Archive for the ‘CMMi’ Category

Tailoring Vs Waivers / Exceptions

April 13, 2011 2 comments
S.No Tailoring Exceptions / Waivers


Accounting of an SDLC activity in an alternate method. Justification and approval for required SDLC activities to not be performed on a project.


Allows the standard guidelines to be modified to fit the need of the individual project.

 Provides flexibility in standard processes.

A formal exemption from the specific activities beyond standard guidelines.

Allow software development processes to be adapted to meet the needs of individual projects.


Example of Process tailoring

Project request document is not documented in the standard SDLC template, instead documented in project inventory repository or part of the scope document.

Example of process waivers

 Unit test plans and cases will not be documented for the project. Team accepts the risk of not documenting the test plans and cases.


Business Requirements Vs System Requirements

March 12, 2011 3 comments
S No Business Requirements System Requirements


Business requirements are criteria in order for the software to be successful in meeting the user needs. Generally they focus on the “what” not the “how”. System requirements address the “how” associated with the business requirements (the “what”).


Business requirements concern the business. Software requirements concern the software solution to the “problem” stated in the business requirements.


Business requirements defined as benefits of the business desires. Software requirements define what the solution must do (or be) to assure the business requirements.


Business Requirements are goals and targets the business wants to achieve.

Examples:  No: 1 jobs consultancy company

System Requirements are technical goals

 Example: Implement web based job portal.

Benefits of traceability Matrix

March 12, 2011 2 comments
  • Demonstrate the relationship between the requirements to the system.
  • To ensure the design is based on established scope, business requirement or functional requirements.
  • To ensure that the design documents are appropriately verified, and that functional requirements are appropriately validated.
  • To track the requirements changes and their impact to the system
  • To demonstrate the system built met the functionality of the customer, end users needs and expectations.
  • At faster rate can trace back to the functionality/design/test cases, if there is means of any defect/changes to the system.

Requirement Management Vs Requirement Development

July 20, 2010 Leave a comment
S.No Requirement Management Requirement Development
1 An Engineering process area at Maturity Level 2 An Engineering process area at Maturity Level 3
2 REQM is to “manage” the requirements of the project’s products and product components. RD is to “produce” customer, product, and product component requirements. 
3 REQM identifies inconsistencies between requirements and project’s plans/work products RD analyzes the customer, product and product component requirements.
4 Deals with communication between Requirements analysts and customer. RM is customer management oriented. Deals with communication between PM, domain and functional architect, designer and his team. In object oriented domain, it relates to defining services.
5 Specific GoalSG 1 Manage Requirements Specific GoalSG 1 Develop Customer Requirements

SG 2 Develop Product Requirements

SG 3 Analyze and Validate Requirements

6 GP 2.3 REQM uses requirements tracking tools, traceability tools and bi-directional matrix to manage requirement changes GP 2.3 RD uses requirements specification tools, simulators, modeling/ prototyping tools, scenario definition and management tools.
7 GP 2.5 REQM training includes:Application domain, Requirements definition, analysis, review, Configuration management and RM tools, Negotiation and conflict resolution GP 2.5 Examples of RD training includes :Application domain, Requirements definition, analysis and requirements elicitation, Requirements specification, modeling and tracking
8 GP 2.6 REQM deliverables placed under configuration management are requirements and requirements traceability matrix. GP 2.6 RD deliverables placed under configuration management are customer requirements, functionalArchitecture, product and product-component requirements and Interface requirements.
9 GP 2.9 Work products reviewed include requirements and requirements traceability matrix. Work products reviewed include product and product-component requirements, Interface requirements and functional architecture.

Establishment of QMS or ISMS or integration of both at your budget

May 23, 2010 Leave a comment

Dear friends,

Hereby we are happy to say that we happy to help you in establish the Quality Management System or Information Security Management System or integration of both.

We can help you to define, implement and assessment of the process at your budget. We do for small and middle firms, around the globe.

We have experts in traditional methodology as well as Agile in align with ISO and CMMI standards.

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Audit Vs Assessment

January 10, 2010 Leave a comment

Audit Vs Assessment

S.No Audit Assessment
1 To verify the conformance of an entity to a given standard. It consists in gathering evidence of conformance or nonconformance. Evaluates the efficiency and/or effectiveness of an entity and results in a measure of its performance with regard to the scope of the assessment.
2 Verification and inspection are synonyms of audit. Appraisal and evaluation are synonyms of assessment.
3 An audit might explicitly point at specific people or groups of people as the cause for noncompliance (attribution). An assessment does not evaluate individuals (non-attribution). Of course, the result of an assessment might still be used to infer responsibility for failure or low scores
4 Example of audit: Verify all the practices established in the organization is followed or not. Example of assessment: Evaluate the CMMI level of an entity.
5 An audit results in a success or a failure An assessment usually provides a score that does not express success or failure