Comparisons of CMMI-ACQ, V1.2 and CMMI-DEV, V1.2
This set of Web pages was compiled to serve (1) those of you who are familiar with CMMI-DEV, V1.2 to help you quickly understand CMMI-ACQ, and (2) those of you who are planning to use both of these models to help you understand how they overlap and how they are different, thereby enabling you to optimize the use of resources when using these models in your organization.
Below you will find the following to help you:
- A table containing an overall comparison of CMMI-ACQ and CMMI-DEV
- A summary of differences between individual components of these models
- Links to comparison documents (i.e., redlines) for model components where such comparisons increase understanding of what is common and what is different
Notice that the majority of the differences between CMMI-ACQ and CMMI-DEV are in the informative material. With the advent of multiple constellations, the informative material is more important than ever.
When thinking about which CMMI model to use, remember that CMMI-ACQ is designed for use by an acquiring organization. Where appropriate, the CMMI-ACQ model points out when the use of CMMI-DEV can be more beneficial.
Overall Comparison
The overall comparison between CMMI-ACQ and CMMI-DEV is summarized in this table:
| CMMI-ACQ | CMMI-DEV |
For the acquirer (i.e., those who acquire, procure, or otherwise select and purchase products and services for business purposes, or those who outsource development and support) |
For the product and service developer (i.e., those who develop or maintain products and services for business purposes) |
Focus on the acquisition of products and services |
Focus on the development and maintenance of products and services |
Generic practices are covered only in the Generic Goals and Generic Practices section |
Generic practices are covered both in the Generic Goals and Generic Practices section and at the end of each process area |
Explicit coverage of services |
Implicit coverage of services through the definition of the term “product,” which covers both products and services |
Contains an Acquisition process area category, but no Engineering category |
Contains an Engineering process area category, but no Acquisition category |
Stages Acquisition Requirements Development at maturity level 2 |
Stages Requirements Development at maturity level 3 |
Categorizes Requirements Management as a Project Management process area |
Categorizes Requirements Management as an Engineering process area |
Contains typical work products and typical supplier deliverables |
Contains typical work products |
Detailed Comparisons of Model Components
The prefaces of both models cover the same topics and are similar. As you would expect, the purpose section in the preface varies more than the other sections.
Part 1 – About CMMI for Acquisition
Chapter 1 – Introduction
Relative to CMMI-DEV, all discussion of IPPD was removed, the discussion of the CMMI Framework and CMF was moved from Chapter 1 to another chapter, and the history of CMMs was streamlined. The discussion of representations was completely removed from Chapter 1.
Chapter 2 – Process Area Components
Chapter 2 is quite similar in both models. In CMMI-ACQ, a discussion of typical supplier deliverables was added. Discussions of additions, amplifications, and generic practice elaborations were removed as these components do not appear in CMMI-ACQ.
Chapter 3 – Tying It All Together
Chapter 3 is quite similar in both models. In CMMI-ACQ, Chapter 3 is presented in an acquisition context.
Chapter 4 – Relationships Among Process Areas
In CMMI-ACQ, Chapter 4 is quite different from the approach taken in Chapter 4 of CMMI-DEV. CMMI-ACQ shows all the process areas and their relationships in one figure and discusses them in terms of project, organizational, support, and high-maturity processes. CMMI-DEV shows basic and advanced process areas for each of its process area categories (i.e., Process Management, Project Management, Support, and Engineering).
Chapter 5 – Using CMMI Models
Chapter 5 is quite similar in both models. Minor wording changes were made to improve the chapter.
Part 2 – Generic Goals and Generic Practices, and the Process Areas
Both models contain 22 process areas, 16 of which are much the same, especially with respect to the required and expected material. However, there are differences within the informative material that are important to correctly interpret and implement the practices. These 16 process areas belong to the CMMI Model Foundation (CMF) and are described below along with the generic goals and practices.
Generic Goals and Generic Practices
The Generic Goals and Generic Practices section of Part 2 is quite similar in both models. However, unlike CMMI-DEV, generic practices and their elaborations are not present at the end of each process area.
------CMF Process Areas------
Causal Analysis and Resolution (CAR)
When looking for candidate process improvements at the project level, Causal Analysis and Resolution activities in CMMI-ACQ include the evaluation of acquirer processes that interface with supplier processes. A jointly-performed causal analysis may lead to more effective process improvements across acquirer-supplier interfaces.
Configuration Management (CM)
CMMI-ACQ addresses responsibilities for configuration management shared between an acquirer and its suppliers. Acquisition-related work products to be considered for configuration management include acquisition strategies, solicitation packages, supplier agreements, and supplier deliverables.
Decision Analysis and Resolution (DAR)
In CMMI-ACQ, more applicable examples were included for using a formal evaluation process in an acquisition environment.
Integrated Project Management (IPM) [added one SP]
In CMMI-ACQ, the establishment of the project’s defined process is driven by the acquisition strategy. Supplier processes that must align with the acquirer’s defined process are identified. Compatibility between the supplier’s work environment and the acquirer’s work environment is emphasized. IPM in CMMI-ACQ also addresses the importance of stakeholder involvement and integration and covers the many forms of agreements that an acquirer may make with stakeholder organizations. The specific practice, Establish Integrated Teams, was also added to IPM (based on the IPPD addition in CMMI-DEV).
Measurement and Analysis (MA)
In CMMI-ACQ, measurement objectives focus on acquirer performance, supplier performance, and understanding the effects of their performance on customer operational and financial performance. Measurement objectives for the supplier allow tracking of service level expectations. Measures are specified that gauge the supplier’s progress and output as well as that of the acquiring organization. Some measures are defined for which the supplier is responsible and in many cases these measures augment acquirer measures. These measures allow the acquirer to comprehensively address its measurement objectives and to comprehensively determine the progress of the project. An explanation of Earned Value Management (EVM) is also included in MA.
Organizational Innovation and Deployment (OID)
In CMMI-ACQ, the target for process and technology improvements expands to include the organization's customers and suppliers. An acquiring organization openly shares most process knowledge and expertise with its suppliers. Suppliers are encouraged to participate in process and technology improvement activities, actively identifying and analyzing innovations. The acquirer and its suppliers share in the costs and benefits of improvement.
Organizational Process Definition (OPD) [added one SP]
In CMMI-ACQ, OPD emphasizes the importance of the seamless interaction between the acquirer and its suppliers, especially where there is a direct interface between acquirer and supplier processes. Processes are tailored to fit the needs of a project and to maintain the harmony of the acquirer-supplier relationship. Detail is provided about acquisition lifecycle models. Standard measures defined for the organization’s set of standard processes may include those collected from suppliers. The specific practice, Establish Rules and Guidelines for Integrated Teams, was also added to OPD (based on the IPPD addition in CMMI-DEV).
Organizational Process Focus (OPF)
In CMMI-ACQ, process needs and objectives include those related to the organization’s acquisition management needs. Submission of candidate process improvements by the organization’s suppliers is encouraged. Feedback from suppliers on the acquiring organization’s processes is accepted and analyzed, especially for processes that interface with supplier processes. Suppliers may be involved in developing process action plans for these interface processes.
Organizational Process Performance (OPP)
In CMMI-ACQ, the use of quality and process-performance objectives expand to include deriving quality and process-performance expectations for suppliers (in CMMI-DEV, this was addressed by subpractices in QPM). To achieve these objectives, measures are selected that also provide insight into the process performance of suppliers and into the quality of their deliverables. Process-performance models are used to predict the quality of products delivered by an individual supplier as well as to estimate the overall capability of the acquirer to deliver the product. An acquiring organization must understand the impact of the relationships between different supplier processes as well as on the organization's ability to deliver the product specified by the customer. These factors ensure that project application of quantitative and statistical management will maximize the overall value to the organization.
Organizational Training (OT)
In CMMI-ACQ, the purpose of OT in CMMI-DEV is supplemented by developing the skills and knowledge of the supplier so that both the acquirer and supplier can perform their roles effectively and efficiently. Training offered to suppliers on acquirer processes should be considered.
Project Monitoring and Control (PMC) [added one SP]
In CMMI-ACQ, monitoring acquirer progress and performance begins as soon as a plan is established. The acquirer is responsible for monitoring the progress and output of the project. After a supplier is selected and a supplier agreement put in place, the acquirer’s monitoring and control activities extend to the supplier and its activities. Supplier progress is monitored using specified process, product, and service level measures. Supplier commitments for the project are also monitored. The specific practice, Monitor Transition to Operations and Support, was added. The acquirer continues to monitor the supplier during the integration and packaging of products and the preparation for the transition to operations and support.
Project Planning (PP) [added two SPs]
In CMMI-ACQ, project planning is based on an acquisition strategy, which outlines acquisition objectives and constraints, availability of assets and technologies, acquisition methods, potential supplier agreement types and terms, end-user considerations, risk, and support for the project throughout the project lifecycle. This notion led to a new specific practice, Establish the Acquisition Strategy. The acquisition lifecycle is described and informative material was added about aligning the supplier's lifecycle models with those of the acquirer. Agreement on the lifecycle models and processes to be used is necessary for a successful acquirer-supplier relationship. The project’s budget and schedule include the supplier’s activities as well as those of the acquirer. Project data that is required to support a project in all of its areas includes both acquirer and supplier created data. The specific practice, Plan Transition to Operations and Support, was added covering readiness, sustainment, and the operational capability of the products delivered by the supplier.
Process and Product Quality Assurance (PPQA)
In CMMI-ACQ, the acquirer evaluates critical acquirer work products, acquirer processes, supplier processes or the results of supplier process quality assurance, and supplier deliverables. The acquirer and supplier periodically share quality assurance issues and findings that are of mutual interest. Quality assurance also includes the relationship between the acquirer and suppliers, ensuring that acquirer and supplier processes comply with applicable statutory and regulatory requirements.
Quantitative Project Management (QPM)
In CMMI-ACQ, the acquiring organization uses quantitative and statistical methods to manage its work and to gain insight into supplier work and products. In addition to its own process-performance models and data, the acquirer uses those provided by the supplier to help quantitatively manage the project to achieve the project’s established quality and process-performance objectives.
Requirements Management (REQM)
In CMMI-ACQ, acquisition requirements development (ARD) processes result in the generation of customer and contractual requirements. Requirements management includes managing changes to such requirements as well as overseeing the supplier’s requirements management process. Changes to requirements may lead to changes in supplier agreements. Bidirectional traceability between customer requirements and contractual requirements is maintained by the acquirer; whereas, traceability between contractual requirements to lower level requirements is maintained by the supplier. REQM is categorized as a Project Management process area in CMMI-ACQ, unlike in CMMI-DEV where it is categorized as an Engineering process area.
Risk Management (RSKM)
In CMMI-ACQ, risk identification and analysis helps to develop or refine the acquisition strategy and the risk-sharing relationship between the acquirer and supplier. The acquirer must include the supplier as a source of risk (e.g., financial stability of the suppler). Risks associated with a supplier’s capability need to be identified (e.g., meeting schedule and cost requirements for the project), including potential risks to the acquirer’s intellectual capital or security vulnerabilities introduced by using a supplier.
------Non-CMF Process Areas------
The following six CMMI-ACQ process areas are not part of the CMF, but do share some concepts with CMMI-DEV.
Agreement Management (AM)
In CMMI-ACQ, AM is based on the SAM process area in CMMI-DEV, so a comparison document for AM and SAM is provided. AM ensures appropriate monitoring and control of the supplier, whether the supplier is a contractor or a group internal to the acquisition organization.
Acquisition Requirements Development (ARD)
In CMMI-ACQ, ARD is based on the RD process area in CMMI-DEV, so a comparison document for ARD and RD is provided. ARD is staged at maturity level 2, unlike RD in CMMI-DEV, which is staged at maturity level 3, reflecting the need for mature acquisition requirements development activities early in an organization’s improvement journey. ARD describes two types of requirements: (1) customer requirements, which cover the needs and expectations of the customer and other relevant stakeholders, and (2) contractual requirements, which address both technical requirements and the acquirer’s relationship with suppliers and other organizations. Both sets of requirements must address needs relevant to later product lifecycle phases and key product attributes. Contractual requirements include all requirements documented in supplier agreements, including agreements between the acquirer and organizations such as partners, subcontractors, government agencies, and internal organizational units.
Acquisition Technical Management (ATM)
Few similarities between ATM and CMMI-DEV process areas exist, therefore a comparison document is not provided. ATM focuses on the responsibilities of the acquiring organization for assessing technical progress throughout the product and service development lifecycle. The acquiring organization provides the technical oversight (or insight) needed while the supplier develops the product.
Acquisition Validation (AVAL)
In CMMI-ACQ, AVAL is based on the VAL process area in CMMI-DEV, so a comparison document for AVAL and VAL is provided. Validation ensures that the acquired product or service meets stakeholders’ needs and customer requirements. Validation expectations are made explicit in the solicitation package and the supplier agreement. Validation activities are performed early and incrementally throughout the project lifecycle.
Acquisition Verification (AVER)
In CMMI-ACQ, AVER is based on the VER process area in CMMI-DEV, so a comparison document for AVER and VER is provided. AVER addresses whether acquirer work products properly reflect specified requirements. Confirmation that supplier work products meet specified requirements is covered in ATM, where technical progress of the supplier’s technical solution is continually measured.
Solicitation and Supplier Agreement Development (SSAD)
Although SSAD is based in part on concepts in the SAM process area in CMMI-DEV, there were few direct similarities between SSAD and SAM; therefore, a comparison document is not provided. SSAD addresses preparation of a solicitation package, selection of suppliers, and establishment and maintenance of the supplier agreement. This process area provides practices that enable the acquirer to initiate and formalize a relationship with a supplier for the successful execution of the project. An acquired product or service is delivered to the acquirer from the supplier according to a supplier agreement. The acquirer establishes rules for communicating with the supplier, documents decisions, and resolves conflicts throughout the life of the supplier agreement. The Prepare for Solicitation and Supplier Agreement Development specific goal addresses identification of potential suppliers and development and distribution of the solicitation package. The Select Suppliers specific goal addresses solicitation of responses from potential suppliers, evaluation of these responses, negotiation with potential suppliers, and selection of a supplier who can deliver the best value. Subsequently, the Establish Supplier Agreements specific goal is used to establish and maintain the supplier agreement. This process area reminds organizations to check all relevant regulations before conducting negotiations with suppliers.
Part 3 – The Appendices and Glossary
Appendix A – References
The references for CMMI-ACQ reflect sources and related publications relevant to acquisition and CMMI.
Appendix B – Acronyms
In CMMI-ACQ, acronyms for acquisition-related process areas were added to the list of acronyms as well as acquisition constellation, CMMI for Acquisition, Electronic Data Systems, General Motors, Development constellation, and information technology. IPPD-related acronyms and Engineering process area acronyms were deleted as well as CSCI, EPG, FCA, INCOSE, NDI, PCA, ROI, and URL.
Appendix C – Project Participants
The development of CMMI-ACQ involved teams with memberships different from those involved in the development of CMMI-DEV. Some members participated in both projects and some teams were involved in both development projects.
Appendix D - Glossary
In Appendix D, glossary sources were updated and some definitions were updated for appropriateness in an acquisition environment. The word "services" was added throughout the glossary to ensure that coverage of services in the glossary is explicit and clear. New terms were added to the glossary, including acquirer, appraisal team leader, contractual requirements, deliverable, measure, measurement, process context, service level, service level agreement, service level measure, solicitation package, supplier agreement, system of systems, and technical performance measure. Terms not carried over from CMMI-DEV to CMMI-ACQ include addition, capability evaluation, integrated product and process development, performance parameters, product baseline, quality control, and technical data package.