Interpreting the CMMI (R): A Process Improvement Approach, Second Edition

Level 3

Requirements Development

69. Cost, schedule, and effort expended for rework

70. Defect density of requirements specifications

71. Number of requirements approved for build (versus the total number of requirements)

72. Actual number of requirements documented (versus the total number of estimated requirements)

73. Staff hours (total and by Requirements Development activity)

74. Requirements status (percentage of defined specifications out of the total approved and proposed; number of requirements defined)

75. Estimates of total requirements, total requirements definition effort, requirements analysis effort, and schedule

76. Number and type of requirements changes

Technical Solution

77. Cost, schedule, and effort expended for rework

78. Number of requirements addressed in the product or product-component design

79. Size and complexity of the product, product components , interfaces, and documentation

80. Defect density of technical solutions work products (number of defects per page)

81. Number of requirements by status or type throughout the life of the project (for example, number defined, approved, documented, implemented, tested , and signed-off by phase)

82. Problem reports by severity and length of time they are open

83. Number of requirements changed during implementation and test

84. Effort to analyze proposed changes for each proposed change and cumulative totals

85. Number of changes incorporated into the baseline by category (e.g., interface, security, system configuration, performance, and useability)

86. Size and cost to implement and test incorporated changes, including initial estimate and actual size and cost

87. Estimates and actuals of system size, reuse, effort, and schedule

88. The total estimated and actual staff hours needed to develop the system by job category and activity

89. Estimated dates and actuals for the start and end of each phase of the life cycle

90. Number of diagrams completed versus the estimated total diagrams

91. Number of design modules/units proposed

92. Number of design modules/units delivered

93. Estimates and actuals of total lines of code new, modified, and reused

94. Estimates and actuals of total design and code modules and units

95. Estimates and actuals for total CPU hours used to date

96. The number of units coded and tested versus the number planned

97. Errors by category, phase discovered , phase injected, type, and severity

98. Estimates of total units, total effort, and schedule

99. System tests planned, executed, passed, or failed

100. Test discrepancies reported , resolved, or not resolved

101. Source code growth by percentage of planned versus actual

Product Integration

102. Product-component integration profile (i.e., product-component assemblies planned and performed, and number of exceptions found)

103. Integration evaluation problem report trends (e.g., number written and number closed)

104. Integration evaluation problem report aging (i.e., how long each problem report has been open)

Verification

105. Verification profile (e.g., the number of verifications planned and performed, and the defects found; perhaps categorized by verification method or type)

106. Number of defects detected by defect category

107. Verification problem report trends (e.g., number written and number closed)

108. Verification problem report status (i.e., how long each problem report has been open)

109. Number of peer reviews performed compared to the plan

110. Overall effort expended on peer reviews compared to the plan

111. Number of work products reviewed compared to the plan

Validation

112. Number of validation activities completed (planned versus actual)

113. Validation problem reports trends (e.g., number written and number closed)

114. Validation problem report aging (i.e., how long each problem report has been open)

Organizational Process Focus

115. Number of process improvement proposals submitted, accepted, or implemented

116. CMMI maturity or capability level

117. Work completed, effort and funds expended in the organization's activities for process assessment, development, and improvement compared to the plans for these activities

118. Results of each process assessment, compared to the results and recommendations of previous assessments

Organizational Process Definition

119. Percentage of projects using the process architectures and process elements of the organization's set of standard processes

120. Defect density of each process element of the organization's set of standard processes

121. Number of on-schedule milestones for process development and maintenance

122. Costs for the process definition activities

Organizational Training

123. Number of training courses delivered (e.g., planned versus actual)

124. Post-training evaluation ratings

125. Training program quality surveys

126. Actual attendance at each training course compared to the projected attendance

127. Progress in improving training courses compared to the organization's and projects' training plans

128. Number of training waivers approved over time

Integrated Project Management for IPPD

129. Number of changes to the project's defined process

130. Effort to tailor the organization's set of standard processes

131. Interface coordination issue trends (e.g., number identified and closed)

Risk Management

132. Number of risks identified, managed, tracked, and controlled

133. Risk exposure and changes to the risk exposure for each assessed risk, and as a summary percentage of management reserve

134. Change activity for the risk mitigation plans (e.g., processes, schedules, funding)

135. Number of occurrences of unanticipated risks

136. Risk categorization volatility

137. Estimated versus actual risk mitigation effort

138. Estimated versus actual risk impact

139. The amount of effort and time spent on risk management activities versus the number of actual risks

140. The cost of risk management versus the cost of actual risks

141. For each identified risk, the realized adverse impact compared to the estimated impact

Integrated Teaming

142. Performance according to plans, commitments, and procedures for the integrated team, and deviations from expectations

143. Number of times team objectives were not achieved

144. Actual effort and other resources expended by one group to support another group or groups, and vice versa

145. Actual completion of specific tasks and milestones by one group to support the activities of other groups, and vice versa

Integrated Supplier Management

146. Effort expended to manage the evaluation of sources and selection of suppliers

147. Number of changes to the requirements in the supplier agreement

148. Number of documented commitments between the project and the supplier

149. Interface coordination issue trends (e.g., number identified and number closed)

150. Number of defects detected in supplied products (during integration and after delivery)

Decision Analysis and Resolution

151. Cost-to-benefit ratio of using formal evaluation processes

Organizational Environment for Integration

152. Parameters for key operating characteristics of the work environment