Coverart for item
The Resource CMMI for acquisition : guidelines for improving the acquisition of products and services, Brian P. Gallagher [and others]

CMMI for acquisition : guidelines for improving the acquisition of products and services, Brian P. Gallagher [and others]

Label
CMMI for acquisition : guidelines for improving the acquisition of products and services
Title
CMMI for acquisition
Title remainder
guidelines for improving the acquisition of products and services
Statement of responsibility
Brian P. Gallagher [and others]
Contributor
Subject
Language
eng
Member of
Cataloging source
DLC
http://bibfra.me/vocab/lite/collectionName
CMMI-ACQ
Dewey number
005.1068/5
Index
index present
LC call number
QA76.758
LC item number
.C556 2011
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/relatedWorkOrContributorName
Gallagher, Brian P
Series statement
SEI series in software engineering
http://library.link/vocab/subjectName
  • Capability maturity model (Computer software)
  • Industrial procurement
  • Capability maturity model (Computer software)
  • Industrial procurement
Label
CMMI for acquisition : guidelines for improving the acquisition of products and services, Brian P. Gallagher [and others]
Instantiates
Publication
Note
Rev. ed. of: CMMI-ACQ. 2009
Bibliography note
Includes bibliographical references (pages 517-521) and index
Carrier category
volume
Carrier category code
  • nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
Machine generated contents note: pt. ONE ABOUT CMMI FOR ACQUISITION -- 1.Introduction -- About Process Improvement -- About Capability Maturity Models -- Evolution of CMMI -- CMMI Framework -- CMMI for Acquisition -- 2.Process Area Components -- Core Process Areas and CMMI Models -- Required, Expected, and Informative Components -- Required Components -- Expected Components -- Informative Components -- Components Associated with Part Two -- Process Areas -- Purpose Statements -- Introductory Notes -- Related Process Areas -- Specific Goals -- Generic Goals -- Specific Goal and Practice Summaries -- Specific Practices -- Example Work Products -- Example Supplier Deliverables -- Subpractices -- Generic Practices -- Generic Practice Elaborations -- Additions -- Supporting Informative Components -- Notes -- Examples -- References -- Numbering Scheme -- Typographical Conventions -- 3.Tying It All Together -- Understanding Levels -- Structures of the Continuous and Staged Representations -- Understanding Capability Levels -- Capability Level 0 Incomplete -- Capability Level 1 Performed -- Capability Level 2 Managed -- Capability Level 3 Defined -- Advancing Through Capability Levels -- Understanding Maturity Levels -- Maturity Level 1 Initial -- Maturity Level 2 Managed -- Maturity Level 3 Defined -- Maturity Level 4 Quantitatively Managed -- Maturity Level 5 Optimizing -- Advancing Through Maturity Levels -- Process Areas -- Equivalent Staging -- Achieving High Maturity -- 4.Relationships Among Process Areas -- Project Processes -- Organizational Processes -- Support Processes -- High Maturity Processes -- 5.Using CMMI Models -- Adopting CMMI -- Your Process Improvement Program -- Selections That Influence Your Program -- CMMI Models -- Using CMMI Appraisals -- Appraisal Requirements for CMMI -- SCAMPI Appraisal Methods -- Appraisal Considerations -- CMMI Related Training -- 6.Essays On Cmmi-Acq In Government And Industry -- Critical Issues in Government Acquisition -- "Big A" Versus "Little a" Acquisition -- Continuing Acquisition Reform in the Department of Defense -- Systems-of-Systems Acquisition Challenges -- The IPIC Experience -- A Brief History -- Transition from Advisor to Integrator and Sustainer -- How IPIC Works -- Industry Process Standards and Models -- IPIC and CMMI Models -- Conclusion -- CMMI: The Heart of the Air Force's Systems Engineering Assessment Model and Enabler to Integrated Systems Engineering -- Beyond the Traditional Realm -- Lessons Learned by DGA on CMMI-ACQ -- General Context and Motivations for CMMI-ACQ -- CMMI Level 2 Certification Project -- Lessons Learned -- CMMI-ACQ As the Driver for an Integrated Systems Engineering Process Applied to "Systems of Systems" -- CMMI-ACQ and the "Three R's" of DoD Acquisition -- Use of CMMI at the U.S. Government Accountability Office -- An Industry Perspective on CMMI-ACQ -- Overview -- Multi-supplier Challenges -- Preferred Supplier Dos and Don'ts -- Contract Management -- Implementation Considerations -- CMMI-ACQ Appraisals: Why? -- What Industry Needs from the Next CMMI-ACQ Model -- CMMI-ACQ in Industry: Future Possibilities -- Acquisition Strategy: Planning for Success -- Agreements: They Are Not Just with Suppliers -- Acquisition Verification: The Challenges -- Transition to Operations: Delivering Value -- Interoperable Acquisition -- Programmatic Interoperability -- Constructive Interoperability -- Integrating Aspects of Interoperability -- Acquisition Agility -- Enabling Operational Agility -- Enabling Developer Agility -- Embracing Acquisition Agility -- The Agile Enterprise -- Employing Agile in DoD Acquisition -- Agile Use and the DoD -- Embracing Agile Methods -- Acquisition Lifecycle -- Team Environment -- End-User Access -- Training and Coaching -- Oversight -- Rewards and Incentives -- Team Composition -- Culture -- Conclusion -- Acquisition Improvement: Identifying and Removing Process Constraints -- Case Study: Combining CMMI and the Theory of Constraints -- Expanding Capabilities Across the Constellations -- pt. TWO GENERIC GOALS AND GENERIC PRACTICES, AND THE PROCESS AREAS -- Generic Goals And Generic Practices -- Agreement Management -- Acquisition Requirements Development -- Acquisition Technical Management -- Acquisition Validation -- Acquisition Verification -- Causal Analysis And Resolution -- Configuration Management -- Decision Analysis And Resolution -- Integrated Project Management -- Measurement And Analysis -- Organizational Process Definition -- Organizational Process Focus -- Organizational Performance Management -- Organizational Process Performance -- Organizational Training -- Project Monitoring And Control -- Project Planning -- Process And Product Quality Assurance -- Quantitative Project Management -- Requirements Management -- Risk Management -- Solicitation And Supplier Agreement Development -- pt. THREE THE APPENDICES -- A.References -- B.Acronyms -- C.Cmmi Version 1.3 Project Participants -- D.Glossary
Control code
694509728
Dimensions
25 cm.
Edition
2nd ed.
Extent
xxi, 603 pages
Isbn
9780321711519
Isbn Type
(alk. paper)
Lccn
2010049593
Media category
unmediated
Media MARC source
rdamedia
Media type code
  • n
System control number
(OCoLC)694509728
Label
CMMI for acquisition : guidelines for improving the acquisition of products and services, Brian P. Gallagher [and others]
Publication
Note
Rev. ed. of: CMMI-ACQ. 2009
Bibliography note
Includes bibliographical references (pages 517-521) and index
Carrier category
volume
Carrier category code
  • nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
Machine generated contents note: pt. ONE ABOUT CMMI FOR ACQUISITION -- 1.Introduction -- About Process Improvement -- About Capability Maturity Models -- Evolution of CMMI -- CMMI Framework -- CMMI for Acquisition -- 2.Process Area Components -- Core Process Areas and CMMI Models -- Required, Expected, and Informative Components -- Required Components -- Expected Components -- Informative Components -- Components Associated with Part Two -- Process Areas -- Purpose Statements -- Introductory Notes -- Related Process Areas -- Specific Goals -- Generic Goals -- Specific Goal and Practice Summaries -- Specific Practices -- Example Work Products -- Example Supplier Deliverables -- Subpractices -- Generic Practices -- Generic Practice Elaborations -- Additions -- Supporting Informative Components -- Notes -- Examples -- References -- Numbering Scheme -- Typographical Conventions -- 3.Tying It All Together -- Understanding Levels -- Structures of the Continuous and Staged Representations -- Understanding Capability Levels -- Capability Level 0 Incomplete -- Capability Level 1 Performed -- Capability Level 2 Managed -- Capability Level 3 Defined -- Advancing Through Capability Levels -- Understanding Maturity Levels -- Maturity Level 1 Initial -- Maturity Level 2 Managed -- Maturity Level 3 Defined -- Maturity Level 4 Quantitatively Managed -- Maturity Level 5 Optimizing -- Advancing Through Maturity Levels -- Process Areas -- Equivalent Staging -- Achieving High Maturity -- 4.Relationships Among Process Areas -- Project Processes -- Organizational Processes -- Support Processes -- High Maturity Processes -- 5.Using CMMI Models -- Adopting CMMI -- Your Process Improvement Program -- Selections That Influence Your Program -- CMMI Models -- Using CMMI Appraisals -- Appraisal Requirements for CMMI -- SCAMPI Appraisal Methods -- Appraisal Considerations -- CMMI Related Training -- 6.Essays On Cmmi-Acq In Government And Industry -- Critical Issues in Government Acquisition -- "Big A" Versus "Little a" Acquisition -- Continuing Acquisition Reform in the Department of Defense -- Systems-of-Systems Acquisition Challenges -- The IPIC Experience -- A Brief History -- Transition from Advisor to Integrator and Sustainer -- How IPIC Works -- Industry Process Standards and Models -- IPIC and CMMI Models -- Conclusion -- CMMI: The Heart of the Air Force's Systems Engineering Assessment Model and Enabler to Integrated Systems Engineering -- Beyond the Traditional Realm -- Lessons Learned by DGA on CMMI-ACQ -- General Context and Motivations for CMMI-ACQ -- CMMI Level 2 Certification Project -- Lessons Learned -- CMMI-ACQ As the Driver for an Integrated Systems Engineering Process Applied to "Systems of Systems" -- CMMI-ACQ and the "Three R's" of DoD Acquisition -- Use of CMMI at the U.S. Government Accountability Office -- An Industry Perspective on CMMI-ACQ -- Overview -- Multi-supplier Challenges -- Preferred Supplier Dos and Don'ts -- Contract Management -- Implementation Considerations -- CMMI-ACQ Appraisals: Why? -- What Industry Needs from the Next CMMI-ACQ Model -- CMMI-ACQ in Industry: Future Possibilities -- Acquisition Strategy: Planning for Success -- Agreements: They Are Not Just with Suppliers -- Acquisition Verification: The Challenges -- Transition to Operations: Delivering Value -- Interoperable Acquisition -- Programmatic Interoperability -- Constructive Interoperability -- Integrating Aspects of Interoperability -- Acquisition Agility -- Enabling Operational Agility -- Enabling Developer Agility -- Embracing Acquisition Agility -- The Agile Enterprise -- Employing Agile in DoD Acquisition -- Agile Use and the DoD -- Embracing Agile Methods -- Acquisition Lifecycle -- Team Environment -- End-User Access -- Training and Coaching -- Oversight -- Rewards and Incentives -- Team Composition -- Culture -- Conclusion -- Acquisition Improvement: Identifying and Removing Process Constraints -- Case Study: Combining CMMI and the Theory of Constraints -- Expanding Capabilities Across the Constellations -- pt. TWO GENERIC GOALS AND GENERIC PRACTICES, AND THE PROCESS AREAS -- Generic Goals And Generic Practices -- Agreement Management -- Acquisition Requirements Development -- Acquisition Technical Management -- Acquisition Validation -- Acquisition Verification -- Causal Analysis And Resolution -- Configuration Management -- Decision Analysis And Resolution -- Integrated Project Management -- Measurement And Analysis -- Organizational Process Definition -- Organizational Process Focus -- Organizational Performance Management -- Organizational Process Performance -- Organizational Training -- Project Monitoring And Control -- Project Planning -- Process And Product Quality Assurance -- Quantitative Project Management -- Requirements Management -- Risk Management -- Solicitation And Supplier Agreement Development -- pt. THREE THE APPENDICES -- A.References -- B.Acronyms -- C.Cmmi Version 1.3 Project Participants -- D.Glossary
Control code
694509728
Dimensions
25 cm.
Edition
2nd ed.
Extent
xxi, 603 pages
Isbn
9780321711519
Isbn Type
(alk. paper)
Lccn
2010049593
Media category
unmediated
Media MARC source
rdamedia
Media type code
  • n
System control number
(OCoLC)694509728

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