Requirements for software project requirements analysis by CMMI

The purpose of the requirements analysis is to understand the business needs of the requesting organization for this assessment, and the team leader will gather information to help assess the sponsors against the assessment targets and their business objectives. Through demand analysis, the evaluators can make the right decision on the next assessment on the basis of a common understanding of the objectives, constraints, outputs and scopes of the assessment.

Before conducting a needs analysis, ensure that the following two entry criteria are met: The evaluation initiator has decided to use the Scampi method; those who can provide a review of the assessment requirements have time to be interviewed. The initiator, initial requirements and constraints, process-related historical information are three input factors of requirement analysis, and evaluation input is the output factor of requirement analysis.

Determine evaluation objectives

We know that the three factors that are most concerned with process improvement to meet business needs are to reduce costs, improve quality, and shorten time-to-market for products. To this end, the practice required at this stage is:

1. Identify the initiators of the assessment and the relevant stakeholders and establish regular communication between them;

2. Document business objectives and evaluation objectives;

3. Ensure consistency between evaluation objectives and business objectives;

4. Determine how the assessment is used (internal process improvement, vendor selection, process monitoring) and document it.

In addition, there is at least one communication between the leadership and the initiators of the assessment team at this stage. In some cases, there are other ways to ensure that there are regular interviews between them.

Determining evaluation constraints

Assessment constraints are discussed by the assessment team leading and evaluating the initiator or senior management. It is an iterative process to achieve a balance between meeting the requirements of the evaluation initiator, assessing the limitations of the methods taken and resource requirements, and ultimately optimizing the evaluation input parameters. To this end, the practice required at this stage is:

1. Establish a high level of cost and schedule constraints;

2. Determine which process areas and which organizational entities are included in the assessment;

3. To determine the minimum expectations and maximum expectations for the results of the assessment, or to achieve a particular purpose;

4. Negotiate constraints and objectives with the stakeholders of the Assessment Act to ensure the viability of the assessment activities;

5. Document the negotiation of good constraints.

Similarly, there is at least one communication between the leadership and the initiators of the assessment team at this stage. In some cases, there are other ways to ensure that there are regular interviews between them. In addition, the cost and scheduling constraints identified at the early stages of the assessment should be for the high-level, a systematic estimate rather than a detailed estimate.

Determine the scope of the assessment

In the evaluation process, the scope of the assessment is determined by reference Model scope and organizational scope. Whether using stage notation or continuous expression, the model scope should be identified and documented in the early stages of process improvement execution. The team leader is responsible for ensuring that the initiator is able to take into account the process areas involved in the assessment scope and the model representations taken. The output of the assessment should be determined by their practical value, developed in the requirements analysis activities, and made as much as possible within the scope of the alternative models. The organization scope defines the boundaries of the survey in the assessment, for example, for each project's practice completion, and for the implementation of organizational-level goals, can be selected as the background for organization representatives and process execution. To this end, the practice required at this stage is:

1. Determine the scope and presentation of the reference model used in the assessment and document it;

2. Identify and document the organizational units of the survey during the evaluation period.

The reference model should include the maximum competency level or maturity level of the process domain and related assessment team surveys (e.g., common goals for the process area within the scope of the assessment). The selection of reference model representations should be discussed when evaluating objectives are identified, because the selection of representations may affect the implementation of the evaluation objectives.

The scope of the evaluation model should include at least one process domain. All common objectives and specific objectives should include a defined process domain capability level or maturity level; a single target within the process domain cannot be excluded.

Generally, the determination of the organizational units surveyed during the evaluation should meet the following conditions: at least two of the processes investigated are available as target sources of evidence, and they can be used to obtain typical coverage of the life cycle that the organization uses. The selection of an organizational unit instance can be determined by a questionnaire, or by the summary information that is discussed by the organization's staff. Multiple instances are not required for organizational-level process implementations (for example, organizational training).

The typical example of the survey will also drive the selection of participants who provide the source of the target evidence information. The decisions taken at an early stage of an assessment participant (name, role) should be considered as part of the organization's scope, in consultation with the evaluation initiator or senior management. This will be further identified in the detailed assessment plan that follows.