SP 1.3Define Project Lifecycle phases 定义项目生存周期SP 1.4Estimates of Effort and Cost 估算工作量和成本SG2SP 2.1Establish the Budget and Schedule 建立预算和进度SP 2.2Identify Project Risks 识别项目风险SP 2.3Plan for Data Management 策划数据管理SP 2.4Plan for Project Resources 策划项目资源SP 2.5Plan for Needed Knowledge and Skills 策划所需知识和技能SP 2.6Plan Stakeholder Involvement 策划干系人参与SP 2.7Establish the Project Plan 建立项目策划SG3SP 3.1Review Plans That Affect the Project 评审影响项目的各种计划SP 3.2Reconcile Work and Resource Levels 协调工作与资源水平SP 3.3Obtain Plan Commitment 获得计划承诺SG1SP 1.1Monitor Project Planning Parameters 监督项目计划的参数SP 1.2Monitor Commitments 监督承诺事项Proj ect3计划跟踪，问题的发现解决MA ，PP 3、ProjectManage mentControlMonitor Project Against Plan 依据计划监督项目ProjectmanagementDevelop a Project Plan 开发项目计划Obtain Commitment to the Plan 获得对计划的承诺CMMI 2级过程域：项目监控（PMC ）3、Project Management ControlSP 1.3Monitor Project Risks 监督项目风险SP 1.4Monitor Data Management 监督数据管理SP 1.5Monitor Stakeholder Involvement 监督参与的干系人SP 1.6Conduct Progress Reviews 进行进度审查SP 1.7Conduct Milestone Reviews 进行里程碑审查SG2SP 2.1Analyze Issues 分析问题SP 2.2Take Corrective Action 采取纠正措施SP 2.3Manage Corrective Action 管理纠正措施SG1SP 1.1Determine Acquisition Type 确定采购方式SP 1.2Select Suppliers 选择供应商SP 1.3Establish Supplier Agreements 签定供应商协议SG2SP 2.1Execute the Supplier Agreement 执行供应商协议SP 2.2Accept the Acquired Product 验收采购的产品SP 2.3Ensure Transition Products 确保产品移交Proj ect27、SupplierAgreem entManage ment(SA M)Establish Supplier Agreements 签定供应商协议Satisfy Supplier Agreements 满足供应商协议ProjectmanagementManage Corrective Action to Closure 管理纠正措施直到关闭CMMI 2级过程域： 供应商协议管理（SAM ）7、Supplier Agreement Management(SAM)采购合同，外包合同管理TS,RD,PMC,REQM849SG1SP 1.1Establish Measurement Objectives 建立度量目标SP 1.2Specify Measures 细化度量/确定度量项SP 1.3Specify Data Collection and Storage Procedures 确定数据收集和存储规程SP 1.4Specify Analysis Procedures 确定分析规程SG2SP 2.1Obtain Measurement Data 获取度量数据SP 2.2Analyze Measurement Data 分析度量数据SP 2.3Store Data and Results 存储数据和结果SP 2.4Communicate Results 结果交流SG1SP 1.1Objectively Evaluate Processes 客观地评价过程SP 1.2Objectively Evaluate Work Products 客观地评价工作产品SG2SP 2.1Communicate and Ensure Resolution of Noncompliance Issues 沟通并确保解决不符合项Supp ort1Supp ort22、Measurement andAnalysis(MA)5、Processand ProdutctQualityAssuran ce(PPQ A)Objectively Evaluate Processes and Work Products 客观地评价过程和工作成果Provide Objective Insight 提供客观的洞察力SupportAlign Measurement and Analysis Activities 协调度量和分析活动Provide Measurement Results 提供度量结果CMMI 2级过程域： 过程和产品质量保证（PPQA ）5、Process and Produtct Quality Assurance(PPQA)Support应该采集哪些数据？数据的准确含义是什么？如何采集数据？如何分析数据？检查过程与文档和标准规范的一致性RD,CM,OPD,PMC,PP,QPM ,REQM 405VER 704CMMI 2级过程域： 度量分析（MA ）2、Measurement and Analysis(MA)SP 2.2Establish Records 建立记录SG1SP 1.1Identify Configuration Items 识别配置项SP 1.2Establish a Configuration Management System 建立配置管理系统SP 1.3Create or Release Baselines 创建或发布基线SG2SP 2.1Track Change Requests 跟踪变更请求SP 2.2Control Configuration Items 控制配置项SG3SP 3.1Establish Configuration Management Records 建立配置管理记录SP 3.2Perform Configuration Audits 执行配置审计SG1SP 1.1Elicit Needs 引导需要SP 1.2Transform Stakeholder Needs into Customer Requirements 开发客户需求SG27651、Configurationmanagement(CM)14、Require ments Development(RD)Supp ort3Engi neeri ng1EngineeringDevelop Customer Requirements 开发客户需求Develop Product Requirements 开发产品需求Establish Baselines 建立基线Track and Control Changes 跟踪并控制变更Establish Integrity 建立完整性CMMI 3级过程域： 需求开发（RD ）14、Requirements Development(RD)文档变更、文档一致性的管理?需求获取，需求分析，需求描述，需求确认与验证TS,VAL,VER,C M,REQM,RSKM,PI CMMI 2级过程域： 配置管理（CM ）1、Configuration management(CM)SupportPMC,PP 318Establish Product and Product Component Requirements 建立产品和产品组件需求SP 2.2Allocate Product Component Requirements 分配产品组件需求SP 2.3Identify Interface Requirements 识别接口需求SG3SP 3.1Establish Operational Concepts and Scenarios 建立操作概念和场景SP 3.2Establish a Definition of Required Functionality and Quality Attributes 建立必要功能的定义SP 3.3Analyze Requirements 分析需求SP 3.4Analyze Requirements to Achieve Balance 分析需求以取得平衡SP 3.5Validate Requirements 确认需求SG1SP 1.1Develop Alternative Solutions and Selection Criteria 开发备选解决方案及评选准则SP 1.2Select Product Component Solutions 选择产品组件解决方案SG2SP 2.1Design the Product or Product Component 设计产品或产品组件SP 2.2Establish a Technical Data Package 建立技术相关数据RD,VER,DAR ,OPM,REQM 874技术路线确定，概要设计，详细设计，编码、技术文档编写16、Technica l Support(TS)Engi neeri ng2CMMI 3级过程域： 技术方案（TS ）Engineering16、Technical Support(TS)Select Product Component Solutions 选择产品组件解决方案Develop the Design 开发设计Analyze and Validate Requirements 分析并确认需求SP 2.1SP 2.3Design Interfaces Using Criteria 使用准则设计接口SP 2.4Perform Make, Buy, or Reuse Analyses 执行自制、购买或重用之分析SG3SP 3.1Implement the Design 实现设计SP 3.2Develop Product Support Documentation 建立产品支持文档SG1SP 1.1Establish an Integration Strategy 确定集成策略SP 1.2Establish the Product Integration Environment 建立产品集成环境SP 1.3Establish Product Integration Procedures and Criteria 建立产品集成流程和规则SG2SP 2.1Review Interface Descriptions for Completeness 审核接口描述的完备性SP 2.2Manage Interfaces 管理接口SG3SP 3.1Confirm Readiness of Product Components for Integration 确认待集成的产品组件准备就绪SP 3.2Assemble Product Components 集成产品组件SP 3.3Evaluate Assembled Product Components 评估集成的产品组件集成，集成测试，交付RD,TS,VAL,V ER,CM,DAR,RSKM,SAM60213、Product Integration(PI)Engi neeri ng3EngineeringCMMI 3级过程域： 产品集成（PI ）13、Product Integration(PI)Prepare for Product Integration 准备产品集成Ensure Interface Compatibility 确保接口兼容Assemble Product Components and Deliver the Product 集成产品组件并交付产品Implement the Product Design 实现产品设计SP 3.4Package and Deliver the Product or Product Component 封装并交付产品或产品组件SG1SP 1.1Select Work Products for Verification 选择待验证的工作成果SP 1.2Establish the Verification Environment 建立验证环境SP 1.3Establish Verification Procedures and Criteria 建立验证规程和准则(重点)SG2SP 2.1Prepare for Peer Reviews 准备同行评审SP 2.2Conduct Peer Reviews 执行同行评审SP 2.3Analyze Peer Review Data 分析同行评审数据SG3SP 3.1Perform Verification 执行验证SP 3.2Analyze Verification Results 分析验证结果SG1SP 1.1Select Products for Validation 选择待确认的产品同行评审、测试等验证手段RD,VAL,REQ M939Perform Peer Reviews 执行同行评审Verify Selected Work Products 验证选定的工作成果Prepare for Verification 准备验证系统测试，验收测试等确认手段VER,RD,TS 91918、Verificat ion(VER)17、Validati on(VAL)Engi neeri ng4Engi neeri ng5EngineeringPrepare for Validation 准备确认CMMI 3级过程域： 确认（VAL ）17、Validation(VAL)CMMI 3级过程域： 验证（VER ）18、Verification(VER)EngineeringSP 1.2Establish the Validation Environment 建立确认环境SP 1.3Establish Validation Procedures and Criteria 建立确认规程和准则SG2SP 2.1Perform Validation 执行确认SP 2.2Analyze Validation Results 分析确认结果SG1SP 1.1Establish Organizational Process Needs 建立组织过程要求SP 1.2Appraise the Organization’s Processes 评估组织过程SP 1.3Identify the Organization’s Process Improvements 识别组织的过程改进机会SG2SP 2.1Establish Process Action Plans 制定过程行动计划SP 2.2Implement Process Action Plans 执行过程行动计划SG3SP 3.1Deploy Organizational Process Assets 部署组织过程资产SP 3.2Deploy Standard Processes 部署标准过程SP 3.3Monitor the Implementation 监督执行Plan and Implement Process Actions 规划和执行过程行动Deploy Organizational Process Assets and Incorporate Experiences 部署组织过程资产并吸收经验如何按照PDCA 循环或IDEAL 模型的思想实施过程改进11、Organizational ProcessFocusProc ess1ProcessmanagementValidate Product or Product Components 确认产品或产品组件CMMI 3级过程域： 组织过程焦点（OPF ）11、Organizational Process Focus Determine Process Improvement Opportunities 确定过程改进机会OPD 470SP 3.4Incorporate Experiences into Organizational Process Assets 将经验吸收到组织过程资产中SG1SP 1.1Establish Standard Processes 建立标准过程SP 1.2Establish Lifecycle Model Descriptions 建立生存周期模型说明SP 1.3Establish Tailoring Criteria and Guidelines 建立裁剪准则和指南SP 1.4Establish the Organization’s Measurement Repository 建立组织度量资产库SP 1.5Establish the Organization’s Process Asset Library 建立组织过程资产库SP 1.6Establish Work Environment Standards 建立工作环境标准SP 1.7Establish Rules and Guidelines for Teams 建立团队工作规则与指南SG1SP 1.1Establish Strategic Training Needs 确定战略性培训需求SP 1.2Determine Which Training Needs Are the Responsibility of the Organization 确定哪些培训需求是组织的责任SP 1.3Establish an Organizational Training Tactical Plan 建立组织培训实施计划SP 1.4Establish Training Capability 建立培训能力SG2Establish an Organizational Training Capability 建立组织级培训能力CMMI 3级过程域： 组织过程定义（OPD ）10、Organizational Process Definition(OPD)Establish Organizational Process Assets 建立组织过程资产组织级定义哪些标准与规范如何开展组织级培训10、Organizational Process Definition(OPD)12、Organizational Training (OT)Proc ess2Proc ess3DAR,OPD,PP 578Provide Training 提供培训Process management CMMI 3级过程域： 组织培训（OT ）12、Organizational Training(OT)Processmanagement OPF 442SP 2.1Deliver Training 实施培训SP 2.2Establish Training Records 建立培训记录SP 2.3Assess Training Effectiveness 评价培训效果SG1SP 1.1Establish the Project’s Defined Process 建立项目的定义过程SP 1.2Use Organizational Process Assets for Planning Project Activities 使用组织过程资产规划项目活动SP 1.3Establish the Project’s Work Environment 建立项目的工作环境SP 1.4Integrate Plans 整合计划SP 1.5Manage the Project Using the Integrated Plans 使用整合计划管理项目SP1.6Establish Teams 组建团队SP 1.7Contribute to the Organizational Process Assets 贡献组织过程资产SG2SP 2.1Manage Stakeholder Involvement 管理干系人的参与活动SP 2.2Manage Dependencies 管理依存关系SP 2.3Resolve Coordination Issues 解决系统问题Coordinate and Collaborate with Relevant Stakeholders 与相关干系人协调和合作CMMI 3级过程域： 风险管理（RSKM ）15、Risk Management(RSKM)集成过程，集成人，集成小组,即过程之间、人之间、小组之间的协调一致问题识别、分析风险，制定风险计划，跟踪控制风险，沟通风险9、Integrat ed Project Management(IP M)15、Risk Manage ment(RSKM)Proj ect6Proj ect5Projectmanagement Projectmanagement CMMI 3级过程域： 集成项目管理（IPM ）9、Integrated Project Management(IPM)Use the Project’s Defined Process 建立项目的已定义过程VER,MA,OPD ,PMC,PP361DAR,PMC,PP 813SG1SP 1.1Determine Risk Sources and Categories 确定风险来源和类别SP 1.2Define Risk Parameters 定义风险参数SP 1.3Establish a Risk Management Strategy 建立风险管理策略SG2SP 2.1Identify Risks 识别风险SP 2.2Evaluate, Categorize, and Prioritize Risks 风险评估、分类和确定优先级SG3SP 3.1Develop Risk Mitigation Plans 制定风险缓解计划SP 3.2Implement Risk Mitigation Plans 实施风险缓解计划SG1SP 1.1Establish Guidelines for Decision Analysis 建立决策分析方案指南SP 1.2Establish Evaluation Criteria 建立评价准则SP 1.3Identify Alternative Solutions 识别备选解决方案SP 1.4Select Evaluation Methodsc 选择评估方法SP 1.5Evaluate Alternative Solutions 评估备选解决方案SP 1.6Select Solutions 选择解决方案Evaluate Alternatives 评价候选方案险，制定风险计划，跟踪控制风险，沟通风险管理与技术决策如何做？、RiskManagement(RS KM)8、DecisionAnalysis and Resolution(DAR )ect5Supp ort4Support Identify and Analyze Risks 识别和分析风险Mitigate Risks 缓解风险CMMI 3级过程域： 决策分析与解决方案（DAR ）8、Decision Analysis and Resolution(DAR)IPM,RSKM342Prepare for Risk Management 风险管理准备managementSG1SP 1.2Select Processes 选择过程SP 1.2Establish Process Performance Measures 建立过程性能度量SP 1.1Establish Quality and Process-Performance Objectives 建立质量和过程性能目标SP 1.4Analyze Process Performance and Establish Process-Performance Baselines 分析过程执行情况建立过程性能基线SP 1.5Establish Process-Performance Models 建立过程性能模型SG1SP 1.1Establish the Project’s Objectives 建立项目目标SP 1.2Compose the Defined Process 组成项目定义过程SP 1.3Select the Subprocesses and Attributes 选择子过程和属性SP 1.4Select Measures and analytic Techniques 选择度量和分析技术SG2SP 2.1Monitor the Performance of the Selected Subprocesses 监督选定的子过程性能SP 2.2Manage Project Performance 管理项目执行SP 2.3Perform Root Cause Analysis 执行根本原因分析19、Organizational Process Performance(OP P)Proc ess4Establish Performance Baselines and Models 建立性能基线和模型CMMI 4级过程域： 组织过程绩效（OPP ）19、Organizational Process Performance(OPP)定义组织级量化目标，建立组织级性能基准与模型Process management Project management Proj ect420、Quantitative Project Management(Q PM)CMMI 4级过程域： 量化项目管理 QPM 20、Quantitative Project Management(QPM)量化目标管理，统计过程管理CAR,IPM,MA ,OPD,OPM,O PP,PMC 719Prepare for Quantitative Management 准备量化管理Quantitatively Manage the Project 量化管理项目MA,OPM,QP M 550SG1SP1.1Maintain Business Objectives 维护组织目标SP1.2Analyze Process Performance Data 分析过程执行数据SP1.3Identify Potential Areas for Improvement 识别改进的可能区域SG2SP 2.1Elicit Suggested Improvements 引出暗藏的改进SP 2.2 Analyze Suggested improvements 分析暗藏的改进SP 2.3Validate Improvements试点改进SP 2.4Select and Implement Improvements for Deployment选择用于部署的改进SG3SP 3.1Plan the Deployment计划部署SP 3.2Manage the Deployment管理部署SP 3.3Evaluate Improvement Effects度量改进效果SG1SP 1.1Select Outcomes for Analysis选择要分析的结果Support Process managementProc ess5 Supp ort522、OrgnationalPerformanceManagement(OPM)21、CausalAnalysisandResolution(CAR)Manage Business Performance 管理组织工作Select Improvements选择改进Deploy Improvements部署改进CMMI 5级过程域：原因分析与解决(CAR)21、Causal Analysis and Resolution( CAR)Determine Causes of Selected Outcomes 决定选择结果的原因CMMI 5级过程域：组织性能管理(OPM)22、Orgnational Performance Management(OPM)MA,OPM,QPM293如何执行根本原因的分析CAR,DAR,MA,OPF,OPP,OT507SP 1.2Analyze Causes 分析原因SG2SP 2.1Implement the Action Proposals 执行行动建议SP 2.2Evaluate the Effect of Implemented Actions 评价执行行动的效果SP 2.3Record Causal Analysis Data 记录原因分析数据andResolution(CAR)Address Causes of Selected Outcomes 确定选择结果的原因(Figure 4.3:Basic Project Management Process Areas) (Figure 4.3:Basic Project Management Process Areas)(Figure 4.3:Basic Project Management Process Areas)(Figure 4.3:Basic Project Management Process Areas)(Figure 4.6:Basic Support Process Areas) (Figure 4.6:Basic Support Process Areas)(Figure 4.6:Basic Support Process Areas) (Figure 4.5:Engineering Process Areas)(Figure 4.5:Engineering Process Areas)(Figure 4.5:Engineering Process Areas)(Figure 4.5:Engineering Process Areas) (Figure 4.5:Engineering Process Areas)(Figure 4.1:Basic Process Management Process Areas)(Figure 4.1:Basic Process Management Process Areas) (Figure 4.1:Basic Process Management Process Areas)(Figure 4.4:Advanced Project Management Process Areas) (Figure 4.4:Advanced Project Management Process Areas)(Figure 4.7:Advanced Support Process Areas)(Figure 4.4:Advanced Project Management Process Areas)(Figure 4.7:Advanced Support Process Areas)。
