CMMI V2.0 Overview

®
The New CMMI V2.0

Enhances Capability Improvement
Dr. Richard Waina

Multi-Dimensional Maturity
® CMMI is a registered mark of CMMI Institute.

This briefing has been created by Multi-Dimensional Maturity using portions of
CMMI V2.0 published 4 December 2018, Copyright 2018,
© Multi-Dimensional Maturity 2019
CAPABILITY
the ability to perform
or achieve certain
actions or outcomes
2
CAPABILITY
MATURITY
capability measured
against some
desired state or goal
3
®
Capability Maturity Model Integration (CMMI )
CMMI is a process improvement approach that provides a set
of effective practices that addresses productivity, performance,
costs, and stakeholder satisfaction.
CMMI practices describe the “what” not the “how.”
CMMI practices are organized for systematic, evolutionary

improvement of capability or maturity in all or part of your
organization.
CMMI is meant for process improvement, not process

compliance.
CMMI can be used as a benchmark so that you know where you

stand against competitors, can chart your progress, and can
explain your capabilities using a widely accepted model.
4
CMMI Is a Toolbox
It has tools to address

a number of problems
government and
industry have found
significant over the
years.
5
How was CMMI V2.0 Created?
Developed by product teams

with members from industry
7
and the CMMI Institute
CMMI V2.0 vs. CMMI V1.3
 The model is not a set of implementable processes.
o Each project or organization must understand how to implement processes
to address their unique situation.
 Model is now on-line, with pdf available; have to buy a license.
 Designed to be understandable, accessible, flexible, and integrate with
other methodologies such as agile.
 Strong focus on tying processes to performance and business needs.
 Now have Practice Areas vs. the Process Areas of V1.3.
 The architecture of V2.0 is now totally continuous vs. staged; no Goals.
o But you can still be appraised against Maturity Levels.
 No Generic Practices; replaced by two Practice Areas focused on
Implementation Infrastructure and Governance.
 New appraisal system will generate random sample from population of
projects provided; no “cherry picking” of projects.
8
9
Practices Build from Level 1 to Level 5
Optimize performance to achieve quality

and process performance objectives
Identifies and understands

process variation
Uses organization standards, focus on

project and organizational objectives
Simple but complete approach,

monitor project progress
Initial approach,
address performance issues
10
Model Organization
CMMI V2.0
Release 2.1 has:
4 Categories
10 Capability Areas
25 Practice Areas
11
Doing the Work
Ensuring Quality Delivering and Managing
Requirements Development and Services
Management (RDM) Service Delivery Management
Process Quality Assurance (SDM)
(PQA) Strategic Service Management
Verification and Validation (VV) (STSM)
Peer Reviews (PR) Selecting and Managing

Suppliers
Engineering and Developing
Products Supplier Source Selection (SSS)
Product Integration (PI) Supplier Agreement Management

(SAM)
Technical Solution (TS)
12
Managing the Work
Planning and Managing Work
Estimating (EST)
Planning (PLAN)
Monitor and Control (MC)
Managing Business Resilience
Risk and Opportunity Management (RSK)
Incident Resolution and Prevention (IRP)
Continuity (CONT)
Managing the Workforce
Organizational Training (OT)
13
Enabling and Improving the Work
ENABLING IMPROVING
Supporting Implementation Improving Performance
Decision Analysis and Resolution Process Management (PCM)

(DAR) Process Asset Development (PAD)
Causal Analysis and Resolution Managing Performance and
(CAR) Measurement (MPM)
Configuration Management (CM) Sustaining Habit and
Persistence
Governance (SG)
Implementation Infrastructure (II)
14
Estimating Practice Area
Intent
Estimate the size, effort, duration, and cost of the work and
resources needed to develop, acquire, or deliver
the solution.
Value
Estimation provides a basis for making commitments, planning,
and reducing uncertainty, which allows for early corrective
actions and increases the likelihood of meeting objectives.
15 Extracted from CMMI V2.0

Estimating Practice Area Practices
Estimate the size, effort, duration, and cost of the work and resources
needed to develop, acquire, or deliver the solution.
Level 1
1.1 Develop high-level estimates to perform the work.
Level 2
2.1 Develop, keep updated and use the scope of what is being
estimated.
2.2 Develop and keep updated estimates for the size of the solution.
2.3 Based on size estimates, derive effort, duration and cost
estimates and their rationale for the solution.
2.4 Record rationale for the estimates.
Level 3
3.1 Develop, keep updated, and use a recorded estimating method.
3.2 Use the organizational measurement repository and process
assets for estimating work.
Practice Context
Not this: “What must I

do to meet this Practice
requirement?”
But rather: “What problem

does this Practice help me
address?”
17
CMMI V2.0 Key Improvements
 Demonstrate the value and ROI of using CMMI.
o Understand performance needs and goals
o Track achievement of those goals
 Improve the overall value for CMMI appraisals and lower the effort
and cost of the appraisal process.
o Decrease appraisal preparation
o Lighter weight sustainment appraisal
 Keep CMMI current and up-to-date with the latest methodologies used
in the market.
o Scalable architecture improves ability to include method guidance
(such as agile) and add new content such as safety and security
 Make CMMI easier to use and more user friendly.
o Non technical language
o Online platform
o Adoption guidance
o Multiple languages
18
The Benefits of CMMI V2.0
19 © 2018 CMMI Institute

01: Improve Business Performance
Performance practices are built into CMMI V2.0 at all
maturity levels so that organizations can better understand
their business needs and track, measure, and achieve their
performance goals.
e.g. from MPM:
1.2 Identify and address performance issues.
2.1 Derive and record measurement and performance objectives from
selected business needs and objectives and keep them updated.
3.1 Develop, keep updated, and use organizational measurement and
performance objectives traceable to business objectives.
4.2 Select measures and analytic techniques to quantitatively manage
performance to achieve quality and process performance objectives.
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.
02: Leverage Current Best Practices
CMMI V2.0 is a trusted source of proven best practices that are
continuously updated to reflect changing business needs on the new
online platform.
21
03: Build Agile Resiliency and Scale
CMMI V2.0 includes specific guidance to help organizations that
use agile methods for development to strengthen their processes
and scale their agile practices with a focus on performance.

04: Benchmark Capability and Performance

CMMI DEV ML3 Benchmark View (with SAM)

CMMI DEV ML2 Benchmark View (w/o SAM)

Step-by-step
adoption guidance
provides a clear
path to get started
with CMMI or to
transition to CMMI
V2.0 from CMMI
V1.3.
26
© 2018 CMMI Institute
Benefits of Using CMMI
• Organizations typically report productivity improvements of 10-50%
and a return on investment of 4:1 (cost savings realized vs. process
improvement dollars invested).
• Blue People (Mexico): Improved task hour efficiency from 55% to
84%
• Siemens: 25% increase in productivity
• Raytheon: 42% decrease in cost of rework
• GM: 70% increase in meeting milestones
• Allianz UK: 39% increase in on-time delivery; 123% increase in
delivery within budget; 53% increase in customer satisfaction
• For more information on the results and benefits of using CMMI

go to https://cmmiinstitute.com/who-uses-cmmi
27
For More Information:
To access the model go to

https://cmmiinstitute.com/products/cmmi/cmmi-v2-products
Richard Waina
mdmaturity@gmail.com
www.mdmaturity.com
214-457-2955
28

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What is CMMI?

What is CMMI?

What are the benefits of CMMI V2.0?

What are the benefits of CMMI V2.0?

®

The New CMMI V2.0

Dr. Richard Waina

® CMMI is a registered mark of CMMI Institute.

CMMI practices describe the “what” not the “how.”

CMMI practices are organized for systematic, evolutionary

CMMI is meant for process improvement, not process

CMMI can be used as a benchmark so that you know where you

It has tools to address

Developed by product teams

Optimize performance to achieve quality

Identifies and understands

Uses organization standards, focus on

Simple but complete approach,

Peer Reviews (PR) Selecting and Managing

Product Integration (PI) Supplier Agreement Management

Supporting Implementation Improving Performance

Decision Analysis and Resolution Process Management (PCM)

15 Extracted from CMMI V2.0

Not this: “What must I

But rather: “What problem

19 © 2018 CMMI Institute

22 Extracted from CMMI V2.0

23 Extracted from CMMI V2.0

24 Extracted from CMMI V2.0

25 Extracted from CMMI V2.0

• For more information on the results and benefits of using CMMI

To access the model go to

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