【正文】 O Businesses Technology amp。 Outsourcing Capability Group—Service Lines and BPO Businesses Affiliated Companies 6 2. Moving to CMMI Level 4 ? Process Improvement Journey ? CMMI Level 4 Approach ? CMMI Level 4 Key Activities ?Getting Started ?Implementation Activities ? CMMI Level 4 Transition Experiences 7 Process unpredictable, poorly controlled and reactive 1 2 Process characterized for projects and is often reactive 3 Process characterized for the anization 4 Process measured and statistically controlled 5 Emphasis on continuous improvement Optimizing Initial Quantitatively Managed Defined Managed May 20xx: Achieved CMM Level 2 for Federal Client Group October 20xx: Achieved Level 3 for Federal Client Group May 20xx: Achieved CMMI Level 3 for USA Government OU (Federal, East, West, AGC) FY’04 Level 4 Appraisal Moving on to Level 4 Process Improvement Journey 8 Plan July 20xx Nov 20xx Project Management CMMI Level 4 Time Line Pilot Full Rollout Maintain Process Assets CMMI Level 4 Approach Level 4 Readiness Review/ Training Develop Process Assets CMMI Level 4 SCAMPI B DEPLOYMENT DEVELOPMENT REQUIREMENTS Communication and Sponsorship Level 4 Processes, Tools, Metrics Quantitative Project Management Training Organizational Baselines, Prediction Models 9 CMMI Level 4 Key Activities: 1. Getting Started CMMI Level 4 Process Areas: 1. Organizational Process Performance (OPP) 2. Quantitative Project Management (