The glossary of CMMs...

What is a process?
A process is a series of execution steps for a specified target.

What is process improvement?
Process improvement is to help achieve business goals, not to improve

Pivot of leverage: Process [Key deciding factors of product cost location, progress, and quality]

Cmme:
C-capability
M-maturity Maturity
M-Model
I-integration Integration
Pa-process area Process Field

Cmme
|
Package | includes
|
Process domain [PA]
|
---------------------------------
|
|
Common objective [GP] specific objective [SG]
|
|
Common practices [GP] specific practices [Sp]
Specific goals
The specific target [specific goal] applies to a single process domain and emphasizes its unique feature, which is used to indicate what must be executed to meet the process domain.
A specific target is a necessary model component used to determine whether a process domain meets its objectives during evaluation.
Each process domain has multiple domains with one specific target.

Specific Practices
A specific practice [specific practice] is an activity that is important for achieving specific goals.
Sub-practices describe a level-1 activity, which is expected to meet the specific goals of a process domain. sub-practices are the expected model component.
Each target has multiple specific practice activities.

Common goals
A common objective [generic goal] is called a common goal because the description of the same objective can be applied to multiple process domains.
Achieving the common goals of a process domain represents the Control and Improvement of the planning and implementation of the relevant processes in the process domain. It also symbolizes that these processes are effective, reproducible, and sustainable, common goals are necessary model components.

Common practices
The common practice [generic practice] provides a mechanism to ensure that processes in the process domain are effective, repeatable, and sustainable.
Common practices are classified by common goals and characteristics. They are expected model components.

Two expressions of CMMs:
Continuous
Stage

Maturity level:
Initial Level
Managed Level
Defined Level
Quantified Management Level
Optimization level

Staged [staged] statement
Evaluate the Organization's maturity level
Continuous [continuous] statement
Evaluate the capability level of the process domain [PA]

maturity level [Managed Level 2]
implements basic project management, the project can repeat previous successes.
the product construction process is a series of black boxes with pre-defined checks that account for [milestones.
effective project management must be established in the dominant place.
the organization-level policy guides the project establishment and management process.
the project management process is documented and followed.
previous successful project creation practices can be repeated.
maturity level [Defined Level 3]
standardizes the process of organization scope
during employee understanding, product production is visible
based on project management
to control a process, the process must be defined, documented, and understood.
the output of a task smoothly enters the input of the next task.
the enterprise establishment process ensures that employees are competent.

Maturity level [four levels of Quantified Management level]
Process measurement and control
Managers have an objective foundation for decision-making
Managers can predict performance within the quantitative scope
Monitoring process using statistical process control principles
Special reasons for handling process deviations

Maturity level [optimization level 5]
Focus on continuous process improvement
Disciplined changes are part of our lives
Fundamentally prevent defects from occurring
Systematic introduction of new technologies, new methods, and new tools
Identify and eliminate long-term causes of low performance
Continuous process improvement

Benefits of introducing the cmme Model
Increase the credibility of the schedule and budget
Shorten product development cycle
Increase Productivity
Improve quality
Increase customer satisfaction
Increase employee morale
Improved ROI
Reduce quality costs

Cmme process domain [process areas]
Cause Analysis and Solution car [Causal Analysis and Resolution]
Configuration Management CM [configuration management]
Decision Analysis Dar [demo-analysis and resolutions]
Integrated Project Management IPM [integrated project management]
Measurement and Analysis ma [measuremnet and Analysis]
Organizational Innovation and deployment OID [organizational innovation and deployment]
Organization process definition OPD [Organizational Process Definition]
Focus on OPF in the organizational process [Organizational Process focus]
Organizational Process Performance OPP [organizational process performance]
Organization-level training ot [organizational training]
Product integration PI [product integration]
Project Control PMC [Project Monitor and Control]
Project planning PP [project planing]
Process and product quality assurance ppqa [process and product quality assurance]
Quantum project management QPM [quantitative project management]
Requirement development RD [requirements development]
Requirement management RM [Requirements management]
Risk management rskm [risk management]
Supplier Contract Management Sam [supplier agreement management]
Technical Implementation ts [technical solution]
Confirm Val [validation]
Verify ver [verification]


Process domain classification:
Engineering Project Management Process Management Support
Ml2: pp Ma
PMC cm
Sam ppqa

Ml3: rd ipm opf Dar
TS rskm OPD
Pi ot
Ver
Val
Ml4: QPM OPP
Ml5: oid car


Organizational Process assets [organizational process assets]
Organizational Process assets refer to the results related to process description, implementation and improvement, such as guidelines, measurements, process descriptions, and tools supporting process implementation. [Process assets] It is pointed out that the purpose of developing or achieving these results is to meet the business objectives of the Organization. Process capital also represents a slow investment and predicts that these investments will provide current and future business value.

Organization process Asset Library [organization's process Asset Library]
The organizational process Asset Library is an information database used to store assets in the process. It allows people in the organization who define, implement, and manage processes to obtain these useful process assets. This information library includes documents, document snippets, process implementation assistance, and other process assets. Guidelines, defined processes, checklists, learning experience documents, templates, standards, procedures, development plans, measurement plans and training materials are examples of process-related documents. This information library is an important resource that helps reduce the workload during use.