risk management strategy.

RSK

3.4

Develop and keep updated a risk or opportunity management strategy.

RSK

3.5

Manage risks or opportunities by implementing planned risk or opportunity management activities.

SAM

1.1

Develop and record the supplier agreement.

1.2

Accept or reject the supplier deliverables.

SAM

1.3

Process supplier invoices.

SAM

2.1

Monitor supplier as specified in the supplier agreement and keep agreement updated.

SAM

2.2

Perform activities as specified in the supplier agreement.

SAM

2.3

Verify that the supplier agreement is satisfied before accepting the acquired supplier deliverable.

SAM

2.4

Manage invoices submitted by the supplier according to the supplier agreements.

SAM

3.1

Select technical supplier deliverables for analysis and conduct technical reviews.
SAM

3.2

Select and monitor supplier processes and deliverables based on criteria in the supplier agreement.

SAM

4.1

Select measures and apply analytical techniques to quantitatively manage supplier performance to achieve quality and
process performance objectives.

TS

1.1

Build solution to meet requirements.

TS

2.1

Design and build a solution to meet requirements

TS

2.2

Evaluate the design and address identified issues.

TS

2.3

Provide guidance on use of the solution.

TS

3.1

Develop criteria for design decisions.

3.2

Develop alternative solutions for selected components.

TS

3.3

Perform a build, buy, or reuse analysis.

TS

3.4

Select solutions based on design criteria.

TS

3.5

Develop, keep updated, and use information needed to implement the design.

TS

3.6

Design solution interfaces or connections using established criteria.

VV

1.1

Perform verification to ensure the requirements are implemented and record and communicate results.

VV

1.2

Perform validation to ensure the solution will function as intended in its target environment and record and
communicate results.
VV

2.1

Select components and methods for verification and validation.

VV

2.2

Develop, keep updated, and use the environment needed to support verification and validation.

VV

2.3

Develop, keep updated, and follow procedures for verification and validation.

VV

3.1

Develop, keep updated, and use criteria for verification and validation.

VV

3.2

Analyze and communicate verification and validation results.