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CMMI V2 0 Adoption Transition Guidance

This document provides guidance for organizations looking to adopt or transition to the Capability Maturity Model Integration (CMMI) V2.0. It outlines a six step process for learning about CMMI and how it can benefit the organization, establishing performance improvement objectives, analyzing current processes, developing and following action plans, deploying improvements, and assessing capability and performance. Appendices provide additional resources for a successful adoption or transition, including typical roles, working with CMMI partners, building goals and metrics, and defining current processes. The guidance is intended to help organizations systematically, efficiently and effectively improve performance through adopting CMMI.

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0% found this document useful (0 votes)

238 views48 pages

CMMI V2 0 Adoption Transition Guidance

Uploaded by

maria clara lopez

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

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V2.0 Adoption Transition Guidance

Copyright © 2018 CMMI Institute

THIS CMMI INSTITUTE MATERIAL IS FURNISHED ON AN “AS-IS” BASIS.

TO THE MAXIMUM EXTENT ALLOWED BY LAW, CMMI INSTITUTE SPECIFICALLY DISCLAIMS ALL
WARRANTIES, WHETHER EXPRESS, IMPLIED, OR STATUTORY, REGARDING OR RELATING TO THE
CAPABILITY MATURITY MODEL INTEGRATION (CMMI), AND ALL MODEL CONTENT, INCLUDING
THE CMMI DEVELOPMENT V2.0, CMMI METHOD DEFINITION DOCUMENT V2.0, CMMI
ADOPTION AND TRANSITION GUIDANCE V2.0, AND CMMI V2.0 MODEL VIEWER (“CMMI
CONTENT”) , INCLUDING ALL IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A
PARTICULAR PURPOSE, NONINFRINGEMENT, USAGE OF TRADE, AND COURSE OF DEALING OR
PERFORMANCE.
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CMMI Content. Your copy of the CAPABILITY MATURITY MODEL INTEGRATION (CMMI) V2.0
and all related material is licensed solely to you as an individual for your personal use, and no
ownership rights transfer to you when you download a and portion or the entire copy of the
CMMI Development V2.0 model, whether through direct purchase or access/download via the
CMMI V2.0 Model Viewer tool. When you purchase a license to a digital download of the
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© 2018 CMMI Institute. CMMI Institute owns copyright of the CMMI Adoption and Transition Guidance V2.0. Any
reproduction, duplication, copying, selling, reselling, assigning, transferring or exploiting of this content without the express
written permission by CMMI Institute is strictly prohibited

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V2.0 Adoption Transition Guidance

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V2.0 Adoption Transition Guidance

Contents
Introduction to this Guidance ..........................................................................................5

Intended Audience ..................................................................................................... 5

What is Capability Maturity Model Integration (CMMI)®? .......................................... 5
Why use the CMMI? ................................................................................................... 5
Why use this Guidance? ............................................................................................ 6

How to use the Guidance .................................................................................................7

LEARN ...............................................................................................................................10

Step 1: Learn how CMMI will benefit the organization ........................................... 10

ESTABLISH OBJECTIVES ..............................................................................................14

Step 2: Establish performance improvement objectives aligned to your

organizational objectives .......................................................................................... 14

ANALYZE ..........................................................................................................................19

Step 3: Map current organizational processes to CMMI ........................................ 19

DEVELOP ACTION PLAN ................................................................................................21

Step 4: Develop and follow action plans and keep them updated ......................... 21

DEPLOY IMPROVEMENTS .............................................................................................24

Step 5: Deploy improvements and measure results............................................... 24

ASSESS CAPABILITY .....................................................................................................28

Step 6: Assess capability and performance ........................................................... 28

Appendix A .......................................................................................................................31

Additional Information for Successfully Adopting or Transitioning to CMMI ........... 31

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V2.0 Adoption Transition Guidance

Appendix B .......................................................................................................................32

Typical CMMI Adoption Roles .................................................................................. 37

Working with a CMMI® Partner-Sponsored Individual....................................... 42
Working with CMMI Institute .................................................................................... 45

Appendix C .......................................................................................................................46

Building Business Goals, Risks and KPIs ............................................................... 46

Appendix D .......................................................................................................................47

Define your current processes ................................................................................. 47

List of Figures
Figure 1. Summary of Available Adoption and Transition Guidance .............................................. 7
Figure 2. Steps for Applying CMMI for Continuous Improvement ................................................. 9
Figure 3. Step 1 Activities and Considerations Table .................................................................... 11
Figure 4. Critical Elements for Successful Change ........................................................................ 12
Figure 5. Step 2 Activities and Considerations Table .................................................................... 15
Figure 6. Step 3 Activities and Considerations Table .................................................................... 20
Figure 7. Step 4 Activities and Considerations Table .................................................................... 22
Figure 8. Step 5 Activities and Considerations Table .................................................................... 25
Figure 9. Step 6 Activities and Considerations Table .................................................................... 29
Figure 10. CMMI V2.0 Adoption and Transition Resources .......................................................... 31
Figure 11. Problem Identification and Resolution Using the CMMI ............................................. 32
Figure 12. When and how a CMMI Partner-Sponsored Individual can help ................................ 43

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V2.0 Adoption Transition Guidance

Introduction to this Guidance

Intended Audience
The audience for this guidance includes anyone who is facing business challenges and
wants to address them using the Capability Maturity Model Integration (CMMI) V2.0. It
also includes anyone who would like to systematically, efficiently, and effectively
improve the performance of their business by adopting the CMMI.

What is Capability Maturity Model Integration (CMMI)®?

CMMI is a performance improvement model for Capability: Anything an organization
organizations and projects that want to achieve does well that drives meaningful
increasingly better performance and address and business results. All organizations have
solve business challenges. Proven effective globally capabilities, without them a business
in business and government over the last 25 years, could not start or grow. Capabilities are
typically organizational level skills,
CMMI is an integrated framework of best practices abilities, and knowledge embedded in
that can rapidly improve and sustain any people, processes, infrastructure, and
organization’s performance to elevate quality, technology. Capabilities are what an
profitability, and competitiveness. organization needs to execute its
business model or fulfill its mission.
The CMMI model is not prescriptive; it describes
what to do to improve an organization’s capabilities, not how to do it. This makes the
model very flexible to adopt for the unique needs of any business. Use CMMI to
establish processes that will help the organization or project meet business objectives
and improve performance in ways that matter most. In addition, CMMI complements
and enhances performance improvement in conjunction with other industry models and
standards.

Why use the CMMI?

CMMI V2.0 helps a business quickly understand its current level of capability and
performance in the context of its own objectives and as compared with similar
businesses and organizations. If business needs and objectives are not being met,
CMMI V2.0 practices can guide systematic and effective improvement to elevate and
optimize performance to better serve the needs of the business and ultimately the
customer.
The need for improvement originates from many sources. Customers may demand
improvements. Market forces frequently drive the need to improve competitiveness.
External regulations may require changes in how an organization operates. Rather than
© 2018 CMMI Institute. CMMI Institute owns copyright of the CMMI Adoption and Transition Guidance V2.0. Any
reproduction, duplication, copying, selling, reselling, assigning, transferring or exploiting of this content without the express
written permission by CMMI Institute is strictly prohibited

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V2.0 Adoption Transition Guidance

having multiple approaches for achieving similar performance, contractual, or regulatory

compliance goals, CMMI provides a single approach for an organization to address
these multiple needs.
Using CMMI V2.0 provides many benefits including:
• A positive return on performance improvement investments
• Meeting commitments that result in:
• More timely delivery
• Fewer last-minute crunches
• Enhanced cost control
• Increased quality of solutions
• Increasing management visibility which results in:
• More rapid response to issues and risks
• Fewer surprises
• Meeting or exceeding customer needs and expectations
• Reducing defects and customer complaints
• Reduced rework
• Lower employee turnover
Additional benefits can be found in Appendix B, Typical CMMI Adoption Roles. In this
appendix, different roles involved in adopting the CMMI are described, along with the
activities they perform and the benefits they receive from using the model.

Why use this Guidance?

This adoption and transition guidance will help any organization use CMMI as a
roadmap for its performance improvement journey. An organization can benefit the
most from CMMI by tailoring its practices in a way that best fit its business
environment. This guidance is needed to put an organization on the right track to
effectively apply CMMI practices. Organizations transitioning from previous versions of
the CMMI can benefit by getting V2.0 upgrade training (Step 1) and then picking up
transition activities in Step 2.
This Guidance Is… This Guidance Is NOT…
An overview of activities and considerations when using A detailed checklist or
CMMI to enable performance and process improvement “how to” guide
Built on lessons learned and best practices derived from A set of activities and
a broad variety of industry experiences considerations for appraisal
preparation
A reference to assist first-time CMMI adoption The only approach for
adopting CMMI

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V2.0 Adoption Transition Guidance

How to use the Guidance

This guidance describes high-level steps for adopting CMMI
in an organization. Each step starts with a brief description, Definitions, Transition or
followed by activities to perform when implementing the Adoption Tips: Throughout this
guidance, these blue boxes will
step, and suggestions to consider when performing the include definition of CMMI terms,
activities. Additional information may be provided such as tips, hints, and other best
examples, elaborations, training, tools, and techniques. practices to consider when newly
This guidance is designed and intended to continually adopting the CMMI or
improve and be kept current with the latest techniques, transitioning from a previous
version.
content, technologies, etc. by CMMI Institute with practical
input from CMMI Partners and users. This guide is just one resource that is part of the
CMMI V2.0 Integrated Product Suite which will aid organizations with successful
adoption of or transition to CMMI V2.0. This guide will serve as a navigator to assist
users to understand how all the product suite resources fit together and to efficiently
utilize these resources to support their business objectives. It follows the primary
categories in the CMMI V2.0 model of “Doing,” “Managing,” “Enabling,” and
“Improving” as part of its six-step approach. Figure 1 shows a summary of the
primary resources for adoption and transition. For a more detailed list of resources, see
Appendix A.

Figure 1. Summary of Available Adoption and Transition Guidance

Resource Purpose
CMMI Website Provides information about CMMI Institute’s offerings to support
capability improvement. A CMMI V2.0 Frequently Asked
Questions (FAQ) list can be found here.
CMMI Institute CMMI Institute Partner organizations deliver the CMMI to the
Partner and Client world—they are the infrastructure that allows us to make the
Services world work better. The focus of the Partner and Client Services
department is to serve CMMI Institute Partners, certified
individuals, and the extended CMMI-user by providing them with
proactive support, speedy solutions, world-class training and
validation of their understanding through certifications.
Partner Resource The Partner Resource Center (PRC) is a repository for all licensed
Center intellectual property, administrative files, and related materials
and information for the delivery of licensed service offerings
(courses, assessments, appraisals, etc.), and may only be
accessed by certified (or candidate) individuals and Partner
Business Points of Contact (BPOCs).
© 2018 CMMI Institute. CMMI Institute owns copyright of the CMMI Adoption and Transition Guidance V2.0. Any
reproduction, duplication, copying, selling, reselling, assigning, transferring or exploiting of this content without the express
written permission by CMMI Institute is strictly prohibited

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V2.0 Adoption Transition Guidance

Resource Purpose
CMMI V2.0 Defines requirements, activities, and guidance for conducting
Appraisal Method effective and reliable appraisals against CMMI V2.0. The FAQ for
Definition CMMI V2.0 appraisals can be found here.
Document (MDD)

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V2.0 Adoption Transition Guidance

Figure 2. Steps for Applying CMMI for Continuous Improvement

Select (CTRL + Click) a step to go to that section.

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LEARN
Step 1: Learn how CMMI will benefit the organization

In this step:
Senior Management:
• Get to know CMMI Senior management is a role for any level of
• Learn how CMMI can be applied to the management for an organizational and in-
scope projects, that:
organization and business
• Sets the strategy, direction, and
• Understand the benefits from adopting CMMI expectations for performance and
• Develop a business case for adoption or process efforts
transition • Ensures that processes are aligned
with business objectives and needs
An organization must first understand its reason • Reinforces and rewards the
for improvement and change. Communicating with development and use of processes to
an organization’s owner or sponsor, typically a ensure their improvement and
senior or executive manager, throughout the sustainment
improvement journey is vital to achieve success • Monitors the performance and
achievements of the processes
and drive change.
• Provides adequate resources for
To obtain the commitment necessary for a process and performance
successful CMMI adoption, it is important to: improvement

• Establish a common understanding of CMMI

• Explain how CMMI will provide value to the organization
• Secure senior management support and sponsorship

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V2.0 Adoption Transition Guidance

This step establishes a foundation for understanding CMMI and how it fits into an
organization’s efforts to improve performance and capability. The next step is to
establish business and improvement objectives and identify the areas in CMMI that can
help address the organization’s needs. Figure 3 provides a summary list of the key
Step 1 activities and considerations.

Figure 3. Step 1 Activities and Considerations Table

Activities Considerations
Develop basic Research information about CMMI
understanding of Visit CMMI Institute website for information about:
CMMI:
• CMMI V2.0 and FAQs
• What is CMMI? • CMMI overview
• Who uses CMMI? • The Foundations of Capability class [Found on this page]
• How does it help? • Case studies
• What benefits does
it provide?
Develop a basic Based on the basic
Capability Areas:
understanding of understanding of the model, at a
A group of related practice
how CMMI high-level, determine how CMMI areas that can provide improved
Capability Areas Capability Areas fit the performance in the skills and
apply in the organization. For example, activities of an organization or
organization identify how Planning and project. A capability area view is
a subset of the CMMI V2.0
Managing Work relates to the
model that describes a
management of the predefined set of practice areas
organization’s projects. Or that make up a specific
understand how Ensuring Quality capability area.
can be used to help improve
product and service quality.

Develop a business Based on a high-level understanding of CMMI and how it fits

case. the organization, a business case can be developed for
presenting to senior management to secure sponsorship and
commitment.
Two great resources for developing a practical business case
can be found here:
• https://hbr.org/product/hbr-guide-to-building-your-business-
case/15038-PBK-ENG
• https://www.audible.com/pd/Business/HBR-Guide-to-
Building-Your-Business-Case-Audiobook/B012T1YEQ8

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V2.0 Adoption Transition Guidance

Additional Information
With any improvement effort, change is inevitable. For improvement efforts to be
successful, change must be managed. Organizations that have successfully managed
change know how to overcome the natural resistance that results from it. Resistance to
change comes in many forms and often starts early in the improvement process. As
part of looking at CMMI for its performance and improvement efforts, the organization
must also address how it will manage change and the resistance that comes with it.
There are several critical elements needed to make change successful. Figure 4 shows
the elements needed for successful change and what can happen if those elements are
not addressed.

Figure 4. Critical Elements for Successful Change

At the beginning of implementing any change an organization must communicate:

• The reason for the change
• The expected benefits
• The support and guidance needed to incorporate the change into work efforts
• How individuals will be affected
• The need to involve everyone in the change

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V2.0 Adoption Transition Guidance

Part of learning about CMMI includes learning about the Transition Tip:
organization and the people working in it. By learning Even if your management,
more about the organization, it becomes easier to: projects, and teams are familiar
with previous versions of CMMI,
• Understand its culture and norms understanding the improvements
• Identify and manage possible areas of resistance and differences with V2.0 is
• Learn the key issues driving behavior important to communicate
frequently in order to obtain
Learning about and applying CMMI are often the easiest commitment and support for
aspects of performance improvement and the changes making the change to the new
that comes with them. Understanding the organizational version. CMMI Institute has
information and materials to
culture and dealing with resistance are typically the explain the benefits from
most difficult parts of any change effort. The existing adopting CMMI V2.0.
organizational culture may either enhance or slow down
the adoption of CMMI.
It is important to know the issues that matter to each group in the organization. For
example, senior managers and executives typically focus on financial concerns and
overall impact on the organization. They will ask questions such as:
• How much is this going to cost?
• How much time is this going to take away from work efforts?
• How much revenue will this create?
• How much profit will this add to the bottom line?
• What is the anticipated return on investment?
• How does this affect my people? Transition & Adoption Tip:
• What will it take to implement the change? Developing a communication and
stakeholder management plan
To manage change successfully, plan to address the
can help to keep the channels
issues and questions that will be raised by each group in open when resistance is
the organization. Be prepared to answer questions like encountered. Capturing
these without using CMMI terminology or technical Frequently Asked Questions
jargon. Communicate in terms that are understood and (FAQs) can help to ensure
consistency in messaging and
used within the organization whenever possible. These
understanding.
questions will start early in the improvement effort and
continue throughout.
Obtaining senior management support is one of, if not the most critical element of
successful change. Senior management should demonstrate active commitment,
support and behavior in championing the improvement changes.

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ESTABLISH OBJECTIVES
Step 2: Establish performance improvement objectives aligned to your
organizational objectives

In this step:
• Identify the most critical objectives to business success
• Establish performance improvement objectives based on the organization’s business
objectives
• Understand which parts of CMMI relate to these performance improvement
objectives
• Identify infrastructure needs to support improvement efforts
• Identify measures of success for meeting objectives
• Develop an improvement plan and keep it updated
• Continually communicate with stakeholders
All organizations typically have some idea of their business objectives. Identify and
prioritize the business challenges and issues that are putting the most important
objectives at risk or preventing them from being met. Keeping each of these elements
aligned is important to ensure that the right improvements are being addressed. Figure
5 provides a summary list of the key Step 2 activities and considerations.

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V2.0 Adoption Transition Guidance

Figure 5. Step 2 Activities and Considerations Table

Activities Considerations
Record business needs Appendix C – Building Business Goals, Risks and KPIs
and objectives List business goals, risks, and KPI measures
Transition & Adoption Tip:
This step corresponds to and can A key feature of the CMMI
be supported by the Practice V2.0 Product Suite is the
Performance Report. This
Areas and Capability Areas
simple, but powerful
contained in the CMMI Model template provides a
Category of “Doing.” straightforward means to
identify and track key
business and performance
Start by identifying any existing measures. The report is a
business goals, objectives, and required artifact in the
strategic plans. Work with V2.0 appraisal method and
available through a CMMI
managers and affected stake-
Partner-Sponsored Lead
holders to define organizational Appraiser.
needs and objectives. Affected
stakeholders should include the people performing the work,
as they will have the most insight into issues and challenges.
Include both short-term and long-term objectives.

A certified Lead Appraiser can use the CMMI V2.0

Performance Report as a template for capturing this
information and ensuring your CMMI journey focuses on the
most important aspects of your business.
Record performance Performance improvement objectives:
improvement • Are derived from organizational business needs and
objectives objectives
• Focus on addressing challenges or issues affecting the
current projects
Prioritize business and Prioritize objectives based on the value to the organization,
performance risks, and constraints
improvement
objectives
Develop measurable Measurable targets should:
targets for • Be meaningful to the organization
performance • Address effectiveness of the improvements
• Assess progress towards achieving objectives
© 2018 CMMI Institute. CMMI Institute owns copyright of the CMMI Adoption and Transition Guidance V2.0. Any
reproduction, duplication, copying, selling, reselling, assigning, transferring or exploiting of this content without the express
written permission by CMMI Institute is strictly prohibited

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V2.0 Adoption Transition Guidance

Activities Considerations
improvement Targets should be:
objectives. • Specific
• Measurable
• Attainable, agreed upon
• Realistic
• Time-based
Target Practice Areas Based on a high-level understanding of the Capability Areas
that relate to the identified in Step 1, review the Practice Areas in each that
prioritized will address the objectives and improvements challenges
performance directly.
improvement There are many approaches that may work in an
objectives organization; the challenge is to couple this deep
understanding of CMMI with knowledge about the unique
aspects of the business and organization.
A CMMI Partner-Sponsored Individual can help an
organization perform this task.
• These professionals bring deep knowledge of CMMI and
how to apply it in a variety of organizational contexts.
• See the CMMI Partner website for CMMI Partner-Sponsored
Individual near your location
Establish the To ensure long-term success, performance improvement
infrastructure to efforts will require an infrastructure that is sustainable over
support and time.
implement Organizations need to identify who is involved in
improvements improvement activities and define their roles and
responsibilities. Typical roles include:
• Improvement sponsor
• Management steering group
• Process group
• Process action teams
Additional infrastructure resources may include:
• Budget
• Time
• Tools
• Training
• Repository for process assets
• Measurement system and repository

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V2.0 Adoption Transition Guidance

Activities Considerations
For more details on infrastructure and sustainment, see
content in the following CMMI Practice Areas:
• Implementation Infrastructure (II): Ensure that the
processes important to an organization are persistently and
habitually used and improved.
• Governance (GOV): Provides guidance to senior
management on their role in the sponsorship and
governance of process activities.
• Process Asset Development (PAD): Develop and keep
updated the process assets necessary to perform the work.
For more details on performance and performance
objectives, review the content in CMMI Practice Area:
• Managing Performance and Measurement (MPM):
Manage performance using measurement and analysis to
achieve business objectives
Record all of the The improvement plan for either transition or adoption
above in an should include such things as a set of requirements, a
improvement plan, budget, a schedule, risks, dependencies, stakeholders, etc.
keep it updated and For more details on what to include in an improvement plan,
communicate with review the content in CMMI Practice area:
stakeholders
• Process Management (PCM): Manages and implements
the continuous improvement of processes and
infrastructure to:
o Support accomplishing business objectives
o Identify and implement the most beneficial process
improvements
• Make the results of process improvement visible,
accessible, and sustainable

Additional Information
Refer to Appendix A, Successfully Adopting or Transitioning to the CMMI, for more
information on:
• Typical CMMI Adoption Roles and benefits
• Problem Identification and Resolution using the CMMI

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V2.0 Adoption Transition Guidance

The following sources can be used when identifying business challenges and related
opportunities for improvement:
Transition Tip:
• Stakeholders
Previously appraised High Maturity organizations
• Customer feedback will be able to quickly recognize and leverage the
• Improvement proposals content captured by Performance Report.
• Risks and opportunities In the CMMI V2.0 product suite, the term “high
• Lessons learned maturity” involves the use of statistical and other
quantitative techniques on selected processes to
• Results from appraisals
predict improved business results. High maturity
• Results from root cause analysis represents a fundamental shift in how processes
• Measurements results are understood, managed, and improved. As
• Quality evaluations or audits organizations move up in process maturity, they
gain in-depth understanding of how processes are
used and interact, which gives them a clear
competitive advantage.
When establishing measurable targets, an
organization may want to consider using the following resources:
• Goal-Question-Metric approach to derive meaningful measures from objectives.
• Goal-Driven Software Measurement designed to help you identify, select, define, and
implement measures to support your business goals.
Some items to consider as part of process improvement efforts include:
• Up front interaction with the sponsor and senior management when building the
case for performance and process improvement
• Records of previous improvement activities, including issues, decisions, and action
items
• Use of terminology that is familiar to the audience by avoiding technical jargon or
CMMI terminology.
• Determination of the type and frequency of written communication and updates
(verbal or written).
The objectives must be clearly communicated to the entire organization. If people
understand the reasons for the change and the desired outcome along with their role in
making the change, the amount of potential resistance will be reduced.

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V2.0 Adoption Transition Guidance

ANALYZE
Step 3: Map current organizational processes to CMMI
In this step:
• Map current business processes to CMMI V2.0
Transition Tip:
components and practices Organizations who have
• Identify any gaps between the business processes previously adopted the CMMI
and the CMMI components and practices identified V1.3 Development constellation
for improvement can leverage CMMI Institute-
• Recommend improvements to address the gaps approved V1.3 to V2.0 Practice
mapping to aide in converting
their processes to reflect V2.0
This step corresponds to and can be supported by the requirements.
Practice Areas and Capability Areas contained in the
CMMI Model Category of “Enabling.”
It is important to understand the processes currently used in the organization and the
extent to which they meet the intent of the CMMI practices. This is an important step as
it forms the basis of future improvement activities. Figure 6 provides a summary list
of the key Step 3 activities and considerations.

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V2.0 Adoption Transition Guidance

Figure 6. Step 3 Activities and Considerations Table

Activities Considerations
Perform gap The gap analysis may use a formal appraisal method such as
analysis of current the CMMI Evaluation Appraisal (refer to CMMI Appraisal Method
processes against Description Document (MDD)).
the CMMI practice The gap analysis may be performed informally by doing a
areas and practices simple comparison of selected processes to CMMI practice
identified for areas and other components of the model.
improvement
This analysis does more than just identifying gaps in the
processes being used. It also involves determining if the
processes are utilized, persistent, and habitual. A well-crafted
business process is of little value if it is not used. A description
and examples of appraisals can be found in the MDD.
A CMMI Partner-Sponsored Individual can help an organization
perform this task. See the CMMI Partner website for CMMI
Partner-Sponsored Individuals near your location.
Record the results
of the gap analysis
Develop and record Recommendations will form the basis for improvement action
recommended plans.
improvement For more details, review the content in CMMI Practice Area:
activities to close
Process Management (PCM): Manages and implements the
any identified gaps
continuous improvement of processes and infrastructure to:
• Support accomplishing business objectives
• Identify and implement the most beneficial process
improvements
• Make the results of process improvement visible, accessible,
and sustainable

Additional Information
This information provides a reference for people in the organization to understand how
their processes relate to the CMMI components and practices. This information also
forms the basis for developing action plans for performance improvement in the next
step.

The CMMI V2.0 Quick Reference Guide and V2.0 to v1.3 Practice Mapping provides
detailed information for those organizations and projects transitioning from v1.3 of the
CMMI.
© 2018 CMMI Institute. CMMI Institute owns copyright of the CMMI Adoption and Transition Guidance V2.0. Any
reproduction, duplication, copying, selling, reselling, assigning, transferring or exploiting of this content without the express
written permission by CMMI Institute is strictly prohibited

Page 20 of 48
V2.0 Adoption Transition Guidance

DEVELOP ACTION PLAN

Step 4: Develop and follow action plans and keep them updated

In this step:
• Develop an improvement strategy
• Develop action plans to address performance and process gaps identified in the
previous step
• Make changes or improvements
• Define or update processes Transition & Adoption Tip:
Action plans should contain clear
and measureable information on
This step corresponds to and can be supported by the when and how actions will be
Practice Areas and Capability Areas contained in the considered closed. By prioritizing
CMMI Model Category of “Managing.” those actions that have the greatest
impact on the business and
The step begins by developing the organizational performance, (vs. compliance) it
improvement strategy and obtaining commitment will be easier to convince senior
from all stakeholders. The strategy includes the management and stakeholders why
benefits of capability and performance improvement the improvements are of value and
need to be sustained over time.
and the impact to organizational business objectives.

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V2.0 Adoption Transition Guidance

The improvement strategy requires a firm commitment from the improvement sponsor.
Active sponsorship is critical to ensure that the plan and the required resources are
available throughout the improvement effort.
This step also develops improvement action plans to address the gaps identified in the
previous step and to move the organization towards achieving its objectives. Performing
these activities may result in defining or updating processes and making other changes
needed to address process gaps. As with any plans, it is important to keep the action
plans updated as activities are added, modified, or removed.
As the organization progresses through the action plans, monitor performance to
ensure that the desired results are achieved. Performance and results should tie back to
the organizational business improvement goals defined in the strategy. Figure 7
provides a summary list of the key Step 4 activities and considerations.

Figure 7. Step 4 Activities and Considerations Table

Activities Considerations
Develop and follow An improvement strategy typically includes:
an improvement • Business considerations
strategy and keep it • Objectives and constraints
updated • Possible approaches to meeting the objectives and
constraints
• Requirements
• Needed resources (e.g., skills, environment, tools, new
technologies)
• Risks and how they will be mitigated
Establish priorities Prioritize improvement actions based on the value to the
for improvement organization, resource constraints and the impact on achieving
actions performance objectives. This will help gauge how much work
is ahead and the order in which items should be addressed.
Develop action plans The action plans define all aspects of the effort, tying together
to address gaps the following in a logical manner:
• Tasks
• Roles and responsibilities
• Budgets
• Schedules and milestones
• Risks
• Resources and skills
• Stakeholder involvement
For more details, review the content in CMMI Practice Areas:
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Activities Considerations
• Estimating (EST): To aid in estimating the size, effort,
duration, and cost of the work and resources needed to
develop, acquire, or deliver the solution.
• Planning (PLAN): Develop plans to describe what is needed
to accomplish the work within the standards and constraints
of the organization, including the:
o Budget
o Schedule
o Resource demand and capacity
o Quality & Functionality requirements
• Implementation Infrastructure (II): Ensures that the
processes important to an organization are persistently and
habitually used and improved
• Governance (GOV): Provides guidance to senior
management on their role in the sponsorship and governance
of process activities.
Review plans with Secure continued visible sponsorship and support for the
sponsor to obtain improvement efforts.
commitment and
approval

Make changes or Remember, even though some changes may be easy to

improvements based implement, they may take a long time to roll-out and to
on the action plans become persistent and habitual.
Define or update • Record the processes the way they are actually performed.
processes where • See Appendix D for more information on recording processes.
appropriate • A CMMI Partner-Sponsored Individual can help an
organization perform this task. See the CMMI Partner website
for CMMI Partner-Sponsored Individual near your location.

Additional Information
It is important to involve the people affected by the changes in making the
improvements. This increases buy-in and reduces resistance to the changes.

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DEPLOY IMPROVEMENTS
Step 5: Deploy improvements and measure results
In this step:
• Pilot new and changed processes
• Deploy new and changed organizational processes and assets
• Measure the performance of newly deployed organizational processes and assets
against the business and performance improvement objectives

This step corresponds to and can be supported by the Practice Areas and Capability
Areas contained in the CMMI Model Category of “Improving.”

This step is to pilot and deploy the process Transition & Adoption Tip:
improvements identified in action plans from the Not every improvement may scale
previous step. This is typically an iterative process. as it is deployed on a broader basis.
Process improvements are often rolled out gradually to Piloting improvements helps to
assess performance. Piloting improvements enables an understand which improvements
have the greatest impact and
organization to evaluate the impact of performance
benefit for the entire organization.
improvements to ensure they are successful before
wider deployment. Deployment involves managing the implementation of new or
updated processes in a consistent and sustainable way. There may be multiple
improvement initiatives, concurrent improvements, and deployments in an organization.
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Coordinate the deployment of processes to avoid confusion, waste, contradictory

results, and adverse effects.
As performance improvements are deployed, care should be taken to ensure that
processes are built, followed, and made persistent and habitual. Figure 8 provides a
summary list of the key Step 5 activities and considerations.

Figure 8. Step 5 Activities and Considerations Table

Activities Considerations
Measure As the organization accumulates historical data, process performance
performance can be measured.
of existing Historical data may be used to identify performance differences
processes and between current and improved processes.
their targeted
improvements
Develop, keep The deployment plan typically includes the following:
updated and • Deployment strategy
follow a • Improvement requirements
process • Estimated budget, schedule, risks, etc.
deployment • Updated vs. new processes
plan • Communication methods
• List of affected stakeholders
• Training
• Implementation expectations
Pilot new or Define and use criteria for selecting which improvements to pilot.
changed Typical criteria include:
processes • Risk
• Impact of change
• Number of work efforts affected
• Cost
• Expected results
Analyze Use results from pilots to:
results of • Compare performance results of pilot to existing performance
pilots measures
• Determine if the pilot is successful enough to deploy the process to
other parts of the organization
• Make changes to the piloted process
• Update the deployment plan as needed

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Activities Considerations
Deploy Establish the necessary infrastructure to ensure that processes are
processes as built, followed, sustained, and improved over time. The term
appropriate “infrastructure” refers to everything needed to implement, perform,
and sustain the organization’s set of processes. The infrastructure
includes:
• Recorded processes
• Resources (e.g., people, tools, consumables, facilities)
• Funding to perform the processes
• Training to perform the processes
• Objective evaluations to ensure that work is performed as intended
Monitor Continue to monitor the process over time by reviewing:
adoption of • Organization’s performance measures
recently • Comparison of historical performance to the performance of new or
deployed updated processes
improvements. • Persistence and habit in the use of the processes and assets
By monitoring improvement adoption and performance against
organizational business objectives, an organization can verify and
quantify the benefits of the improvements.
This activity may also result in new opportunities for improvement
and updates to action plans.
For more details on deployment improvements and measuring
results: review the CMMI Practice Areas:
• Process Management (PCM)
• Managing Performance and Measurement (MPM)

Additional Information
To avoid overwhelming stakeholders, it may be necessary to select and deploy different
improvements to different parts of the organization at different times. The selection of
improvements to deploy should be based on the criteria described above and should
also be sensitive to the needs of the various parts of the organization.
Monitoring implementation ensures that the improvements are effectively deployed. It
also helps to understand:
• What assets are being used
• Why they are being used
• Where they are being used
• How they are being used

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As processes become persistent and habitual, they become an integral part of the
organization’s norms and culture. Persistent and habitual processes endure after the
people who defined them are gone.
Review the measures collected to understand performance over time to determine if the
collected performance data is relevant and critical to the work and to the business or if
it needs to be changed. An organization may not get it right the first time, so it should
review the data and adjust plans accordingly.

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ASSESS CAPABILITY
Step 6: Assess capability and performance

In this step:
• Assess processes and assets
• Measure and assess performance
• Update improvement plans as needed
• Continue the improvement journey

This step corresponds to and can be supported by the Practice Areas and Capability
Areas contained in the CMMI Model Category of “Improving.”
This step involves appraising processes and the improvements made to them, and then
assessing the impacts of those improvements on performance.
There are multiple ways to assess capabilities and performance including:

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• Conducting internal appraisals or process reviews Transition & Adoption Tip:

against CMMI Conducting CMMI V2.0 appraisals is
• Partnering with a CMMI Partner-Sponsored a proven best practice to ensure
Individual to conduct appraisals (e.g., CMMI the most efficient and effective
improvement results. They provide
Evaluation Appraisal, CMMI Benchmark Appraisal,
reliable, clear, consistent, and
CMMI Sustainment Appraisal). actionable focus on performance
It is important that organizations validate that their improvements that will have the
most impact on the business and
processes and performance are in alignment with
help build and improve capability.
business and performance improvement objectives.
CMMI appraisals assist in:
• Demonstrating the value of improvements to the business
• Motivating stakeholders for continued buy-in
• Driving continuous improvement
• Determining competitive position in the market.

Figure 9 provides a summary list of the key Step 6 activities and considerations.

Figure 9. Step 6 Activities and Considerations Table

Activities Considerations
Assess processes and assets When appropriate, assess progress against
the improvement plan
Assess performance results against
performance and business objectives
Update improvement and actions Improvement is not a one-time effort. As
plans and continue improvement organizations complete activities, they should
journey plan for the next iteration in a continuous
improvement journey.

Additional Information
An organization may want to achieve formal recognition of the effectiveness of their
processes. This can serve as both an internal confirmation of the need for continual
improvement efforts and an external acknowledgement that the organization is
committed to quality and to continuous improvement.
Formal recognition can be gained through conducting a CMMI Benchmark Appraisal. If
the organization plans to conduct CMMI appraisals, a CMMI certified Lead Appraiser
must lead the appraisal. The result of a CMMI Benchmark Appraisal can be used to
compare the organization to other organizations in their industry.
The continuous improvement journey may involve:
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• Evolution of the organization’s business objectives

• The need for improved performance
• New areas for improvement
Once this step is completed, repeat the cycle by going back to Step 1 to learn about
any new updates made to the CMMI Product Suite.

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Appendix A
Additional Information for Successfully Adopting or Transitioning to CMMI
Appendix A contains a list of resources that are part of the CMMI V2.0 Integrated
Product Suite to aid organizations with successful adoption or transition. Figure 10
provides a summary of the complete set of adoption and transition resources available.

Figure 10. CMMI V2.0 Adoption and Transition Resources

Resource Purpose
CMMI Website Provides information about CMMI Institute’s offerings to
support capability improvement
CMMI Institute Partner CMMI Institute Partner organizations deliver the CMMI to
and Client Services the world—they are the infrastructure that allows us to
make the world work better. The focus of the Partner and
Client Services department is to serve CMMI Institute
Partners, certified individuals, and the extended CMMI-user
by providing them with proactive support, speedy solutions,
world-class training and validation of their understanding
through certifications.
Partner Resource The Partner Resource Center (PRC) is a repository for all
Center licensed intellectual property, administrative files, and
related materials and information for the delivery of
licensed service offerings (courses, assessments,
appraisals, etc.), and may only be accessed by certified (or
candidate) individuals and Partner Business Points of
Contact (BPOCs).
CMMI V2.0 Appraisal Defines requirements, activities, and guidance for
Method Definition conducting effective and reliable appraisals against CMMI
Document (MDD) V2.0
CMMI Training CMMI Institute and Partner training resources, class
resources schedules, etc.
Quality Policies List of quality policies for appraisals and the CMMI V2.0
Product Suite

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Appendix B
Figure 11. Problem Identification and Resolution Using the CMMI
Common Potential CMMI
Business Underlying Causes Solutions (by Practice
Problem Area)
Delivered • Wrong solution delivered RDM, PQA, VV, PLAN, SD,
solution does • Bad requirements SST
not meet • Poor testing
customer • No stakeholder feedback
needs • Lack of customer involvement
Customer • Inconsistent delivery RDM, PQA, SD, EST, CAM
complaints • Rude staff
• Always have an excuse
• Quality issues
• Service levels not met
Late delivery • Poor/no estimating or planning EST, PLAN, MC, RSK, RDM
• Poor progress tracking
• Lack of critical resources
• Excessive overtime
• Too much rework
• Constantly changing requirements
• Unexpected external disruptions
Costly • Poor estimating/planning EST, PLAN, MC, RSK, DAR,
solutions • Gold plating RDM, CM
• Too much rework
• Acceptance of too many changes/too
much work without understanding
impact
• Lack of understanding customer needs
Poor quality • Badly defined requirements RDM, PQA, VV, PLAN, PR
• Attempts to “test quality” into services
or products
• Lack of time to test
• Poor design
• Inexperienced technical personnel
Constantly • Poor/no estimating or planning EST, PLAN, MC, RSK, DAR,
stretched • Excessive overtime RDM, CAM, CM
resources • Wrong resources

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Common Potential CMMI

Business Underlying Causes Solutions (by Practice
Problem Area)
• Acceptance of too many changes/too
much work without understanding
impact
• Poor management
• Lack of commitment
Problems are • Lack of problem anticipation RSK, PLAN, CM, PAD, IRP,
always a • Poor planning CONT
surprise • Short-term organizational “memory”
• Sugarcoating
• Problem avoidance (“burying head in
the sand”)
• Lack of corrective or preventative
action
• No viable responses to problem
Constant fire- • Poor/no estimating or planning EST, PLAN, OT, CM, GOV,
fighting • Inexperienced technical personnel II, PCM
• Dependency on heroes for success
• Acceptance of too many changes or
work without understanding impact
• Poor management
• Lack of commitment
Poor • Overreliance on heroes OT, EST, PLAN, CM, CAM,
retention of • Poor/no estimating or planning PCM, PAD
personnel • Excessive overtime
• Wrong resources
• Acceptance of too many changes/too
much work without understanding
impact
• Poor management
• Poor morale
• Corporate “brain drain” (loss of key
personnel and experience)
Everything is • Poor planning RDM, PLAN, DAR
priority 1 • Poor morale
• Excessive overtime
• Poor quality
• Lack of focus on what is important to
the business and performance
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Common Potential CMMI

Business Underlying Causes Solutions (by Practice
Problem Area)
Too much • Poor planning PLAN, MC, VV, PR, PQA
rework • Excess or unnecessary cost
• Poor morale
• Excessive overtime
• Poor quality
Constantly • No sustainable infrastructure PCM, PAD, II, TS, DAR
reinventing • Lack of clear repeatable process
the wheel • Sporadic or no training/learning
• Lack of focused training for business
needs
• No organizational memory
Supply chain • Lack of clear requirements PLAN, RSK, SAM, SSS,
issues • Ambiguous or no agreements MSS, PQA
• Limited selection of solutions
• Risks in the supply chain
• Lack of clear and consistent
responsibilities
• Delivery delays
• Poor quality
Inexperienced • Lack of clear governance OT, PLAN, MC, GOV, CAM
personnel • Lack of clear repeatable process
and • Lack of clear and consistent
management responsibilities
• Sporadic or no training/learning
• Lack of focused training for business
needs
• No organizational memory
• Poor resource, skills and knowledge
planning
• Poor quality
Low • Lack of clear repeatable process EST, PLAN, OT
productivity • Lack of training
• Poor accountability
• Lack of infrastructure
Inconsistent • Lack of a collaborative approach SD, SAM, STSM, IRP, PQA
service between the service provider and
delivery customer

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Common Potential CMMI

Business Underlying Causes Solutions (by Practice
Problem Area)
• Lack of an approved service agreement The Service Delivery
and lack of adherence to it practice area can be used
• Inability to deliver services due to any as a guide to create a
of the following factors: failure of collaborative framework
service components, failure to check between the service
readiness of the service system, provider and customer.
absence of clear service delivery Supplier Agreement
procedures or lack of awareness about Management practice
such procedures (if they exist) areas can be used for
• Dependency on heroes to deliver enabling complete,
services rather than on established concise and correct
practices and procedures agreements.
Never • Incorrect scoping CAM, EST, PLAN, MC, RSK
finishing • Incorrect estimation methods
• Failure to revise plans and schedules
based on changing customer demands Use the Estimating
• Inadequate resources/incorrect practice area for guidance
resource estimation and planning on how to best perform
• Lack of obtaining commitments from scoping, how to use size
relevant stakeholders as an input for accurate
estimations and how to
use and record estimation
rationales.
Use the Planning practice
area for guidance on
maintaining realistic plans
based on realistic
estimations, how to record
changes to plans and
schedules, and how to
obtain commitments to
these revised plans and
schedules.
Use the Implementation
Infrastructure practice
area to understand and
implement sufficient
resource planning,
funding, and training.
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Common Potential CMMI

Business Underlying Causes Solutions (by Practice
Problem Area)
Never enough • Poor planning CAM, EST, PLAN, MC,
time/budget • Lack of resources RSK, GOV
• Excess or unnecessary cost
• Poor monitoring
• Excessive overtime
Constant • Incorrect and/or incomplete change RDM, CM, PLAN, MC
requirements management process Use the Configuration
changes • Lack of clearly understood Management practice area
requirements process for managing and base-
• Weak or inadequate validation, lining requirement
verification, and peer review processes changes effectively.
Use the Verification and
Validation and Peer
Review practice areas for
establishing a stringent
process for identifying
inconsistencies,
ambiguities, and issues in
the gathering, analysis,
and development of
requirements – mitigating
the risk of too many
changes.
Poor decision • Not sure of the exact “problem” (and DAR, TS, SAM
making thus not able to define the problem
statement)
• Lack of relevant and adequate skill sets Improving employee skill
to use decision-making techniques and set – this is included
to determine the risks and impacts of under the Implementation
decisions Infrastructure practice
• Not involving affected stakeholders area.
during problem definition and/or Planning the involvement
decision-making process of affected stakeholders –
• Taking decisions based on included under Planning
“assumptions” rather than on actual practice area.
(measurable and verifiable) data Use of various techniques
• Inability to identify criteria for for decision-making –
evaluation of alternatives
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Common Potential CMMI

Business Underlying Causes Solutions (by Practice
Problem Area)
• Inability to identify alternatives for included under DAR
particular problem practice area.
• Inability to define a problem from a
state of confusion

Typical CMMI Adoption Roles

The following section contains information and perspectives on people who will use and
commonly benefit from CMMI. Each of the roles will be described along with their
unique perspective, approach, and benefits they have on using the model. These are
roles and not individuals or positions, and may be combined, split, or fulfilled differently
in each organization.

Role Title: Buyer of solutions from CMMI users

Role Description
This role includes senior management and those who control the budget, select and
manage solution suppliers, and hold approval authority for buying solutions for an
organization.
Role Activities
• Uses practices for supplier selection and management
• Understands the risk of doing business using suppliers and the risks each may bring
• Mitigates supplier risks
• Requires suppliers to adopt the CMMI and understand what a supplier’s CMMI
capability (or maturity) means
• Uses the CMMI practices to understand and address risk in the supply chain
• Evaluates risk and determine the quality required to rank incoming proposals to
eliminate unsuitable bidders and select the supplier with the lowest risk
• Manages technical interactions
• Manages contractual issues on both sides
• Accepts deliverables
• Transitions deliverables and solutions to operations
Benefits to Role
• Effectively and efficiently reduces risk to the buying organization
• Ensures that the highest quality suppliers are identified and selected
• Suppliers are managed throughout the solution period of performance

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• Results in clear and unambiguous agreements

• Improves the interactions between suppliers and the buying organization
• Minimizes disputes

Role Title: Improvement Sponsor

Role Description
This role includes senior management, including the “C-Suite” (e.g., Chief Executive
Office (CEO), Chief Operating Officer (COO), Chief Financial Officer (CFO), Chief
Information Officer (CIO), etc.), but these roles are specific to those organizations
adopting the CMMI and conducting appraisals and other forms of assessment to
determine their capability.
Role Activities
• Funds process improvement activities
• Articulates the strategy and business objectives
• Ensures alignment of strategy and business objectives
• Aligns process improvement with performance objectives
• Oversees the process improvement initiatives
• Provides explicit requirements for senior management activities in supporting and
sustaining improvement efforts
• Ensures that resources are available to implement the process improvement efforts
• Approves appraisal objectives
Benefits to Role
• Enables process consistency across the organization
• Ensures the improvement effort supports achieving objectives
• Promotes a common understanding of the process improvement objectives
• Fosters better coordination and communication among work groups
• Increases customer satisfaction
• Reduce cost
• Meets objectives
• Gains competitive advantage
• Attracts and retains top talent
• Positions organization for growth
• Improves performance
• Reduces overhead cost
• Improves time to market
• Keeps current with market trends
• Uses of integrated model strengthens position in the market
• Increases growth and expand marketability
• Gets assurance of improvements
• Uses flexibility in model to meet organizational needs and reduce process overhead

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• Improves workforce management

• Provides career path for developing the workforce
• Changes organizational behavior to better achieve strategy and business objectives
• Addresses and sells a wider set of capabilities because of the integrated model

Role Title: Practitioner

Role Description
This role includes people in an organization who are following the processes. This role
includes the people who get the most direct benefit from using and improving
processes. It is crucial that these people are involved with the improvement activities,
as they are the ones who must live with them every day.
Role Activities
• Follows the processes
• Provides feedback, inputs, and ideas for improving process and performance
• Participates in process groups, action teams, etc.
Benefits to Role
• Reduces rework
• Understands what is being done and why
• Provides structure for how work is done
• Stops reinventing the wheel
• Does the job better
• Minimizes overtime
• Shares best practices
• Reduces chaos and stress
• Gives a voice to practitioners in determining and making commitments
• Provides structure for defining explicit roles and responsibilities
• Ensures they have the skills and expertise needed to perform their roles and
responsibilities
• Provides an environment conducive to increased performance
• Provides guidance for working together effectively and efficiently
• Provides guidance for navigating multiple priorities and reporting relationships
• Sustains existing expertise and spread across the organization
• Increases individual competency growth
• Improves individual performance

Role Title: Process Group Member

Role Description
This role includes the people assigned responsibility for improving and sustaining
process and performance in the organization. The assignments can be full-time or part-
time.
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Role Activities
• Ensures process improvement activities are aligned with improving performance and
meeting business strategy and objectives
• Provides process improvement guidance understanding throughout the organization
• Coordinates and communicates improvement activities and benefits with
stakeholders
• Solves organizational process and performance problems
• Assesses process capabilities and performance
• Identifies and provides needed improvements and training
• Identifies and addresses gaps in process implementation
• Uses source model disciplines in an integrated way
Benefits to Role
• Plans improvement efforts using a clear evolutionary path within practice areas
• Supports process persistence and sustainment with explicit infrastructure and
governance
• Changes organizational behavior to better achieve strategy and business objectives
• Reduces the impact of process changes
• Establishes common process roles

Role Title: Quality Manager

Role Description
Quality manager is a role that includes individuals or groups whose main responsibility
is for ensuring end-to-end holistic quality in the processes, their execution, and
resulting solutions. This includes quality control, quality assurance, peer reviews,
testing, verification and validation, and related activities.
Role Activities
• Identifies potential process improvements
• Provides guidance for determining if processes are being followed
• Helps identify if current processes support the existing work
• Supports providing management and stakeholders insight into process adoption and
effectiveness
• Identifies non-compliance issues in process implementation
• Analyzes quality data to:
• Identify patterns and trends
• Anticipate problems and issues
Benefits to Role
• Maximizes quality of solutions
• Increases customer experience and satisfaction
• Enhances brand reputation
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• Improves performance by avoiding non-valued-added activities

• Ensures processes work more effectively for practitioners and the organization
• Reduces rework
• Improves practitioner satisfaction and morale

Role Title: Project Manager

Role Description
This role includes managers who are responsible for managing the day-to-day activities
for producing and delivering solutions. This can include task, project, and program-level
management roles.
Role Activities
• Supports the process improvement activities
• Negotiates and confirms commitments
• Organizes teams and projects
• Reviews project and improvements
• Keeps senior management informed
• Enables communications throughout the organization
• Leverages the skills and experience of employees
• Encourages and enables active participation in improvement efforts
• Revises plans, schedules, budget, and resources as needed
Benefits to Role
• Manages project to ensure solutions are on-time and within budget
• Enables effective allocation of resources
• Reduces employee turnover
• Increases clarity of assignments
• Minimizes non-value-added activities
• Ensures delivered solutions satisfy customer needs and expectations
Role Title: Workforce Manager
Role Description
This role is responsible for developing and sustaining a workforce that effectively meets
the current and future needs of the organization. This can include task, project, and
program-level management roles.
Role Activities
• Provides guidance for effective career development
• Enables consistent employee evaluations
• Aligns compensation, rewards, and recognition with performance
• Aligns workforce development and capability with strategy
• Fosters workforce empowerment

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• Enables effective competency development

• Provides a framework for:
• Establishing a productive work environment
• Providing effective training and mentoring
• Communication and coordination
Benefits to Role
• Increases capability of practitioners
• Workforce capability is aligned to business strategies and objectives
• Expectations and outcomes are understood and met
• Increases employee morale
• Improves performance
• Reduces turnover

Working with a CMMI® Partner-Sponsored Individual

What is a CMMI Partner-Sponsored Individual?

CMMI Institute certifies individuals to teach official CMMI Institute courses, such as
Foundations of Capability, and Building Development Excellence. Some individuals are
also trained and certified as CMMI Partner-Sponsored Lead Appraiser (LA). These
instructors and lead appraisers may provide consulting services for organizations
wanting to adopt the CMMI. When working with one of these individuals, make sure
that they work under the umbrella of a licensed CMMI Partner organization.
When acting as technical advisors, these experienced professionals work with clients to
help them adopt CMMI to best meet their business needs and objectives. In some
cases, this may involve conducting a CMMI appraisal. Based on their experience in the
industry and their quality record, these experts have been accepted by CMMI Institute
to deliver official training courses and appraisal services.

How to find a CMMI Partner-Sponsored Individual

CMMI Institute works with a network of licensed Partner organizations that employ
certified individuals who are qualified to provide official courses and appraisals services.
CMMI Partner-Sponsored Individuals can be found in CMMI Institute Partner Directory.
In some cases, CMMI Institute can provide services directly to your organization.
The CMMI Institute Partner Network and certified individuals provide a vast, global
reach to help to connect CMMI with users, managers, and executives who can benefit
from CMMI solutions. CMMI Institute and CMMI Institute Partners are the only
source for authentic CMMI services. Consider needs and expectations when
searching for and hiring a CMMI Institute Partner. The Partner should be familiar with
items such as:

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• The type or domain of work performed by the organization (e.g., acquisition,

development, services)
• The requirements of the methodologies used by the organization (e.g., Scrum,
DevOps)
• The scope of the implementation (e.g., large organization, small organization)
• The industry (e.g., standards, best practices)
• The applicable constraints (e.g., laws, regulations)
An organization should ask the certified individual for references and examples of work
that are similar to its needs, goals, and circumstances. Figure 12 provides a list of
adoption steps and considerations for getting help from a CMMI Partner-Sponsored
Individual.

Figure 12. When and how a CMMI Partner-Sponsored Individual can help
Adoption Steps Considerations
LEARN: Learn how An external CMMI Partner-Sponsored Individual may help
CMMI will benefit the with:
organization • Providing an overview of CMMI to the organization
• Facilitating management buy-in because they may be
more likely to listen to external expertise rather than
internal.
• Answering questions about CMMI
• Providing advice for starting improvement efforts
• Assisting with proposal efforts
ESTABLISH An outside perspective may provide insights and valuable
OBJECTIVES: Develop input for:
and communicate • Identification of issues and needs
business, performance, • Definition of business, performance and improvement
and improvement objectives
objectives • Alignment of improvement efforts with needs and
objectives
ANALYZE: Map current An external CMMI Partner-Sponsored Individual may
organizational compare the organization’s current processes to the CMMI
processes to the CMMI by:
• Performing an independent gap analysis
• Leading the organization’s personnel in conducting a gap
analysis or evaluation
An external expert can add credibility to the delivery and
acceptance of the analysis results.

Page 43 of 48
V2.0 Adoption Transition Guidance

Adoption Steps Considerations

DEVELOP ACTION An external CMMI Partner-Sponsored Individual may be
PLAN: Develop, keep able to give management a better idea of what is needed
updated and implement for an improvement effort, including:
an improvement plan to • Resources
get from current state • Activities
to desired state • Schedule
• Cost
An expert may be able to assist in identifying appropriate
measurements for addressing business, performance, and
improvement objectives.
DEPLOY The continued assistance of a CMMI Partner-Sponsored
IMPROVEMENTS: Individual can help provide knowledge and expertise to
Deploy improvements help an organization efficiently deploy improvements and
monitor adoption.

ASSESS CAPABILITY: An external CMMI Partner-Sponsored Individual may help

Assess organizational an organization:
capabilities • Monitor improvement efforts and performance targets
• Help adjust the improvement plan
• Plan for formal CMMI appraisals, if needed
To be formally appraised, the organization will need to
choose a CMMI Partner-Sponsored Lead Appraiser working
under the umbrella of a licensed CMMI Partner. The lead
appraiser will help with:
• Identifying the organizational and model scope
• Selecting and training appraisal team members
• Planning the appraisal activities

Page 44 of 48
V2.0 Adoption Transition Guidance

Working with CMMI Institute

The Role of CMMI Institute

CMMI Institute is the owner and steward of the CMMI V2.0 Product Suite: including the
model, appraisal methods, courses, certifications, systems, and associated intellectual
property.

When to use CMMI Institute

An organization can contact CMMI Institute via info@cmmiinstitute.com for general
assistance with their CMMI improvement journey. CMMI Institute can assist through
their customer service team as an organization adopts CMMI. When new methods,
approaches or other content are identified for potential inclusion in future model
updates, CMMI Institute maintains the requirements, updates, and release plans and
schedule for the CMMI Product Suite.
Generally, CMMI Institute will point you to experienced CMMI Partner-Sponsored
Individuals available through the Partner network. However, in limited situations, CMMI
Institute may work directly with organizations to provide support to:
• Corporate programs for large organizations looking to develop an enterprise-wide
improvement program
• Organizations that want internal CMMI subject matter expertise and consulting
• Industry programs for trade associations or government agencies that want to build
a strategy for improving performance across an industry
• Organizations interested in piloting new content, methods, or approaches for V2.0
If this describes your organization’s goals,

How to use CMMI Institute

If you have any questions about how to engage the institute directly, please contact
CMMI Institute at info@cmmiinstitute.com or +1 412-282-4020.

Page 45 of 48
V2.0 Adoption Transition Guidance

Appendix C
Building Business Goals, Risks and KPIs
In order to improve your organization’s performance, you must first understand your
business goals along with your ability to meet those goals. This information can also be
captured using the V2.0 Method Definition Document (MDD)-required Performance
Report template that a CMMI Partner-Sponsored Lead Appraiser will be able to use as a
part of appraisal activities.
• Please list the top 3-5 business goals for your organization:

1.
2.
3.
4.
5.

• Please list the top 3-5 Key Performance Indicators (KPIs) for your organization:

1.
2.
3.
4.
5.

• Please quantify your current performance (list your current KPIs):

1.
2.
3.
4.
5.

• Please list the issue or risks to your ability to meet your business goals:

1.
2.
3.
4.
5.

Page 46 of 48
V2.0 Adoption Transition Guidance

Appendix D
Define your current processes

WHY
What do you do today? List the tasks associated with current activities
• Work/ Program/ Project / Task Management
• Identify the activities: e.g. planning/ staffing/ scheduling/ estimating…
• Designing/ Developing/ Building/ Delivering – service or product
• Identify the activities: e.g. Documenting what the customer wants (identifying
the “requirements”)/ Elaborating these requirements to determine how the
customer’s needs are met/ designing the service or product / building the service
or product/ testing the service or product to determine if it meets the needs of
the customers/ deliver the service or product…
• Collateral Activities associated with service or production
• Identify the activities: e.g. Ensure consistent delivery of service or product
(configuration management)/ Ensure consistent and repeatable performance of
building service or product (quality)/ Measure activities associated with the
production and delivery of service or product/ Identify risks associated with
service or product production …
• Organizational support and infrastructure
• Identify the activities the organization perform in order to enable quality and
consistent services and products: e.g. Document practices and processes to be
used across all services and products/ training associated with enabling the
workforce to perform their tasks…
How do you perform these tasks? After the required activities have been identified –
then elaborate each activity with “how” you perform the activities – the “how” can be
bullets/ checklists/ document… The formality of the “how” can be determined by your
organization
Your CMMI: Use this list of activities and their associated elaboration and map these to
the activities within the CMMI (using the view of the CMMI you have decided most
applies to your organization)

Page 47 of 48

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CMMI V2 0 Adoption Transition Guidance

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CMMI V2 0 Adoption Transition Guidance

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Page 0 of 48

V2.0 Adoption Transition Guidance

Copyright © 2018 CMMI Institute

THIS CMMI INSTITUTE MATERIAL IS FURNISHED ON AN “AS-IS” BASIS.

Intended Audience ..................................................................................................... 5

How to use the Guidance .................................................................................................7

Step 1: Learn how CMMI will benefit the organization ........................................... 10

ESTABLISH OBJECTIVES ..............................................................................................14

Step 2: Establish performance improvement objectives aligned to your

Step 3: Map current organizational processes to CMMI ........................................ 19

DEVELOP ACTION PLAN ................................................................................................21

DEPLOY IMPROVEMENTS .............................................................................................24

Step 5: Deploy improvements and measure results............................................... 24

ASSESS CAPABILITY .....................................................................................................28

Step 6: Assess capability and performance ........................................................... 28

Additional Information for Successfully Adopting or Transitioning to CMMI ........... 31

Typical CMMI Adoption Roles .................................................................................. 37

Building Business Goals, Risks and KPIs ............................................................... 46

Define your current processes ................................................................................. 47

Introduction to this Guidance

What is Capability Maturity Model Integration (CMMI)®?

Why use the CMMI?

having multiple approaches for achieving similar performance, contractual, or regulatory

Why use this Guidance?

How to use the Guidance

Figure 1. Summary of Available Adoption and Transition Guidance

Figure 2. Steps for Applying CMMI for Continuous Improvement

• Establish a common understanding of CMMI

Figure 3. Step 1 Activities and Considerations Table

Develop a business Based on a high-level understanding of CMMI and how it fits

Figure 4. Critical Elements for Successful Change

At the beginning of implementing any change an organization must communicate:

Figure 5. Step 2 Activities and Considerations Table

A certified Lead Appraiser can use the CMMI V2.0

Figure 6. Step 3 Activities and Considerations Table

DEVELOP ACTION PLAN

Figure 7. Step 4 Activities and Considerations Table

Make changes or Remember, even though some changes may be easy to

Coordinate the deployment of processes to avoid confusion, waste, contradictory

Figure 8. Step 5 Activities and Considerations Table

• Conducting internal appraisals or process reviews Transition & Adoption Tip:

Figure 9. Step 6 Activities and Considerations Table

• Evolution of the organization’s business objectives

Figure 10. CMMI V2.0 Adoption and Transition Resources

Common Potential CMMI

Common Potential CMMI

Common Potential CMMI

Common Potential CMMI

Common Potential CMMI

Typical CMMI Adoption Roles

Role Title: Buyer of solutions from CMMI users

• Results in clear and unambiguous agreements

Role Title: Improvement Sponsor

• Improves workforce management

Role Title: Practitioner

Role Title: Process Group Member

Role Title: Quality Manager

• Improves performance by avoiding non-valued-added activities

Role Title: Project Manager

• Enables effective competency development

Working with a CMMI® Partner-Sponsored Individual

What is a CMMI Partner-Sponsored Individual?

How to find a CMMI Partner-Sponsored Individual

• The type or domain of work performed by the organization (e.g., acquisition,

Adoption Steps Considerations

ASSESS CAPABILITY: An external CMMI Partner-Sponsored Individual may help

Working with CMMI Institute

The Role of CMMI Institute

When to use CMMI Institute

How to use CMMI Institute

• Please quantify your current performance (list your current KPIs):

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