自从2018年5月写《初识CMMI 2.0》，至今再以图解的方式，用十余篇的篇幅，约2万字，数十张图片，全面、完整的介绍了CMMI V2.0（至少我是这么认为的）。这个过程，也是自己学习、收获的过程。
图解 CMMI 2.0系列虽然结束了，但学习和应用CMMI的路程并未结束，过程改进的路程并未结束。持续改进，持续提高，永远在路上。图解CMMI 2.0，这只是一个开始。
末了，再奉上二件干货。
干货（1）、CMMI研究院公布的CMMI V2.0 关键改进。
干货（2）、CMMI-DEV V2.0 的196个实践列表。这本来是在图解 CMMI 2.0之（六）实践域篇章的，当时觉得篇幅太长，在发布时删掉了。后来心中一直感到不安。本着IT人的共享和奉献精神，觉得不能“藏私”，还是分享出来，心里会比较踏实一些。
干货（1）：CMMI V2.0 关键改进
CMMI V2.0 基于数千用户的反馈开发，是CMMI产品套件的演化。
它将：
- 提高企业采用CMMI的价值和投资回报率（ROI）
将效能能力内建在模型额每一个级别上，将有助于企业理解效能需求，建立效能目标，跟踪、度量和达成目标。
- 提升CMMI评估的整体价值，减少评估流程的时间、投入精力和成本
新的评估方法提高了评估结果的可靠性和一致性，同时缩短了评估的准备时间，降低了整个评估周期的成本。
组织可以通过轻量级的维持性评估延展基准评估的有效性。
- 保持CMMI活力，及时更新当前最新的方法
可扩展的架构平台包括额外的方法指南，如使用Scrum指南内建敏捷。新附加的主题内容如安全性、保密性，处理了关键业务的需求
- 使CMMI更加好用
使用非技术性的语言，使得模型更容易阅读和理解
在线平台允许用户根据组织特定的需求裁剪模型
工具指南帮助用户成功使用CMMI和从CMMI V1.3过渡到V2.0
模型、培训和使用指南会被翻译成各种语言
干货（2）：CMMI-DEV V2.0 的196个实践
CMMI-DEV V2.0的20个实践域包括196个实践，完整的实践列表如下：
| PA |
Practice |
Practice Statement |
| CAR |
1.1 |
Identify and address causes of selected outcomes. |
| CAR |
2.1 |
Select outcomes for analysis. |
| CAR |
2.2 |
Analyze and address causes of outcomes. |
| CAR |
3.1 |
Determine root causes of selected outcomes by following an organizational process. |
| CAR |
3.2 |
Propose actions to address identified root causes. |
| CAR |
3.3 |
Implement selected action proposals. |
| CAR |
3.4 |
Record root cause analysis and resolution data. |
| CAR |
3.5 |
Submit improvement proposals for changes proven to be effective. |
| CAR |
4.1 |
Perform root cause analysis of selected outcomes using statistical and other quantitative techniques. |
| CAR |
4.2 |
Evaluate the effect of implemented actions on process performance using statistical and other quantitative techniques. |
| CAR |
5.1 |
Use statistical and other quantitative techniques to evaluate other solutions and processes to determine if the resolution should be applied. |
| CM |
1.1 |
Perform version control. |
| CM |
2.1 |
Identify items to be placed under configuration management. |
| CM |
2.2 |
Develop, keep updated, and use a configuration and change management system. |
| CM |
2.3 |
Develop or release baselines for internal use or for delivery to the customer. |
| CM |
2.4 |
Manage changes to the items under configuration management. |
| CM |
2.5 |
Develop, keep updated, and use records describing items under configuration management. |
| CM |
2.6 |
Perform configuration audits to maintain the integrity of configuration baselines, changes, and content of the configuration management system. |
| DAR |
1.1 |
Define and record the alternatives. |
| DAR |
1.2 |
Make and record the decision. |
| DAR |
2.1 |
Develop, keep updated, and use rules to determine when to follow a recorded process for criteria-based decisions. |
| DAR |
2.2 |
Develop criteria for evaluating alternatives. |
| DAR |
2.3 |
Identify alternative solutions. |
| DAR |
2.4 |
Select evaluation methods. |
| DAR |
2.5 |
Evaluate and select solutions using criteria and methods. |
| DAR |
3.1 |
Develop, keep updated, and use a description of role-based decision authority. |
| EST |
1.1 |
Develop high-level estimates to perform the work. |
| EST |
2.1 |
Develop and keep updated the scope of what is being estimated. |
| EST |
2.2 |
Develop and keep updated estimates for the size of the solution. |
| EST |
2.3 |
Based on size estimates, derive effort, duration, and cost estimates for the solution. |
| EST |
3.1 |
Develop and keep updated a recorded estimation method. |
| EST |
3.2 |
Use the organizational measurement repository and process assets for estimating work. |
| GOV |
1.1 |
Senior management identifies what is important for doing the work and defines the approach needed to accomplish the objectives of the organization. |
| GOV |
2.1 |
Senior management defines, keeps updated, and communicates organizational directives for process implementation and improvement based on organization needs and objectives. |
| GOV |
2.2 |
Senior management ensures resources are provided for developing, supporting, performing, improving, and evaluating adherence to expected processes. |
| GOV |
2.3 |
Senior management identifies their information needs, and uses the collected information to provide governance and oversight of effective process implementation and improvement. |
| GOV |
2.4 |
Senior management holds people accountable for adhering to organization policies and achieving process implementation and improvement objectives. |
| GOV |
3.1 |
Senior management ensures that measures supporting objectives throughout the organization are collected, analyzed, and used. |
| GOV |
3.2 |
Senior management ensures that competencies and processes are aligned with the objectives of the organization. |
| GOV |
4.1 |
Senior management ensures that selected decisions are driven by statistical and quantitative analysis related to performance and achievement of quality and process performance objectives. |
| II |
1.1 |
Perform processes that address the intent of the Level 1 practices. |
| II |
2.1 |
Provide sufficient resources, funding, and training for developing processes. |
| II |
2.2 |
Develop and keep processes updated, and verify they are being followed. |
| II |
3.1 |
Use organizational processes and process assets to plan, manage, and perform the work. |
| II |
3.2 |
Evaluate the adherence to and effectiveness of the organizational processes. |
| II |
3.3 |
Contribute process related information or process assets to the organization. |
| MPM |
1.1 |
Collect measures and record performance. |
| MPM |
1.2 |
Identify and address performance issues. |
| MPM |
2.1 |
Derive and record measurement and performance objectives from selected business needs and objectives and keep them updated. |
| MPM |
2.2 |
Develop, keep updated, and use operational definitions for measures. |
| MPM |
2.3 |
Obtain specified measurement data according to operational definitions. |
| MPM |
2.4 |
Analyze performance and measurement data according to the operational definitions. |
| MPM |
2.5 |
Store measurement data, measurement specifications, and analysis results according to the operational definitions. |
| MPM |
2.6 |
Take actions to address identified issues with meeting measurement and performance objectives. |
| MPM |
3.1 |
Develop, keep updated, and use organizational measurement and performance objectives traceable to business objectives |
| MPM |
3.2 |
Follow organizational processes and standards to develop and use operational definitions for measures and keep them updated. |
| MPM |
3.3 |
Develop, keep updated, and follow a data quality process. |
| MPM |
3.4 |
Develop, keep updated, and use the organization’s measurement repository. |
| MPM |
3.5 |
Analyze organizational performance using measurement and performance data to determine performance improvement needs. |
| MPM |
3.6 |
Periodically communicate performance results to the organization. |
| MPM |
4.1 |
Using statistical and other quantitative techniques, develop, keep updated, and communicate quality and process performance objectives that are traceable to business objectives. |
| MPM |
4.2 |
Select measures and analytic techniques to quantitatively manage performance to achieve quality and process performance objectives. |
| MPM |
4.3 |
Using statistical and other quantitative techniques, develop, keep updated, and use process performance baselines. |
| MPM |
4.4 |
Using statistical and other quantitative techniques, develop, keep updated, and use process performance models. |
| MPM |
4.5 |
Using statistical and other quantitative techniques, determine or predict achievement of quality and process performance objectives. |
| MPM |
5.1 |
Using statistical and other quantitative techniques, ensure that business objectives are aligned with business strategy and performance. |
| MPM |
5.2 |
Analyze performance data using statistical and other quantitative techniques to determine the organization’s ability to satisfy selected business objectives and identify potential areas for performance improvement. |
| MPM |
5.3 |
Select and implement improvement proposals, based on the statistical and quantitative analysis of the expected effect of proposed improvements on meeting business, quality, and process performance objectives. |
| MC |
1.1 |
Record task completions. |
| MC |
1.2 |
Identify and resolve issues. |
| MC |
2.1 |
Track actual results against estimates for size, effort, schedule, resources, knowledge and skills, and budget. |
| MC |
2.2 |
Track the involvement of identified stakeholders and commitments. |
| MC |
2.3 |
Monitor the transition to operations and support. |
| MC |
2.4 |
Take corrective actions when actual results differ significantly from planned results and manage to closure. |
| MC |
3.1 |
Manage the project using the project plan and the project process. |
| MC |
3.2 |
Manage critical dependencies and activities. |
| MC |
3.3 |
Monitor the work environment to identify issues. |
| MC |
3.4 |
Manage and resolve issues with affected stakeholders. |
| OT |
1.1 |
Train people. |
| OT |
2.1 |
Identify training needs. |
| OT |
2.2 |
Train personnel and keep records. |
| OT |
3.1 |
Develop and keep updated the organization’s strategic and short-term training needs. |
| OT |
3.2 |
Coordinate training needs and delivery between the projects and the organization. |
| OT |
3.3 |
Develop, keep updated, and follow organizational strategic and short-term training plans. |
| OT |
3.4 |
Develop, keep updated, and use a training capability to address organizational training needs. |
| OT |
3.5 |
Assess the effectiveness of the organization’s training program. |
| OT |
3.6 |
Record, keep updated, and use the set of organizational training records. |
| PR |
1.1 |
Perform reviews of work products and record issues. |
| PR |
2.1 |
Develop and keep updated procedures and supporting materials used to prepare for and perform peer reviews. |
| PR |
2.2 |
Select work products to be peer reviewed. |
| PR |
2.3 |
Prepare and perform peer reviews on selected work products using established procedures. |
| PR |
2.4 |
Resolve issues identified in peer reviews. |
| PR |
3.1 |
Analyze results and data from peer reviews. |
| PLAN |
1.1 |
Develop a list of tasks. |
| PLAN |
1.2 |
Assign people to tasks. |
| PLAN |
2.1 |
Develop and keep updated the approach for accomplishing the work. |
| PLAN |
2.2 |
Plan for the knowledge and skills needed to perform the work. |
| PLAN |
2.3 |
Based on recorded estimates, develop and keep updated the budget and schedule. |
| PLAN |
2.4 |
Plan the involvement of identified stakeholders. |
| PLAN |
2.5 |
Plan transition to operations and support. |
| PLAN |
2.6 |
Ensure plans are feasible by reconciling available and estimated resources. |
| PLAN |
2.7 |
Develop the work plan, ensure consistency among its elements, and keep it updated. |
| PLAN |
2.8 |
Review plans and obtain commitments from affected stakeholders. |
| PLAN |
3.1 |
Use the organization’s set of standard processes and tailoring guidelines to develop, keep updated, and follow the project process. |
| PLAN |
3.2 |
Develop a plan and keep it updated, using the project process, the organization’s process assets, and the measurement repository. |
| PLAN |
3.3 |
Identify and negotiate critical dependencies. |
| PLAN |
3.4 |
Plan for the project environment and keep it updated based on the organization’s standards. |
| PLAN |
4.1 |
Use statistical and other quantitative techniques to develop and keep the project processes updated to enable achievement of the quality and process performance objectives. |
| PAD |
1.1 |
Develop process assets to perform the work. |
| PAD |
2.1 |
Determine what process assets will be needed to perform the work. |
| PAD |
2.2 |
Develop, buy, or reuse process and assets. |
| PAD |
2.3 |
Make process assets available. |
| PAD |
3.1 |
Develop, keep updated, and follow a strategy for building and updating process assets. |
| PAD |
3.2 |
Develop, record, and keep updated a process architecture that describes the structure of the organization’s processes and process assets. |
| PAD |
3.3 |
Develop, keep updated, and make processes and assets available for use. |
| PAD |
3.4 |
Develop, keep updated, and use tailoring criteria and guidelines for the set of standard processes and assets. |
| PAD |
3.5 |
Develop, keep updated, and make the organization’s process asset library available for use. |
| PAD |
3.6 |
Develop, keep updated, and make work environment standards available for use. |
| PAD |
3.7 |
Develop, keep updated, and make organizational measurement and analysis standards available for use. |
| PCM |
1.1 |
Develop a support structure to provide process guidance, identify and fix process problems, and continuously improve processes. |
| PCM |
1.2 |
Appraise the current process implementation and identify strengths and weaknesses. |
| PCM |
1.3 |
Address improvement opportunities or process issues. |
| PCM |
2.1 |
Identify improvements to the processes and process assets. |
| PCM |
2.2 |
Develop, keep updated, and follow plans for implementing selected process improvements |
| PCM |
3.1 |
Develop, keep updated, and use process improvement objectives traceable to the business objectives. |
| PCM |
3.2 |
Identify processes that are the largest contributors to meeting business objectives. |
| PCM |
3.3 |
Explore and evaluate potential new processes, techniques, methods, and tools to identify improvement opportunities. |
| PCM |
3.4 |
Provide support for implementing, deploying, and sustaining process improvements. |
| PCM |
3.5 |
Deploy organizational standard processes and process assets. |
| PCM |
3.6 |
Evaluate effectiveness of deployed improvements in achieving process improvement objectives. |
| PCM |
4.1 |
Use statistical and other quantitative techniques to validate selected performance improvements against proposed improvement expectations, business objectives, or quality and process performance objectives. |
| PQA |
1.1 |
Identify and address process and work product issues. |
| PQA |
2.1 |
Develop, keep updated, and follow a quality assurance approach and plan based on historical quality data. |
| PQA |
2.2 |
Throughout the work effort, objectively evaluate selected performed processes and work products against the recorded process. |
| PQA |
2.3 |
Communicate quality and non-compliance issues and ensure their resolution. |
| PQA |
2.4 |
Record and use results of quality assurance activities. |
| PQA |
3.1 |
Identify and record opportunities for improvement during quality assurance activities. |
| PI |
1.1 |
Assemble solutions and deliver to the customer. |
| PI |
2.1 |
Develop, keep updated, and follow an integration strategy. |
| PI |
2.2 |
Develop, keep updated, and use the integration environment. |
| PI |
2.3 |
Develop, keep updated, and follow procedures and criteria for integrating solutions and components. |
| PI |
2.4 |
Confirm, prior to assembly, that each component has been properly identified and operates according to its requirements and design. |
| PI |
2.5 |
Evaluate assembled components to ensure conformance to the solution’s requirements and design. |
| PI |
2.6 |
Assemble solutions and components according to the integration strategy. |
| PI |
3.1 |
Review and keep updated interface or connection descriptions for coverage, completeness, and consistency throughout the solution’s life. |
| PI |
3.2 |
Confirm, prior to assembly, that component interfaces or connections comply with interface or connection descriptions. |
| PI |
3.3 |
Evaluate assembled components for interface or connection compatibility. |
| RDM |
1.1 |
Record requirements. |
| RDM |
2.1 |
Elicit stakeholder needs, expectations, constraints, and interfaces or connections. |
| RDM |
2.2 |
Transform stakeholder needs, expectations, constraints, and interfaces or connections into prioritized customer requirements. |
| RDM |
2.3 |
Develop an understanding with the requirements providers on the meaning of the requirements. |
| RDM |
2.4 |
Obtain commitment from work effort participants that they can address the requirements. |
| RDM |
2.5 |
Develop, record, and maintain bidirectional traceability among requirements, activities, and work products. |
| RDM |
2.6 |
Ensure that plans, activities, and work products remain consistent with requirements. |
| RDM |
3.1 |
Develop and keep requirements updated for the solution and its components in accordance with the organizational process. |
| RDM |
3.2 |
Develop operational concepts and scenarios. |
| RDM |
3.3 |
Allocate the requirements to be implemented. |
| RDM |
3.4 |
Identify, develop, and keep updated interface or connection requirements. |
| RDM |
3.5 |
Ensure that requirements are necessary and sufficient. |
| RDM |
3.6 |
Balance stakeholder needs and constraints. |
| RDM |
3.7 |
Validate requirements to ensure the resulting solution will perform as intended in the target environment. |
| RSK |
1.1 |
Identify and record risks or opportunities and keep them updated. |
| RSK |
2.1 |
Analyze identified risks or opportunities. |
| RSK |
2.2 |
Monitor identified risks or opportunities and communicate status to affected stakeholders. |
| RSK |
3.1 |
Identify and use risk or opportunity categories. |
| RSK |
3.2 |
Define and use parameters for risk or opportunity analysis and handling. |
| RSK |
3.3 |
Develop and keep updated a risk management strategy. |
| RSK |
3.4 |
Develop and keep updated a risk or opportunity management strategy. |
| RSK |
3.5 |
Manage risks or opportunities by implementing planned risk or opportunity management activities. |
| SAM |
1.1 |
Develop and record the supplier agreement. |
| SAM |
1.2 |
Accept or reject the supplier deliverables. |
| SAM |
1.3 |
Process supplier invoices. |
| SAM |
2.1 |
Monitor supplier as specified in the supplier agreement and keep agreement updated. |
| SAM |
2.2 |
Perform activities as specified in the supplier agreement. |
| SAM |
2.3 |
Verify that the supplier agreement is satisfied before accepting the acquired supplier deliverable. |
| SAM |
2.4 |
Manage invoices submitted by the supplier according to the supplier agreements. |
| SAM |
3.1 |
Select technical supplier deliverables for analysis and conduct technical reviews. |
| SAM |
3.2 |
Select and monitor supplier processes and deliverables based on criteria in the supplier agreement. |
| SAM |
4.1 |
Select measures and apply analytical techniques to quantitatively manage supplier performance to achieve quality and process performance objectives. |
| TS |
1.1 |
Build solution to meet requirements. |
| TS |
2.1 |
Design and build a solution to meet requirements |
| TS |
2.2 |
Evaluate the design and address identified issues. |
| TS |
2.3 |
Provide guidance on use of the solution. |
| TS |
3.1 |
Develop criteria for design decisions. |
| TS |
3.2 |
Develop alternative solutions for selected components. |
| TS |
3.3 |
Perform a build, buy, or reuse analysis. |
| TS |
3.4 |
Select solutions based on design criteria. |
| TS |
3.5 |
Develop, keep updated, and use information needed to implement the design. |
| TS |
3.6 |
Design solution interfaces or connections using established criteria. |
| VV |
1.1 |
Perform verification to ensure the requirements are implemented and record and communicate results. |
| VV |
1.2 |
Perform validation to ensure the solution will function as intended in its target environment and record and communicate results. |
| VV |
2.1 |
Select components and methods for verification and validation. |
| VV |
2.2 |
Develop, keep updated, and use the environment needed to support verification and validation. |
| VV |
2.3 |
Develop, keep updated, and follow procedures for verification and validation. |
| VV |
3.1 |
Develop, keep updated, and use criteria for verification and validation. |
| VV |
3.2 |
Analyze and communicate verification and validation results. |
2020.1.19
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