CMMI V2.0

This presentation contains proprietary information and may not be distributed without the
express written permission of the CMMI Institute. ©2017 CMMI Institute.

CMMI V2.0

NAME:
TITLE:
ORGANIZATION:
PARTNER UPDATE:
CMMI V2.0

CMMI ORIGINS
 In the “early” days, Software was the
major source of program issues, while
systems and hardware engineering
seemed to be in better shape.
 The SW-CMM allowed SW to get its
house in order, which then exposed
problems in Systems, Hardware,
Services. This led to the development
of the SE-CMM in 1995.
 When we brought SW-CMM together
with SE-CMM, and then added Services
and Acquisition, we began to see the
power of combining frameworks…thus
laying the seeds and groundwork for
CMMIV2.0…
Goals
Practices
Other
Guidance
Informative
Material
Training
Materials
Assessment
Materials
Wait… What the heck
happened to the “I”
Evolution of the Frameworks Quagmire - Sarah A. Sheard, Software Productivity
Consortium – Software Management, July 2001
THIS…
WAS SUPPOSED TO
FIX THIS…

THE VOICE OF THE CUSTOMER(S)
• Buyers/Sponsors:
• US Gov’t. DoD Centric
• Process maturity not = to performance
• Too expensive (model to implement, High Maturity,
method to appraise)
• High Maturity hard to understand; only for rocket science
• Agile Community:
• Only for waterfall, outdated, too rigid
• Implementers:
• Too prescriptive
• Too difficult to use
• Confusing, too many constellations
• General/Others:
• CMMI is outdated, old, did we mention expensive?
• Quality is a big concern

MOST RECENT CUSTOMER
FEEDBACK
“Please teach us to simplify the processes and execute the
evidence of the actions in a more practical way.”
“Make the model lighter for small company.”
“A periodic surveillance system as ISO follows would enable better
maintenance and upgrade of the learnings all through the
assessment cycles.”
“Include a new process area related to Security Development”
“We strongly feel that improvements are required in the CMMI
Framework to help organizations reach the higher levels of
performance.”
“The CMMI approach may be enhanced to include some
aspects of agile approach to serve as an optimum means for
organizational process improvement.”
“Make CMMI more comprehensible. A better/improved visual
overview and more interactivity on your website would be superb”

GOALS OF THE CMMI V2.0 PROJECT
CMMIV2.0…
• Delivers the best solution to benchmark and elevate
organizational performance with demonstrated results.
• Helps organizations to quickly identify the key capabilities that
directly impact business results, ROI, quality and performance
by reducing costs and time to market.
• Based on market insights of the current user, prospect and
buyer communities and includes features and enhancement
that are directly relevant to them

OUTSIDE IN DEVELOPMENT FOR CMMI V2.0
•Partner Workshops
•Community Reviews
•PAB and CAB Reviews
•Surveys
•Volunteers
• Pilots

DESIGN CHALLENGES
Performance vs. compliance:
Reduce:
• Size
• ~2,000 total pages across CMMI-DEV, CMMI-SVC,
CMMI-ACQ, PCMM (not to mention Safety and
Security)
• Redundancy
• Complexity
• For understanding
• For adoption
• For path of processes
• Spider web of interrelationships
• Processes evolve beyond their “home level” as
organizational processes mature
Elegantly accommodate:
• A multi-model world that is always changing
• New ways of working
• Agile
• DevOps
• Continuous deployment
• Work-stream development
• Whatever is next…
Facilitate maintenance:
• Reduce need for releases of core model
• Internal (in Core) and Context-specific
external informative
• Facilitate extensions
• Remove appraisal rules from model

CMMI V2.0 INTEGRATED SOLUTION SUITE
• Customers, organizations, domains and ecosystems
• Focus on Performance, Quality, Continual Improvement
• Evolutionary Model
• Core vs. Context Specific and External Links
• More Cost-Effective Appraisal Method, with higher
reliability
• Training
• Implementation Guide
• Systems and Tools

CMMI V2.0 KEY IMPROVEMENTS
CMMI COMMUNITY NEEDS
Demonstrate the value and ROI of
implementing CMMI
Improve the overall value for CMMI
appraisals and lower time, effort and
cost of the appraisal process
Keep CMMI current and up-to-date
with latest trend methodologies used
in the market
Make CMMI easier to use, and more
user friendly
CMMI V2.0 ANSWERS
Built-in Performance Capabilities so that
organizations understand performance needs,
establish performance goals, and track, measure and
achieve those goals
New Appraisal Method intended to improve
confidence and reliability of results and to lower
total life cycle costs of appraisals
• New Content additions, such as Safety and Security,
that address critical business needs.
• Scalable Architecture platform to include additional
method guidance, such as built-in agile/Scrum guidance.
• Plain Language makes it easier for users to read and
understand the model.
• Online platform allows users to customize and tailor
the model to fit specific organizational needs
• EnhancedTraining Implementation Tools provide
guidance to adopting CMMI and/or transitioning from
CMMIV1.3

Improvement&Innovation
Drivers
Architecture &
Simplify Model
Plain Language
Value-Added
Appraisal
Performance
Training
Implementation &
Current Needs
CMMI V2.0
DEVELOPMENT CONCEPT AT A GLANCE
Practice
Groups
Implementation
Guidance
Benchmarking
Guidance
Learning
Materials
Standard
Models &
Profiles
CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training
Systems
&Tools

CMMI V2.0 PRODUCT SUITE AT A GLANCE
• Puts the “I” into CMMI (DEV, SVC, ACQ, P-CMM)
• Select what is important to you
• Core vs Context Specific & Links to External Material
• Evolution & Views
• Guidance for transition from
V1.3 to V2.0
• Practical guidance for
implementers
• New appraisal method to increase
reliability and reduce cost
• Modular Training components
• Learning Objective directed
• Virtual & Online options
• Enterprise application suite
• Redesigned system with online
models, new appraisal system,
and partner resources
• New user interface w/SSO
CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training
Systems
&Tools

CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training
Systems
&ToolsMODEL: ARCHITECTURE

CMMI V2.0
ECOSYSTEM
•Implementation
guides
•Certification
•Explanatory
material
•Examples
•Templates
•Case Studies
•Policies
• …
Links to
Supplementary
Material
Appraisal
Materials
Training
Materials
Models & Profiles
Plan &
Prepare
Appraise
Report
Results
Construct Conduct Evaluate
Appraisal
Results
Database
Training
Results
Database
Access & Report
DEV
SVC
ACQ
PCMM
Integrated
Model
Database
QualityTouchpoint: Simpler, easier to use model, evolutionary framework that can accommodate
new methods, etc., business value embedded

TERMINOLOGY & STRUCTURE
CHANGES
• V1.3 Process Area toV2.0 Practice Area
• To solidify that CMMI is a collection of best practices, not a set of processes to be
implemented, we have changed Process Area to Practice Area in the new version
• Practices within each Practice Area are organized by levels instead of Specific Goals
• V2.0 Core and Context Specific
• Each Practice Area is broken up into a general descriptive section (core) and a
contextually-applicable section (context specific)
• V1.3 Required/Expected/Informative toV2.0 Required/Informative
• Required is necessary for achieving a rating in appraisals
• NOTE – Expected is no longer part of the model as all practices are now considered
required

GENERIC VS. SPECIFIC GOALS AND
PRACTICES
Problem
• Generic Goals and Practices are
institutionalizing the model
practices, but not the processes
the organization develops
• There is significant duplication
between Generic Practices and
model level practices
Resolution
• The institutionalization
aspects are now focused on
the organizational processes
• Replaced Generic Practices with
Governance and Implementation
Infrastructure in order to
improve the intent of
institutionalization
• Without “Generic” Practices, the
“Specific” Practices designation is
unnecessary.
QualityTouchpoint: Reduced size, redundancy, complexity, focus on process
implementation and persistence, not on model compliance

How persistently are the processes followed and
improved within the organization?
Practices are not
abandoned under
stress
Practices apply to
everyone in the
organization
There is visible and
active senior
management support
There are
consequences for
following or not
following established
practices
Practices
become
habitual
INSTITUTIONALIZATION WITHOUT
DUPLICATION
Habit: A settled or
regular tendency or
practice, especially
one that is hard to
give up
Persistence: Firm or
obstinate
continuance in a
course of action in
spite of difficulty or
opposition

QualityTouchpoint: Reduced size, complexity, increase adoptability, maintainability
V1.3 VS. V2.0 BY THE NUMBERS
68%
Practice
Reduction 64%
Practice
Area
Reduction
63%
Practice
Reduction
58%
Practice Area
Reduction

CMMI-DEV Maturity Level 3 Comparison*
CMMIV1.3 = 18 Process Areas + Generic Practices CMMIV2.0 = 18 Practice Areas + Safety/Security
Technical Solution Technical Solution (TS)
Product Integration Product Integration (PI)
Requirements Development
Requirement Development and Maintenance (RDM)
Requirements Management (ML2 Practice Required)
Verification Verification and Sustainment (VV)
Peer Reviews (PR)Sustainment
Project Planning (ML2 Practice Required)
Planning (PLN)
Estimating (EST)
Project Monitor and Control (ML2 Practice Required) Monitor and Control (M&C)
Integrated Project Management (Merged with Planning, Monitor and Control)
Causal Analysis and Resolution Causal Analysis and Resolution (CAR)
Risk Management Risk Management (RSK)
Organizational Training Organizational Training (OT)
Measurement and Analysis (ML2 Practice Required) Managing Performance and Measurement (MPM)
Process and Product Quality Assurance (ML2 Practice Required) Process Quality Assurance (PQA)
Organizational Process Focus Process Management (PM)
Process Asset Development (PAD)Organizational Process Definition
Decision Analysis and Resolution Decision Analysis and Resolution (DAR)
Configuration Management (ML2 Practice Required) Configuration Management (CM)
Supplier Agreement Management (ML2 Practice Required) SAM and ACQ – Final alignment still under consideration
Generic Practices
Governance (GOV)
Implementation Infrastructure (II)
Safety (SAF) (optional capability)
Security (SEC) (optional capability)
*Subject to further modifications as needed

Model Front Matter
Practice Area Front Matter
• Intent andValue of the Practice Area
• Core Information – context and methodology-free
description of the PA
• Context Specific – non-prescriptive description for the PA
in a context such as agile/Scrum, development, services, etc.
Practice(s)
• Statement of the practice
• Supplementary required material
• Value
• Additional Information
• ExampleWork Products
• Example Activities
• Context Specific – non-prescriptive description for how
the practice can be implemented against another application
or methodology within the context of CMMI
MODEL ARCHITECTURE
CMMI V2.0
CMMI V2.0 Model Architecture

CMMI V2.0 MATURITY LEVELS

EVOLUTIONARY ARCHITECTURAL
CHARACTERISTICS WITHIN PRACTICE AREAS
Level 2
•Simple, but complete
set of practices that
address the full
intent of the PA
•Does not require the
use organizational
assets
•Achieve
performance
objectives
Level 1
•Simple approach to
meeting intent of
practice area
•Not a complete set
of practices to
achieve the full
intent of the practice
area
•Address
performance issues
Level 3
•Uses organizational
standards & tailoring
to address work
characteristics
•Uses organizational
assets
•Focus on achieving
performance
objectives
Level 4
•Use of statistical and
other quantitative
techniques to detect,
refine, or predict the
area of focus to
achieve quality and
process
performance
objectives
Level 5
•Use of statistical and
other quantitative
techniques to
optimize to achieve
quality and process
performance
objectivesInitial
Managed
Defined
Quantitatively Managed
Optimizing
QualityTouchpoint: Performance included at every level

86
Core Practice Areas Levels
Estimating (EST) 3
Planning (PLAN) 4
Monitor and Control (MC) 3
Causal Analysis and Resolution (CAR) 5
Decision Analysis and Resolution (DAR) 3
Configuration Management (CM) 2
Managing Performance and Measurement (MPM) 5
Process Management (PM) 3
Process Asset Development (PAD) 3
Requirements Development and Maintenance (RDM) 3
Process Quality Assurance (PQA) 3
Verification and Sustainment (VV) 3
Peer Reviews (PR) 3
Risk Management (RSKM) 3
Organizational Training (OT) 3
Governance (GOV) 4
Implementation Infrastructure (II) 3
+
=
CMM-DEV
CMM-SVC
CMM-SM
Model Practice Areas
+
+ =
=
CMM-
[P/WFM]
=
*Model structure is subject to modifications as needed
Supplier Agreement Management (SAM) and related PAs from the Acquisition view
are still in development. Final alignment under consideration.
Levels
Practice Areas Lev
els
Product Integration (PI) 3
Technical Solution (TS) 3
Capacity and Availability Management (CAM) 3
Continuity (CONT) 3
Incident Resolution and Prevention (IRP) 3
Service Delivery (SD) 2
Service SystemTransition (SST) 3
AcquisitionTechnical Management (ATM) 3
Agreement Management (AGRM) 3
Solicitation and Supplier Agreement Development
(SSAD)
3
Compensation and Rewards (COMP) 3
Staffing andWorkforce Management (SWM) 3
Career and Competency Development (CCD) 5
Empowered Work Groups (EWG) 3
Communication and Coordination (COCO) 3
Safety (2 optional practice areas)
Security (5 optional practice areas)
QualityTouchpoint: Reduced
redundancy and complexity,
flexible framework

CMMI V2.0 MODEL MATURITY LEVEL REQUIREMENTS
Practice Area Level 1 Level 2 Level 3 Level 4 Level 5
Causal Analysis and Resolution (CAR)
Decision Analysis and Resolution (DAR)
Risk and Opportunity Management (ROM)
Organizational Training (OT)
Process Managmeent (PM)
Process Asset Development (PAD)
Peer Reviews (PR)
Verification and Validation (VV)
Technical Solution (TS)
Product Integration (PI)
Managing Performance and Measurement (MPM)
Process Quality Assurance (PQA)
Configuration Management (CM)
Monitor and Control (MC)
Planning (PLAN)
Estimating (EST)
Requirements Development and Maintenance (RDM)
Governance (GOV)
CMMI V2.0 Development ML Requirements
Peer Reviews (PR)
Incident Resolution and Prevention (IRP)
Capacity and Availability Management (CAM)
Continuity (CONT)
Service System transition (SST)
Strategic Servcie Management (STSM)
Service Deliver (SD)
Planning (PLAN)
Estimating (EST)
Governance (GOV)
CMMI V2.0 Service Management ML Requirements
Peer Reviews (PR)
Acquisition Technical Management (ATM)
Solicitation and Supplier Agreement Development (SSAD)
Agreement Management (AGRM)
Planning (PLAN)
Estimating (EST)
Governance (GOV)
CMMI V2.0 Supplier Management ML Requirements
Empowered Work Groups (EWG)
Career and Competency Development (CCD)
Communication and Coordination (COCO)
Compensation and Rewards (COMP)
Staffing and Workforce Management (SWM)
Governance (GOV)
CMMI V2.0 People / Workforce Management ML Requirements
Required at Level 4
Required at Level 2
Required at Level 3
Required at Level 5
CORE
INCLUDED
for all
Maturity
Levels

CMMI V2.0 MODEL MATURITY LEVEL REQUIREMENTS
CMM-Specific
Practice Areas
ProductIntegration(PI)
TechnicalSolution(TS)
CapacityandAvailabilityM
anagem
ent(CAM
)
Continuity(CONT)
IncidentResolutionandPrevention(IRP)
ServiceDelivery(SD)
ServiceSystem
Transition(SST)
StrategicServiceM
anagem
ent(STSM
)
AcquisitionTechnicalM
anagem
ent(ATM
)
Agreem
entM
anagem
ent(AGRM
)
SolicitationandSupplierAgreem
entDevelopm
ent(SSAD)
Com
pensationandRewards(COM
P)
StaffingandW
orkforceM
anagem
ent(SW
M
)
CareerandCom
petencyDevelopm
ent(CCD)
Em
poweredW
orkGroups(EW
G)
Com
m
unicationandCoordination(COCO)
M
anagingSafety(M
S)
EnsuringSafety(ES)
M
anagingandPlanningSecurity(M
PS)
DevelopSecureProducts,SolutionsandServices(DSPSS)
M
anagingSecurityThreatsAnd
Vulnerabilities(M
ST)
SelectingandM
anagingSecuritySuppliers(M
SS)
PlanningandM
anagingSecurityInW
ork(PM
SW
)
5
4
3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
SECURITYDEV SVC People/WF Mgmt.
Supplier
Mgmt.
SAFETY[ ]

MATURITY LEVELS BY CMM

What will change?
Why did we make the
change?
What is the impact of
the change?
Replaced Generic Goals and
Generic Practices with Persistence
Practice Areas/Practices
To remove/reduce redundancy and
complexity, and makeV2.0 easier
to understand and implement
Focus the work unit (project) and
organization’s attention on making
their processes a persistent habit and
NOT the model
Added evolutionary characteristics
to each Practice Area
Clearer and more methodical path
for building capability and
improving, simpler to adopt and
measure
More organizations can adopt the
model in an manner that fits their
specific and unique needs
All Capability Maturity Models
(CMM) have been combined into a
true CMMI
Real Integration without
Redundancy. Put the “I” back into
the CMMI, and enable it and
organizations the ability to flex to
new methods and ways of
working.
Less risk in implementation and
integration, nimble and flexible to
accommodate new/other
standards and models
SUMMARY OF MODEL ARCHITECTURE CHANGES

IMPLEMENTATION
GUIDANCE
CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training
Systems
&Tools

CMMI V2.0 IMPLEMENTATION GUIDANCE
QualityTouchpoint: Each Steps
Contains a QualityTouchpoint

APPRAISAL METHOD
CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training
Systems
&Tools

CMMI USER NEED
Benchmark organizational
performance
CMMI V2.0 ANSWERS
• Appraisals via Random Sampling
• 60 day advanced notice of
appraisal scope
• Ensures process maturity
maintained over time with 24
month validity period
PROOF POINTS
• Benchmark Appraisal (formerly
SCAMPI A)
Elevate organizational performance
• Scalable/Tailorable to fit your
organizational objectives
• Cost-effective approach to
identify gaps/opportunities for
improvement
• Implement process improvement
initiatives
• [Non-Benchmark] Appraisal
(formerly SCAMPI B,C)
• Sustainment Appraisal (new)
CMMI V2.0 APPRAISAL CLASSIFICATIONS
QualityTouchpoint: Reducing cost of appraisals while improving
reliability

CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training
Systems
&Tools
TRAINING AND
CERTIFICATION

Building High
Maturity
Awareness
Building
Development
Excellence
Foundations of Capability
(Per Seat Fee Includes Associate Exam Credit)
Building
Service
Excellence
Building
Supplier
Management
Excellence
Building
[People]
Excellence
TRAINING

CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training
Systems
&ToolsSYSTEMS & TOOLS

SYSTEMS AND TOOLS
InitialV2.0 Release
• Online platform, Interactive
• Book/E-Book
Coming Attractions:
• Context-Specific Interfaces
• Potential Option: ”Wikipedia-
like” contextual evolutionary
expansion (with vetting)
• Mobile app
• More on systems side of
things tomorrow
morning…
QualityTouchpoint: Simpler, single user-interface/sign-on, reduced complexity and redundancy

CLICK TO EDIT MASTER TITLE
SLIDE
WHEN WILL CMMIV2.0
BE AVAILABLE?

2Q17 3Q17 4Q17 1Q18 2Q18 3Q18
Release 4 (Service/Supplier
Management/People)
Community Review
October 2017
Release 3
(Development)
Community Review
July 2017
CMMI V2.0
Model/Method
Complete
December 2017
CMMI V2.0
Market Launch
January 2018
CMMI V2.0
Appraisals
Accepted
July 2018
Implementation &
Transition Guidance
Community Review
August 2017V2.0 Product Suite
PARTNERS
WHEN IS V2.0 AVAILABLE TO YOU?
Translations beginning in 2018

PLANNING FOR V2.0 TRANSITION
WITH CLIENTS
1Q18 2Q18 3Q18 1Q19 3Q19 4Q19
CMMI V2.0
Sunrise Period
6 months
CMMI V2.0
Market Launch
January 2018
2Q194Q18
CMMI V1.3 Sunset Period (No inter-mix of model and appraisal method allowed)
2 years
Only V2.0 Appraisals
Accepted
January 1, 2020
CMMI V2.0
Appraisals Accepted
July 2018
All appraisals 24 month validity

CMMI V2.0 ROLE READINESS GUIDE
Training Course Current New Current New Current New Current New
CMMIV2.0 UpgradeTraining
(online course + exam $250)
X X X X
CMMIV2.0 InstructorWorkshop
Training (1 dayVILT - $500)
X
CMMIV2.0 Lead Appraiser Upgrade
Workshop (2 daysVILT - $1,000)
X
CMMIV2.0 IntroTraining X X X X
CMMIV2.0 Applying CMMI Course X X X
CMMIV2.0 NEW InstructorTraining X
CMMIV2.0 NEW LATraining X
INSTRUCTORS LEAD APPRAISERS CMMI PROFESSIONALATM, CMMI
ASSOCIATE
Nov ‘17 Dec ‘17 Jan ‘18Jan ‘18Jan ‘18 Feb ‘18 Jan ‘18 Jan ‘18ROLE READINESS

CMMI V2.0 UPGRADE GUIDE
Oct
2017
Jan Feb MarNov Dec
2018
CMMI V2.0
Market Launch
January, 2018
V2.0 Training
LEAD APPRAISERS /
INSTRUCTORS
CMMI V2.0 New LA Training
February 2018
EXCLUSIVE INSTRUCTOR
CMMI V2.0 Upgrade Offer
October 2017
CMMI V2.0 Upgrade Training
CMMI V2.0 Instructor Workshop
November-December 2017
CMMI V2.0 LA Upgrade Workshop
December 2017
CMMI V2.0 Intro Training
CMMI V2.0 New Instructor Training
January 2018
V2.0 Training
GENERAL PUBLIC

UPGRADE OFFER
• Be among the first to get upgraded on CMMIV2.0!
• CMMIV2.0 Upgrade Training (2 days)
• CMMIV2.0 Instructor Workshop (1 day)
• Limited in-person offering for 30* people
(Certified Instructors Only)
• Week of 16 October 2017
• Location: Pittsburgh, Pennsylvania
*Additional Sessions will be considered pending interest

UPGRADE OFFER
V2.0 Model UpgradeTraining (Instructor-Led)
• Instructor = CMMIV2.0 Architect/Developer
• Opportunity for direct dialogue/questions with
CMMI Developers
• Preview and provide feedback for additional
V2.0 product suite content
• Time = 2 days
V2.0 Instructor Workshop (Instructor-Led)
• Instructor = CMMIV2.0 Architect/Training Developers
• Opportunity for direct dialogue/questions with
CMMI Developers
• Preview and provide feedback forV2.0 training
content
• Time = 1 day
3 DAY INSTRUCTOR-LED TRAINING = $1,000

ARE YOU INTERESTED IN THE
EXCLUSIVE INSTRUCTOR OFFER?
Please Register at the following link:
https://shop.cmmiinstitute.com/products/cmmi-v2-0-upgrade-training
The link is also in your app in the “CMMIV2.0 High Level Updates” session.
Look in the Description section

WHAT’S NEXT? BEYOND V2.0 LAUNCH
In CMMIV2.0 we will provide context-specific guidance for organizations using agile Scrum methods. We
are considering other methodologies to include as part of the product development roadmap. It is likely
that additional guidance would be available after the initial launch. Please select up to three of the
following that you think would be most important to include in the CMMI product roadmap.

1Q18 2Q18 3Q18 1Q19 3Q19 4Q19
CMMI V2.0
Market Launch
w/agile Scrum
January, 2018
2Q194Q18
CMMI V2.0
w/Dev Ops
3Q18
CMMI V2.0
w/Kanban
4Q18
CMMI V2.0
w/COBIT 5
1Q19
CMMI V2.0
w/ISO
2Q19-3Q19
CMMI V2.0
w/ITIL
3Q19-4Q19
*Intended to illustrate frequency of future CMMI updates; Specific CMMI product addendums,
roadmap and cadence interval are currently under review and should not be considered final .
CMMI PRODUCT ROADMAP
PROPOSAL
Future roadmap considerations:
• Certified CMMI Consultant
• Online Community
• KPI Benchmarking Database
• Industry Specific Guidance
Method-Specific
Guidance

WHEN IS V2.0 AVAILABLE TO YOU?
2Q17 3Q17 4Q17 1Q18 2Q18 3Q18
Release 4 (Service/Supplier
Management/People)
Community Review
October 2017
CMMI V2.0 Model/Method Complete
December 2017
CMMI V2.0
Market Launch
January 2018
CMMI V2.0
Appraisals Accepted
July 2018
CMMI V2.0 Upgrade Offer
October 2017
CMMI V2.0 Instructor Workshop
November-December, 2017
Implementation &
Transition Guidance
Community Review
August 2017
CMMI V2.0 New LA Training
February 2018
CMMI V2.0 LA Upgrade Workshop
December 2017
V2.0 Product Suite
PARTNERS
V2.0 Training
LEAD APPRAISERS /
INSTRUCTORS
V2.0 Training
GENERAL PUBLIC
CMMI V2.0 Intro Training
CMMI V2.0 New Instructor Training
January 2018
Release 3
(Development)
Community Review
July 2017

BREAK
Thursday, 18 May
8:30 State of CMMI
9:00 CMMIV2.0 High Level Update
10:30 Break
11:00 CMMIV2.0 High Level Q&A
12:00 Lunch
1:00 CMMIV2.0 Detailed Updates
3:00 Break
5:00 Break
6:00 PartnerWorkshop Reception

SLIDE
QUESTIONS &
ANSWERS
CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training &
Certification
Systems
&Tools

LUNCH BREAK
Thursday, 18 May
8:30 State of CMMI
9:00 CMMIV2.0 High Level Update
10:30 Break
11:00 CMMIV2.0 High Level Q&A
12:00 Lunch
3:00 Break
5:00 Break
6:00 PartnerWorkshop Reception

SLIDE
CMMIV2.0
DETAILED CHANGE UPDATES
• New Model Content
• Performance
• Implementation Guidance
• Training & Certification
• Appraisals

MODEL: NEW CONTENT
CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training &
Certification
Systems
&Tools

“Include a new process area related
to Security Development”
“Evolve the CMMI to embrace new agile
and DevOps methodologies and to
clarify the different paces of develop and
manage software”
“CMMI has a too high learning curve, it takes too long to get
the full picture and start applying it in a practical way.”

CMMI V2.0 MODEL
Estimating Risk Management Causal AnalysisandResolution Managing PerformanceandMeasurement RequirementsDevelopment andMaintenance Organizational Training Governance
Planning DecisionAnalsyisandResolution ProcessManagement ProcessQuality Assurance ImplementationInfrastructure
Monitor andControl ConfigurationManagement ProcessAsset Development VerificationandValidation
Peer Review
Security
Planning and Managing Security In Work
Selecting and Managing Security Suppliers
Managing Security Risks From Security Threats and Security Volnerabilities
Develop Secure Products, Solutions and Services
Managing and Planning Security Managing and Planning Safety
Ensuring Safety
Safety
Technical Solution
Product Integration
Development
Incident Resolution and Prevention
Capacity and Availability Management
Continuity
Service Delivery
Service System Transition
Strategic Service Management
Service
Acquisition Technical Management
Solicitation and Supplier Agreement Development
Supplier Management
Agreement Management
Career and Competency Development
Empowered Work Groups
Communication and Coordination
Staffing and Workfoce Management
Compensation and Rewards
People / Workforce Management[ ]

*Subject to further modifications as needed
Engineering and
Developing
Products
Delivery and
Managing
Services
Selecting and
Managing
Suppliers
Managing
Quality
Planning and
Managing Work
Managing
Business
Resilience
Managing the
Workforce
Improving
Performance
Supporting
Implementation
Safety Security
Building and
Sustaining
Capability
CAPABILITY AREAS

Model Front Matter
Practice Area Front Matter
• Intent andValue of the Practice Area
• Context Specific – non-prescriptive description for the PA
in a context such as agile/Scrum, development, services, etc.
Practice(s)
• Statement of the practice
• Supplementary required material
• Value
• Additional Information
• ExampleWork Products
• Example Activities
• Context Specific – non-prescriptive description for how
the practice can be implemented against another application
or methodology within the context of CMMI
MODEL ARCHITECTURE
CMMIV2.0
CMMIV2.0 Model Architecture

CONTEXT-SPECIFIC GUIDANCE
STARTING WITH AGILE/SCRUM

SURVEY TIME: NEW MODEL CONTENT POLL
We have consistently gotten feedback from customers that
CMMI doesn’t “work with” agile methodologies.
How well do you think the context-specific guidance will
address the problem?
A) Very well – I love it!
B) Well enough – I like it.
C) Neutral – I don’t know yet.
D) Poorly– I don’t like it.
E) Very poorly – I hate it!

NEW MODEL CONTENT POLL
RESULTS

What will change? Why did we make the change?
What is the impact of the
change?
Addition of two new Practice
Areas: Security and Safety, plus
integration of People CMM
content
To expand CMMI’s support for
into current needs
To respond to market demand
The new Practice Areas can be
used as desired by organizations
who need them, including in
Benchmark appraisals (optional)
Practice Areas are organized into
Capability Areas
Clearer path to capability building
and improvement
More tailorable and applicable to a
broader set of organizations,
industries and markets
Context-Specific Guidance will be
added to help organizations’
efforts to use CMMI in their
context
Market demand, keeps CMMIV2.0
relevant for a long future, easier
to maintain and update
More rapid updates, realizes
broader market and industry
adoption and stays current with
new trends, methods and
opportunities
SUMMARY OF NEW MODEL CONTENT CHANGES

MODEL: PERFORMANCE
CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training &
Certification
Systems
&Tools

WHAT WILL CHANGE?
• New PA called “Managing Performance and
Measurement”
• Process Management is reworked and emphasizes
the value of process improvements
• Each benchmark appraisal needs to prepare a
“performance report”

NEW PA CALLED “MANAGING
PERFORMANCE AND MEASUREMENT”
• Performance Management practices now start at Level 1
• Business needs and objectives and current performance drive the need to improve
performance and hence the need to improve processes (business impact)
• Performance is addressed at business and work level
• Performance is integrated with Measurements, but clearly uses measurements as “tool”.
Simple collection and representation of measurement data is not sufficient
• The focus is “Performance Management”, not “Measurement and Analysis”
QualityTouchpoint: Business benefits and business performance are the highest priority.
It avoids undirected process improvements that may not result in performance improvements.
It also helps to avoid “false positives”, i.e. organizations that demonstrate “maturity” but are performing
insufficiently.

PROCESS MANAGEMENT IS REWORKED
AND EMPHASIZES THE VALUE OF
PROCESS IMPROVEMENTS
• The focus on process improvement and process evaluation is now starting on Level 1
• Process Management serves MPM to achieve performance improvement by process
improvement
• It also can stand alone for all other process improvements
• There is a focus on the value of improvements
• Communication of improvement benefits and the obtained value add is strongly
emphasized
QualityTouchpoints: Improvements that show demonstrable benefits for the business help develop
and support a culture that strives for ongoing improvement.This culture is essential to sustaining
best practices and avoiding falling back into bad habits.

EACH BENCHMARK APPRAISAL NEEDS
TO PREPARE A “PERFORMANCE
REPORT”
• The performance report is prepared by the appraisers based on the performance data of
the organization.
• It is a deliverable to the sponsor, and an optional deliverable to CMMI Institute.
• Reflects and demonstrates the current situation, improvements, actions and achievements
• Does not impact the maturity level rating (but has an interdependency with the MPM
practices)
QualityTouchpoints: The demonstration of performance results and the evaluation by the appraisal
team motivate the organization to care about performance and engage in continuous improvement
mirrored by the business needs.

HOW WILL THIS CHANGE AFFECT
YOUR WORK AS A PARTNER?
Corporate Partner (Internal Use)
• Focus on performance, not just improvement
• More management attention and business
impact
• Applying the performance practices enables
tracking of performance and taking action in
a timely manner.
• Understanding of performance management
(not just measurements) needs to be
obtained
Service Delivery Partner (External Use)
• Actively using performance and value as the driver for
improvements
• Opening another dimension of “provable benefit”
consulting (analysis-measurements-performance-action-
benefits)
• Demonstrating that there is benefit from the relationship
between performance and processes (and maturity) as well
as visible business impact
• Understanding of performance management (not just
measurements) needs to be provided

SURVEY TIME: PERFORMANCE POLL
Customers have reported that improvements that result from using
CMMI are not clearly demonstrated through the current product
suite.
How well do you think the performance additions will address the
problem?

PERFORMANCE POLL RESULTS

What will change? Why did we make the
change?
change?
New PA called “Managing
Performance and Measurement”
To make performance very prominent
as the leading driver in improving
processes. Process improvement is for
the business, not for itself.
Performance is the driving factor in
process improvement
Process Management is reworked and
emphasizes the value of process
improvements
To emphasize the value of process
improvements and to make
communication of benefits and
business impact more prominent
Process improvements are ranked by
value and can better show the
benefits and impact
Each benchmark appraisal needs to
prepare a “performance report”
To make the achievements of
performance improvement visible and
to address “false positives”
Results are made visible and can easily
be discussed, leading to more active
improvements.
SUMMARY OF PERFORMANCE CHANGES

GUIDANCE FOR
IMPLEMENTATION AND
TRANSITION CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training &
Certification
Systems
&Tools

“The concepts work. The implementation is
the hard part.There needs to be an easier,
lighter way to implement that isn't as costly.”
“You can simplify the workflow to improve
efficiency. It looks a little complicated now”
“Implementation of CMMI should be
simpler and accord to customized
needs of users”
“Be more practical, easy to implement and cost-effective.”
“Please teach us to simplify the
processes and execute the evidence of
the actions in a more practical way”
“CMMI has a too high
learning curve, it takes
too long to get the full
picture and start applying
it in a practical way.”

WHAT WILL CHANGE?
NO CHANGE – SOMETHING NEW
Two New Guides:
• Implementing CMMI for Continuous Improvement
• Transition Guide

8 STEPS TO SUCCESS

STRUCTURE OF EACH STEP
Introduction – why the step is important
Using CMMI Partner/Consultants – where/how Partners can assist
Intent of the step, Value to meeting business goals, Inputs and Outputs
Hows – Activities and options for performing the step
References – Training, Partner Resources, Information Sources
Additional elaborations and considerations for the step – general discussions
about topics related to the step like getting a sponsor, keeping your sponsor
informed, etc.

IMPLEMENTING CMMI FOR
CONTINUOUS IMPROVEMENT
• Audience – CMMI Adopters
• Guides users through adoption and sustainment
• NOT A CHECKLIST
• Connects user to relevant information that enables
CMMI understanding and adoption (e.g., Partner
Resources, case studies, classes, presentations)
QualityTouchpoint:The guide provides a roadmap to simplify adoption. The steps when
performed in order increase the probability of a successful adoption. Ensures a POSITIVE
experience.

IMPLEMENTING CMMI FOR
CONTINUOUS IMPROVEMENT
WHAT IT IS AND IS NOT
This Guide Is… This Guide Is NOT…
An overview of considerations and tasks when
applying CMMI to your business processes
A detailed checklist or “how to”
guide for implementing CMMI
Built on lessons learned and best practices
derived from industry experiences
A guide for appraisal preparation
A reference to assist you with implementing
CMMI for the first time
The only approach for
implementing CMMI

SURVEY TIME: IMPLEMENTATION GUIDANCE POLL
Customers have reported that it is difficult to get started
using CMMI in their organizations.
How well do you think the Implementation Guidance will
address the problem?

IMPLEMENTATION GUIDANCE POLL
RESULTS

TRANSITION GUIDE
• Audience – Users of previous CMMI versions
• Guides users through transition and sustainment
• NOT A CHECKLIST
• Connects user to relevant information that enables transition to
CMMIV2.0 (e.g., Partner Resources, case studies, classes,
presentations)
QualityTouchpoint: The guide provides a roadmap of the key activities associated with
transitioning to CMMIV2.0. Following these steps in the prescribed order will increase
the probability of a successful transition.

TRANSITION GUIDE
WHAT IT IS AND WHAT IT IS NOT
This Guide Is… This Guide Is NOT…
An overview of considerations and tasks
when transitioning to CMMI V2.0
A detailed checklist or “how to”
guide for transitioning to CMMI
V2.0
Built on lessons learned and best
practices derived from industry
experiences
A guide for appraisal preparation
A reference to assist you with the
transition to CMMI V2.0
The only approach for transitioning
to CMMI V2.0

SURVEY TIME: TRANSITION GUIDANCE POLL
Thousands of companies that currently use CMMIV1.3 will transition
toV2.0 in the coming years. It is crucial to the future of CMMI that
this can happen consistently and simply.
How well do you think the Transition Guidance will support this?
C) Neutral – I don’t know yet

TRANSITION GUIDANCE POLL
RESULTS

HOW WILL THE GUIDANCE AFFECT
YOUR WORK AS A PARTNER?
Corporate Partner
(Internal Use)
• Guidance in aligning business goals and
CMMI
• Supports achievement of executive
sponsorship
• Supports development of an accurate plan
for transition
Service Delivery Partner
(External Use)
• Guide provides information on the use of
partners to support the implementation
• Sets expectations for adoption therefore better
informing the client organization of the partner
involvement
• Transition Guide provides a roadmap through
the documentation associated with the new
CMMIV2.0

change?
change?
Implementing CMMI for Continuous
Process Improvement
Consistent requests from end users
to make CMMI easier to adopt.
Though the model is designed to
NOT provide the “how,” organizations
need more direction to a place to
start than the model itself can offer.
Ensure a more successful adoption of
CMMI. Assist organizations in setting
achievable goals for adoption.
Transition Guide Provide organizations with a roadmap
through CMMIV2.0 information.
Ensure a more successful transition to
CMMIV2.0. Assist organizations in
setting achievable goals for transition.
QualityTouchpoint: The guidance provided will foster a more consistent approach to
using CMMI effectively across organizations.
SUMMARY OF IMPLEMENTATION GUIDANCE

CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training &
Certification
Systems
&Tools
TRAINING &
CERTIFICATION

WHAT WILL CHANGE?
Training and Certification is integrated with the
CMMIV2.0 product suite
• Added emphasis on business value
• All courses follow objective-driven design principles
• More flexible and cost-effective training options

EMPHASIS ON BUSINESS VALUE

EMPHASIS ON BUSINESS VALUE
Foundations of Capability Course
“Pave the way for better operations and performance in your organization.”
GOALS
• Connect the CMMI model and appraisal method with business value
• Describe the components of CMMI
• Use the CMMI as a tool for improving performance
• Choose CMMI components with the most value for my
organization’s issues or goals
• Understand what is involved in preparing for an appraisal

OBJECTIVE-DRIVEN COURSE DESIGN

For Instructor Led (ILT) andVirtual Instructor Led (VILT)
Activity Design N-N Hyperlink from index at beginning of document
Activity Title Referenced in course plan and on course backlog
Dependencies On information from previous activities
Suggested Duration Min-max minutes needed
Purpose Why is this activity used? BusinessValue of concepts?
Learner Objectives Which to emphasize, reinforce, assess
Work Aids (ILT/VILT) Slides, handouts, prepared flip charts, consumables
Suggested Procedure Preparation,Activity, Debrief: steps and scripts
Execution Points for Instructor Notes and hints, things to focus on
Tailoring: ILT &VILT Suggested content or method tailoring for this activity
Tailoring:VILT Changes needed forVILT delivery
OBJECTIVE-DRIVEN DESIGN
INSTRUCTOR SUPPORT
ACTIVITY DESIGN

INSTRUCTOR SUPPORT

• Learner Objective Checklists
• Online access to materials
and models
• Frequent formative
assessment checkpoints
• New contexts set stage for
collaborative work and help
frame engaging discussions
STUDENT SUPPORT

MORE FLEXIBLE AND
COST-EFFICIENT WAYS TO TRAIN
• Two-day Foundations of Capability course can be paired
with one or more model-specific courses from the
Building Excellence Course Series.
• Virtual instructor-led versions of all Building
Organizational Capability courses will be made available as
part of the newVirtual CMMI Instructor certification
(optional)

Introductory CMMI Course Series:
Building Organizational Capability
Anyone Interested in Improving Organizational Performance,
AppraisalTeam Members
Advanced CMMI Course Series:
Advancing Organizational Capability
CMMI Professionals, CMMI Implementers and Project Leads
Expert CMMI Course Series:
Mastering Organizational
Capability
CMMI Lead Appraisers, CMMI Instructors

Building High
Maturity
Awareness
Building
Development
Excellence
Foundations of Capability
(Per Seat Fee Includes Associate Exam Credit)
Building
Service
Excellence
Building
Supplier
Management
Excellence
Building
[People]
Excellence
FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN:
SMALLER CONTENT BLOCKS

Foundations of
Capability
(Per Seat Fee Includes Associate
Exam Credit)
Building
Development
Excellence

Foundations of
Capability
Exam Credit)
Building
Service
Excellence

Foundations of
Capability
Exam Credit)
Building
Supplier
Management
Excellence

Foundations of
Capability
Exam Credit)
Building
[People]
Excellence

FLEXIBLE AND COST EFFICIENT
WAYS TO TRAIN:
Foundations of
Capability
Exam Credit)
Building
Development
Excellence
Building
Service
Excellence
Building
Supplier
Management
Excellence
Building
[People]
Excellence
Building High
Maturity
Awareness

WORLDWIDE TRAINING TRENDS
Source: IDC 2016 “Worldwide and U.S. IT Education Services Delivery Forecast, 2016–2020”
IDC 2015 “Worldwide and U.S. IT Education Services Delivery Forecast, 2015-2019.”
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Classroom-Based ILT
eLearning Content
Virtual ILT
FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN

82%
appraisal
team
member
training
ATMs
ATMs Others
What if the future
looked like this?
Current Market
FLEXIBLE AND COST-EFFICIENT WAYS TO TRAIN

CMMI Institute Training has received consistently high ratings
from our students and we want to be sure that CMMIV2.0
training courses will build on and improve our current strengths.
How well do you think the Training plans will support this effort?
SURVEY TIME: TRAINING POLL

TRAINING POLL RESULTS

What will
change?
Why did we make the change? What is the impact of the
change?
More emphasis
on business value
To prevent or sway
compliance-only mindsets and combat
misperceptions about CMMI.
Engaged learners who are able to convey how
CMMI impacts true business value.
Objective- driven
course design
Instructors teach to different goals and
objectives and, sometimes, with no particular
goals and objectives in mind.
Student surveys indicate that students don’t
always understand what knowledge and skill
they are expected to learn in class.
Best practice is to give students a roadmap of
where they are going in the course, at the start
of the course
Prescriptive list of objectives, of manageable
lengths, form the foundation of each new
class.All activities and most assessment
questions align to these objectives.
Clear objectives allow consistent outcomes
and, also, more flexibility to tailor instruction
to meet differentiated needs and support
instructor strengths and student interests.
More flexible and
cost-efficient
ways to train
“CMMI is too expensive and too cumbersome.” Happier customers, more efficient training
opportunities for Partners, more CMMI
adoption, enhanced quality, greater revenue
for all.

CMMI
V2.0
Model
Guidance
to
Implement
Appraisal
Method
Training &
Certification
Systems
&ToolsAPPRAISALS

“May be a yearly surveillance add value as, this will
enable organization to remain on their toes and cant relax
till next appraisal after three years.”
“A periodic surveillance system as ISO follows would enable better
maintenance and upgrade of the learnings all through the assessment
cycles. We feel the HMLA's follow considerably different methodologies to
evaluate. Some broad standardization would help.”
“Introduction of Surveillance Mechanism is strongly recommended
to ensure the maintenance of an established system.”
“Improve SCAMPI method”
“Follow up should be more regular.”
“In my organization, we had use CMMI model level 2 to define ours process and
we improve them every year. We had obtain CMMI level 2 in 2014 this year we
will do a Scampi A. But it's cost like the fist one. So, I suggest you : - to apply
less cost than the first scampi A - to reduce the level of scampi A requirement to
simplify and increase your customers' federation. Too much quality kills quality !
“
“Perhaps loosen the rules on the
SCAMPI A appraisal process so
they're not so constrictive.”
“Appraisals should be confirmed in an year basis
like ISO 9001 to prevent organizations to use
CMMI only for an appraisal.”
“Increase the no. of lead assessor and shorten the process cycle
without compromising the objective. Allow some limited self
certifications depending on record of the assesse.”
“Reduce amount of paperwork needed.”
“I think that the appraisal method should
be simplified. It is a large process and I
think that it could be more simple and
effective”

CMMI V2.0 VALUE-ADDED APPRAISALS
Value Added Appraisal Goals
VALUE

This presentation contains proprietary information and may not be distributed without the express written permission of the CMMI Institute. ©2017 CMMI Institute.
HOW DID WE GET HERE?
MIT Statistician Input:
Broaden coverage ofWUs
Initial pilots: Directed set & Random PA
Feedback: Lack of threads & concern with 30 day
notification
Buyers requesting more timely appraisals
Input from stakeholders:
Address sponsor requests &
lack of threads
Appraisal Goal: Improve value by
increasing reliability & reducing life cycle cost
Ongoing Pilots: Random Capability Approach
Initial Approach
Revised Approach
Final Approach
Future: Community Review

WHAT WILL CHANGE?
• V1.3 SCAMPI B & C becomesV2.0 [Non-Benchmark] Appraisal
• V1.3 SCAMPI A becomesV2.0 Benchmark Appraisal
• Introduction of a Sustainment Appraisal
*Note: Final name selection in process

SCAMPI B & C BECOMES [NON-BENCHMARK]
• Consolidated SCAMPI B & C into one method
• Eliminated prescribed OE sufficiency rules
• Defined characterization scale
QualityTouchpoint: Improved flexibility (customization) to meet business objectives

SCAMPI B & C BECOMES [NON-BENCHMARK]
Customization Options
Characterization Scale: Red, Yellow, Green
Organizational Scope Model Scope Objective Evidence Sufficiency
• Entire OU (all WUs) • • All PAs
• Artifact and affirmation for every
practice
• Representative
Sample based
sampling factors •
• One or more
PAs
• Artifact for every practice, affirmation
for every practice group
• One or more WU
and/or support
functions •
• One or more
practice
groups
• Different OE sufficiency rules for Sub
Groups
• Portions of WU
and/or support
function •
• One or more
practices
• Affirmation for every practice and
artifact for every practice group
• No WUs
(documented
process only)
• One type of objective evidence (Artifact
or affirmation) for every practice
• One type of objective evidence (Artifact
or affirmation) for every practice group
V1.3 Approach
• Two methods:
SCAMPI B & C
• Prescribed OE
Sufficiency rules
• No defined
characterization
scale

SCAMPI A BECOMES BENCHMARK
• 36 month appraisal validity becomes 24 months
• 60 day maximum notification for appraisal scope
• Sample size based on number ofWork Units (WU) in Organizational Unit (OU)
• WU provides Objective Evidence (OE) for PA or Capability vs. all PAs in scope
• Auto-generated random selection of WU and PA/Capability pairing
• Introduction of impact sampling factors
QualityTouchpoints:
60 day notification of appraisal scope reduces tendency to over prepare
Improved appraisal reliability/accuracy
Random sampling  truly reflective of OU without sponsor or ATL bias
Broader coverage of WU  improved measure of institutionalization & statistically relevant
Sample size scalable based on size of OU
Improved flexibility (customization) to meet business objectives

V1.3 Approach
• Validity Period 36
months
• No prescribed time
frame for identifying
appraisal scope
• Sub Groups based
on sampling factors
V2.0 Benchmark
Validity period: 24 months
Appraisal scope:WU/Support function randomly selected maximum of
60 days in advance of conduct phase
• CMMI Waiver: to request more than 60 days
• OU provide information onWUs and Support Functions (e.g., NYs)
• CMMI IWaiver: to substitute oneWU/Capability/PA pairing
• Sponsor can add additionalWUs/PA combinations
• Determine Sub Groups based on relevant and impact sampling
factors
• Relevant: applies regardless of the impact on how work is performed
• Impact: relevant sampling factor that impacts how work is
performed

V1.3 Approach
• ATL selected the minimal sample
• Sponsor or ATL may add
additionalWU/PA
• Sample size depends on number of
sub groups (e.g., OU with 50
project one sub group = sample
size of 1 project)
• One focus WU from each sub
group
Organizational Sample (auto generated random sample)
• When selecting WUs:
• Maximize coverage of subgroups
• Avoid repetition ofWUs
• For Supporting Implementation capability (CAR, DAR & CM):
• Assign a different PA to a differentWU until each PA is selected
IAW table
• For remaining capabilities:
• For OUs with 1 - 40 WUs :Assign a differentWU to a capability until all
capabilities are addressed per table
• For OUs with > 40 WUs:Assign a differentWU to a capability until all
capabilities are addressed twice; then assign a differentWU to each PA
Total WUs in the OU Minimal Instances (e.g.,
number of WUs) sampled
1 – 10 1
11 – 40 2
Over 40 3

EXAMPLE: BENCHMARK APPRAISAL
Sub Group 1 Sub Group 2
Sub Group
3
Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Engineering &
Develop
Products
TS 2
PI 2
Plan & Manage
Work
EST 2
PP 2
M&C 2
RDM 2
Business
Resiliance RSKM 2
Ensuring Quality
PPQA 2
V&V 2
PR 2
Supporting
Implementation
CAR 2
DAR 2
CM 2
Appraisal of DEV model for ML3; OU
with 30 projects
• Subgroup 1: Small waterfall
• Subgroup 2: Large waterfall
• Subgroup 3:Agile
Institutionalization Areas: Governance, &
Implementation Infrastructure – applied
to the processes in use by the sampled
WUs
Organizational Level PAs: OT, MPM, PM, &
PAD – applied to support function
Project 10 is in requirements phase
Project 24 is in planning

EXAMPLE: BENCHMARK APPRAISAL WITH SPONSOR SPECIAL REQUESTS
Sub Group 1 Sub Group 2
SubGroup
3
Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Engineering &
Develop
Products
TS i 2
PI i 2
Plan & Manage
Work
EST X 2
PP X 2
M&C X 2
RDM X i 2
Business
Resiliance RSKM X 2
Ensuring Quality
PPQA 2
V&V 2
PR i 2
Supporting
Implementation
CAR 2
DAR 2
CM 2
Sponsor requested:
• Waiver to include project 8
• An agile project be included for
Engineering related PAs
Institutionalization Areas: Governance, &
Implementation Infrastructure – applied to
the processes in use by the sampledWUs
Organizational Level PAs: OT, MPM, PM, &
PAD – applied to support function

INTRODUCTION OF A SUSTAINMENT APPRAISAL
• Perform initial Benchmark Appraisal
• Within 24 months, if eligible, perform sustainment appraisal to maintain
rating
QualityTouchpoints:
Buyer requested more timely measures (appraisal results) OU maintains focus on institutionalization
Investigative analysis  Remain cost effective while gaining understanding of entire model scope

INTRODUCTION OF A SUSTAIMENT APPRAISAL
Conduct Sustainment appraisals within 24 months to maintain rating (ML or CL Profile)
• Eligibility: Appraisal scope is the same or a subset of the benchmark
• No new IMPACT sampling factors or sampling factor values
• Team size: minimum 2 including the ATL
Planning Phase:Appraisal scope rules are the same as the Benchmark
• Randomly select 1/3 of the PAs within each capability area for in-depth analysis
Conduct Investigative Analysis (ATL cannot delegate) for the remaining 2/3 PAs
• OE sufficiency: affirmation and artifact for each practice group
• document gaps & identify risky model components
Conduct In-depth Analysis
• Based on the Investigative analysis, first revise the model scope
• 1/3 selected PAs plus any model components identified as risky
• OE sufficiency: artifact and affirmation for every practice for every WU/Support Function

EXAMPLE: SUSTAINMENT APPRAISAL TO MAINTAIN RATING
Organizational Sample: same rules as
benchmark
Model Scope:
• Randomly select ~1/3 PA from
each Capability (F’s)  In-depth
analysis
• For remaining 2/3 PAs, conduct
investigative analysis (i’s)
• Final in-depth model scope – 1/3
PAs plus any “risky” model
components
• CM 2.1, 2.3
• PP 2.6
• V&V- Practice Group 3
Sub Group 1 Sub Group 2 SubGroup 3
Capabilities PA 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Engineering & Develop
Products
TS i i 2
PI F F 2
Plan & Manage Work
EST i i 2
PP i i 2
M&C i i 2
RDM F F 2
Business Resiliance
RSKM i i 2
Ensuring Quality
PPQA i i 2
V&V F F 2
PR i i 2
Supporting
Implementation
CAR i i 2
DAR F F 2
CM i i 2
Achieved ML 3 in initial DEV Benchmark
Appraisal:
Within 24 months conduct validation
appraisal
OU with 25 projects & 3 subgroups
• Some projects have ended since the
benchmark
No new impact sampling factors or values
Institutionalization Areas: Governance, & Implementation Infrastructure –
applied to the processes in use by the sampledWUs
Organizational Level PAs: OT, MPM, PM, & PAD – applied to support function

COST ANALYSIS: EXAMPLE OF OU CHANGE 1 TIME IN 12 YEARS
1 2 3 4 5 6 7 8 9 10 11 12
SCAMPI A
Appraisal
SCAMPI A
Appraisal
SCAMPI A
Appraisal
SCAMPI A
Appraisal
CMMI ML3
Benchmark
Appraisal
Sustainment
Appraisal
Sustainment
Appraisal
Sustainment
Appraisal
Repeat
Benchmark
Appraisal
Sustainment
Appraisal
Significant
changes to
the OU
YEARS
Benchmark appraisal: 25% reduction in cost
Sustainment appraisal: 50% reduction in cost
o Best case: OU remains consistent  32% savings
o Worst case: OU changes every 24 months  equivalent cost
o Typical: OU changes twice  15% savings

BENCHMARK COST COMPARISON TO V1.3
CMMI V2.0 CMMI V1.3
Number
of WU in
OU
Number of
instances
Number of
instances
with 1 SG
Number of
instances
with 2 SG
Number of
instances
with 3 SG
Number of
instances
with 4 or
more SG
1-10 1 WU 1 WU
(equivalent)
(1280
appraisals)
2 WU
(3125)
3 WU
(890)
> 4 WUs
(based on
number of
Sub Groups)
(890)11-40 2 WU 1 WU
(100)
2 WU
(equivalent)
(440)
3 WU
(340)
>40 3 WU 1 WU
(20)
2 WU
(90)
3
(equivalent)
(60)
CMMIV2.0 is equivalent or less
expensive
• 97% of prior 7300 appraisals
conducted
CMMIV2.0e expensive
• Includes 3% of prior 7300
appraisals conducted
Basis of estimate: Number of instances (WU or support function) for each PA
Fixed Price Components: planning, opening & closing discussion, reporting

PILOT ELABORATION
What were specific discoveries from
the Pilot?
• Overall, effort and preparation
costs are within the VAA team’s
predictions. 25% or more savings.
• There has been concern with
“narrative connection” of
evidence.
How did these discoveries shape the
solution?
• The feedback for the initial
“Directed Sets” approach led to the
discontinuation of that approach
• Feedback for the Random PA
approach lead to revising the
approach with “Random
Capability” sampling.
• 30-day window for notification of
org sample has been replaced by
60-day notification
What satisfaction was stated by
participating companies on their Pilot?
• In general, ATLs and ATMs have
been satisfied that the appraisal is
accurate.
• Sponsors also have felt that the
appraisal method fairly represents
their organization.

change?
change?
V1.3 SCAMPI B & C becomes
V2.0 [Non-Benchmark]
Improved flexibility (customization) to meet
business objectives
Consolidated SCAMPI B & C into one method
Eliminated prescribed OE sufficiency rules
Defined characterization scale
V1.3 SCAMPI A becomes
V2.0 Benchmark
60 day notification of appraisal scope reduces
tendency to over prepare
Improved appraisal reliability/accuracy
Random sampling  truly reflective of OU
without bias
Broader coverage of WU  improved
measure of institution & statistically
relevant
Sample size scalable based on size of OU
36 month appraisal validity becomes 24 months
60 day maximum notification of appraisal scope
WU provide OE for PA or Capability
Auto-generated random selection of WU and
PA/Capability pairing
Introduction of impact sampling factors
Introduction of a Sustainment
Appraisal
Customer requested more timely measures 
OU focus on institutionalization
Investigative analysis: Remain cost effective while
gaining understanding of entire model scope
Perform initial Benchmark Appraisal
Performed within 24 months to maintain rating
60 day maximum notification of appraisal scope
Auto-generated random sample
In-depth (1/3) and investigative analysis (2/3)

TheValue-Added Appraisal team worked to change CMMI appraisals
to increase reliability while reducing overall cost of ownership.
How well do you think the planned changes ([Non-Benchmark],
Benchmark, and Sustainment appraisals) will accomplish this?
SURVEY TIME: APPRAISALS POLL

APPRAISALS POLL RESULTS

CMMI V2.0
GO-TO-MARKET STRATEGY, TIMELINE
& MARKETING RESOURCES FOR
PARTNERS

Put the Focus on the People, Not the Product
• Show them a compelling picture of how CMMI V2.0 is going to
make the world work better
Get Opinion Leaders On-Board Early
• Get people excited about the potential of CMMI V2.0
• Partners, Pilot Participants, Customers
Make a Mark
• Take a position that’s bold and imaginative
• Paint a picture of the future that our customers want to live/work in
Get New Customers Ready for CMMI V2.0
• Build anticipation, generate buzz and enthusiasm by getting
customers on board early
Product Launch Best Practices

Match Product Capabilities to Market Needs
 Identify and Align with Key Customer and Market Segments via Market
Research Study: Internal vs. External: Executives/Managers/Team
Leads/ATMS/Practitioners/Partners across job functions/industries
 Create & Test Clear Positioning and Messaging: How is CMMI V2.0 better
than V1.3? What value does next gen bring to each key audience
(government, new users, agile users, etc.)
 Focus on User Experience: Show how customers will access CMMI V2.0 in
a new way via Guides, new systems and tools, value-added appraisal
method
 Establish New Terminology, CMMI V2.0 Naming and Align to Brand:
(i.e. distinguish between value delivered vs. technical descriptions)
CMMI V2.0 - Launch Plan Goal #1

Set Strategic Objectives for Launch Performance
• Agree on Clear Launch Schedule and Goals
 Distinguish between Existing vs. New User Experiences
 Timing for Internal Customers (Instructors, Lead
Appraisers, Current Customers/Users)
 Timing for External Customers (new users, agile users)

Leverage Market Position and Relationships
• Generate CMMI Storylines and Content
 C-SUITE – Build upon the Executive Guide: Staying Relevant in the
Age of Disruption: Why capability is the key to outlasting the
competition
 CUSTOMERS: Team Leads & ATMs - How to Transition from CMM
V1.3 to CMMI V 2.0 (Technical detail) + Pilot Case Studies
 NEW USERS: Managers & Practitioners - How to Get Started with
CMMI V2.0 + Supporting Case Studies from CMMI V2.0 pilots (Real
world application)

Leverage Market Position and Relationships
• Position CMMI V2.0 in key sectors/industries
 Software/Systems, IT Services, Telecommunications, Defense/Aerospace,
Medical Devices/Healthcare, Government, Agile…
• Share CMMI V2.0 Content and Marketing Kits with CMMI
Loyalists
 Partners, Existing Customers/Users and Allies
• Activate Marketing Partnerships/PR/Marketing Program
 Provide previews of what to expect from CMM V2.0
CMMI V2.0 - Launch Plan Goal #3 (con’t)

Successfully Launch CMMI V2.0 to Key Audiences
• Confirm Loyalty of Existing CMMI Customers/Users
 Identify specific needs of key markets (e.g. Government Acquisition Offices,
China, India, US)
 Via pilots, provide early release feedback and support
• Build New Audiences for CMMI V2.0
 Via public launch via conferences and venues of key audiences

USERS
Existing - Predominantly current users of CMMI—includes those previously
using but not re-appraised.
New - Currently not using CMMI but employing a competing Process
Improvement Methodology e.g. Agile, Lean Six Sigma, ISO.
BUYERS
Existing - Use CMMI to maintain quality and delivery standards from vendors
and suppliers.
New - Require CMMI compliancy with their supply base e.g.
Government/Acquisition Community, large multi-nationals that require quality
suppliers.
Target Audiences for CMMI V2.0

Conferences/Events Under Consideration For The Institute
and Partners
• Agile Dev Ops West and East
• Techwell Better SW West
• Agile Alliance 2017 Conference -
• Gartner’s Symposium/ITxpo
• OPEX World Conference -
• Global Scrum Gathering
• Dev Ops Enterprise Summit
• IEEE
• International conference on Software Engineering
• NDIA Systems
• Continuous Delivery Conference
• ASQ Software Division
• ASQ European Quality Conference
Where can Partners
get leads?
SPEAKING AT EVENTS

Translations
beginning in
2018 for model,
website, guides,
training,
certification
18-19 May 2017
Partner Workshop
Present and Distribute
Marketing Kit
Jan –June 2018
Digital, Email,
Content
Marketing
Campaigns
May
2017
June
2017
November
2017
July
2017
August
2017
September
2017
October
2017
December
2017
January – Dec 2018
PUBLIC
LAUNCH
16 May 2017
Kirk Botula Keynote at
Conference - CMMI V2.0
announcement
PARTNER
WORKSHOP
PARTNER OUTREACH TO CLIENTS CONTINUING OUTREACH
TO NEW USERS
USE CMMI V2.0 MARKETING TOOL KIT
TO TALK TO CLIENTS NOW
20 May -1 October 2017
For Partner Outreach to Clients & Prospects
For CMMI Institute to CMMI Appraised
Orgs
PRE-LAUNCH MARKETING
1 Oct -31 Dec 2017
 Updated Marketing Toolkit
 Coming of CMMI V2.0 Press
Release
 Pilot Case Studies
 Marketing Campaigns (what to
expect from CMMI V2.0)
 Media Outreach Kit
Jan 2018
CMMI V2.0
Available
Press
Release
CMMI V2.0 MARKETING KEY MILESTONES

CMMI V2.0 Marketing Toolkit for Partners – On USB & IN PRC
Learn how CMMI V2.0 Transforms Organizational Performance
PRINT & PDF 4-PAGE BROCHURE
CONTINUOUSLY UPDATED FAQs

CMMI V2.0 Brochure – What's Inside?

CMMI V2.0 Key Messages - Overview
CMMI V2.0 helps organizations quickly leverage the key
capabilities that directly impact the ability to drive:
• Business results
• Higher quality
• Focus on Performance
• Reduction in cost, time to market and risk
CMMI V2.0 provides the ability to build dynamic
organizational performance by focusing on:
• Embedding performance into existing processes
• Driving value through updated appraisal process
• Integrating agile/Scrum, safety and security
• Being easier to use and more flexible to organizational
needs

CMMI V2.0

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