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Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

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• Understand what objective evidence is available, and how it contributes toward implementation<br />

of model practices within the appraisal scope.<br />

• Continually consolidate data to determine progress toward sufficient coverage of model<br />

practices.<br />

• Focus appraisal resources by targeting those areas <strong>for</strong> which further investigation is<br />

needed to collect additional data or verify the set of objective evidence.<br />

• Avoid unnecessary or duplicated ef<strong>for</strong>t that does not contribute additional in<strong>for</strong>mation<br />

toward achievement of sufficient coverage or toward obtaining significantly greater confidence<br />

in the appraisal results. For example, keep interviews efficient by asking further<br />

questions only about practices <strong>for</strong> which sufficient data has not already been obtained.<br />

These concepts, derived from the best practices of experienced lead appraisers, are primary<br />

mechanisms used to achieve efficient appraisal per<strong>for</strong>mance by emphasizing the placement of<br />

appraisal team ef<strong>for</strong>t where it is most needed. This begins with the initial collection and<br />

analysis of objective evidence from the organizational unit. This analysis can be used to determine<br />

the adequacy and completeness of the provided objective evidence, and to identify<br />

the extent to which further investigation is necessary. The appraisal team’s inventory of objective<br />

evidence can be annotated to identify practices that are strongly supported, or those<br />

that need further clarification. This knowledge can be used as the basis <strong>for</strong> determining findings<br />

that affect appraisal outcomes.<br />

As the appraisal process progresses, the appraisal team aggregates and synthesizes additional<br />

objective evidence from process instantiations, and uses this to draw inferences about the<br />

overall implementation within the organizational unit. Wherever there are shortcomings in<br />

the appraisal team’s understanding of the organizational unit’s implementation of model practices,<br />

data collection strategies can be determined to probe <strong>for</strong> and obtain additional in<strong>for</strong>mation.<br />

For example, cases where the objective evidence is missing, unclear, or insufficient<br />

might be addressed through additional documentation requests or by generating focused<br />

questions <strong>for</strong> specific interview participants. By maintaining a current inventory of the status<br />

of the appraisal objective evidence and prioritizing areas where additional in<strong>for</strong>mation is still<br />

needed, these focused investigation approaches can be continuously and iteratively applied to<br />

narrow remaining gaps and converge on sufficient coverage <strong>for</strong> proceeding with rating.<br />

Additional in<strong>for</strong>mation on focused investigation and continuous consolidation concepts can<br />

be found in Appendix C.<br />

Practice Implementation Indicators<br />

The fundamental idea of Practice Implementation Indicators (PIIs) is that the conduct of an<br />

activity or the implementation of a practice results in “footprints”—evidence that provides a<br />

basis <strong>for</strong> verification of the activity or practice.<br />

I-24 CMU/SEI-2001-HB-001

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