A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | ||
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1 | Capability Maturity & Im-Maturity Characteristics of Virtual World Utility & Service Providers http://ht.ly/5vypL | Virtual World Role & Areas of Interest | |||||||||||||||||||||
2 | Out-World Newbie Questions | http://ht.ly/5vD1R | Utility Provider Areas of Interest | Service Provider Areas of Interest | People-CMM | ||||||||||||||||||
3 | http://en.wikipedia.org/wiki/Vendor_lock-in | http://en.wikipedia.org/wiki/People_Capability_Maturity_Model | |||||||||||||||||||||
4 | Immersive World Consumer Protection | http://ht.ly/5vD3J | Interest Area 1 | Interest Area 2 | Interest Area 3 | Interest Area 1 | Interest Area 2 | Interest Area 3 | Immersive World Newbie Help Desk | ||||||||||||||
5 | http://www.sei.cmu.edu/library/abstracts/reports/10tr033.cfm | http://www.sei.cmu.edu/library/abstracts/reports/10tr034.cfm | http://www.sei.cmu.edu/library/abstracts/reports/10tr032.cfm | http://www.sei.cmu.edu/library/abstracts/reports/10tr033.cfm | http://www.sei.cmu.edu/library/abstracts/reports/10tr034.cfm | http://www.sei.cmu.edu/library/abstracts/reports/10tr032.cfm | |||||||||||||||||
6 | Maturity Level | CMM, CMMI & CIMM Levels | CMM/CIMM General & Detail Description (Software) | CMMI/CIMM General & Detail Description (Integration of Interest Areas for Product & Service) | Product & Service Development | Service Establishment, Management & Delivery | Product & Service Acquisition | Product & Service Development | Service Establishment, Management & Delivery | Product & Service Acquisition | http://www.facebook.com/group.php?gid=135151653044 | ||||||||||||
7 | Mature | Level 5: Optimizing & Continuous Improvement | The organization has quantitative feedback systems in place to identify process weaknesses and strengthen them pro-actively. Project teams analyze defects to determine their causes; software processes are evaluated and updated to prevent known types of defects from recurring. | Check the pop-down comments for detail description of capability maturity level 5 | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | http://en.wikipedia.org/wiki/CMMI | ||||||||||||
8 | http://en.wikipedia.org/wiki/Kaizen | ||||||||||||||||||||||
9 | Level 4: Managed & Predictable | Detailed software process and product quality metrics establish the quantitative evaluation foundation. Meaningful variations in process performance can be distinguished from random noise, and trends in process and product qualities can be predicted. | Check the pop-down comments for detail description of capability maturity level 4 | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | ||||||||||||||
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11 | Level 3: Defined Standard & Consistent | Processes for management and engineering are documented, standardized, and integrated into a standard software process for the organization. All projects use an approved, tailored version of the organization's standard software process for developing software. | Check the pop-down comments for detail description of capability maturity level 3 | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | IT Service Management | Kitely DMCA Form: Notice of Copyright Infringement | ||||||||||||
12 | http://en.wikipedia.org/wiki/IT_service_management | http://www.kitely.com/#!copyright_notice | |||||||||||||||||||||
13 | Level 2: Managed Repeatability & Intuitive | Basic project management processes are established to track cost, schedule, and functionality. Planning and managing new products is based on experience with similar projects. | Check the pop-down comments for detail description of capability maturity level 2 | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Check the pop-down comments for action plan | Constitutional Elements: Terms of Service, Privacy Terms, DMCA Filing Form & Process Description, Contact Address for DMCA Safe Harbor, Authorized Officer Name, EU-VAT-IdNo., Commercial Registry No., Imprint, Help Desk Support, Land Management Manual, No Vendor Lock-In | Why my autism project left ReactionGrid | ||||||||||||
14 | http://www.requirementone.com/Free_project_management_tool/Our_offer/Free_procurement_tool.aspx | http://www.requirementone.com/Free_project_management_tool/Our_offer/Free_procurement_tool.aspx | http://www.requirementone.com/Free_project_management_tool/Our_offer/Free_procurement_tool.aspx | http://www.requirementone.com/Free_project_management_tool/Our_offer/Free_procurement_tool.aspx | http://www.requirementone.com/Free_project_management_tool/Our_offer/Free_procurement_tool.aspx | http://www.requirementone.com/Free_project_management_tool/Our_offer/Free_procurement_tool.aspx | Minimum Level for Professional Guidelines | http://www.hypergridbusiness.com/2011/05/why-my-autism-project-left-reactiongrid/ | |||||||||||||||
15 | Level 1: Initial - Ad Hoc Heroic & Chaotic | Few processes are defined, and success depends more on individual heroic efforts than on following a process and using a synergistic team effort. | Check the pop-down comments for detail description of capability maturity level 1 | Check the pop-down comments | Check the pop-down comments | Check the pop-down comments | Check the pop-down comments | Check the pop-down comments | Check the pop-down comments | 70% of organizations are here | DMCA Safe Harbor | ||||||||||||
16 | http://en.wikipedia.org/wiki/Dmca#Title_II:_Online_Copyright_Infringement_Liability_Limitation_Act | ||||||||||||||||||||||
17 | Im-Mature | Level 0: Negligent Indifference | Failure to allow successful software development process to succeed. All problems are perceived to be technical problems. Managerial and quality assurance activities are deemed to be overhead and superfluous to the task of software development process. Reliance on silver pellets. | Failure to allow successful business development process to succeed. All problems are perceived to be technical problems. Managerial and quality assurance activities are deemed to be overhead and superfluous to the task of business development process. Reliance on silver pellets. | http://www.grisha.ru/cmm/cimm.htm | http://www.chillingeffects.org/dmca512/ | |||||||||||||||||
18 | http://www.grisha.ru/cmm/cimm.htm | http://ht.ly/5xDtD | http://en.wikipedia.org/wiki/Capability_Immaturity_Model | ||||||||||||||||||||
19 | Level -1: Obstructive & Counter Productive | Counterproductive processes are imposed. Processes are rigidly defined and adherence to the form is stressed. Ritualistic ceremonies abound. Collective management precludes assigning responsibility. Status quo Über alles. | Counterproductive processes are imposed. Processes are rigidly defined and adherence to the form is stressed. Ritualistic ceremonies abound. Collective management precludes assigning responsibility. Status quo Über alles. | ||||||||||||||||||||
20 | http://www.grisha.ru/cmm/cimm.htm | http://ht.ly/5xDtD | |||||||||||||||||||||
21 | Level -2: Contemptuous Arrogance | Disregard for good software engineering institutionalized. Complete schism between software development activities and software process improvement activities. Complete lack of a training program. | Disregard for business excellence institutionalized. Complete schism between business development activities and business process improvement activities. Complete lack of a training program. | ||||||||||||||||||||
22 | http://www.grisha.ru/cmm/cimm.htm | http://ht.ly/5xDtD | |||||||||||||||||||||
23 | Level -3: Undermining Sabotage | Total neglect of own charter, conscious discrediting of peer organizations' software process improvement efforts. Rewarding failure and poor performance. | Total neglect of own charter, conscious discrediting of peer organizations' business process improvement efforts. Rewarding failure and poor performance. | ||||||||||||||||||||
24 | http://www.grisha.ru/cmm/cimm.htm | http://ht.ly/5xDtD | |||||||||||||||||||||
25 | (C) 2011. All rights reserved. Skype/eMail: james.oreilly@web.de | The Capability Maturity Model (CMM) is a service mark registered with the U.S. Patent and Trademark Office by Carnegie Mellon University (CMU) and refers to a development model that was created after study of data collected from organizations that contracted with the U.S. Department of Defense, who funded the research. This became the foundation from which CMU created the Software Engineering Institute (SEI). | |||||||||||||||||||||
26 | Status: | Draft In-Process | http://en.wikipedia.org/wiki/CMM | ||||||||||||||||||||
27 | Econsumer.gov is a portal for you as a consumer to Report Complaints about online and related transactions with foreign companies | Capability Maturity Model Integration (CMMI) is a process improvement approach whose goal is to help organizations improve their performance, and includes extended Areas of Interest. CMMI can be used to guide process improvement across a project, a division, or an entire organization. CMMI is the successor of the capability maturity model (CMM) or Software CMM. The CMM was developed from 1987 until 1997. In 2002, CMMI Version 1.1 was released, Version 1.2 followed in August 2006, and Version 1.3 in November 2010. | |||||||||||||||||||||
28 | http://www.econsumer.gov/english/ | http://en.wikipedia.org/wiki/CMMI | |||||||||||||||||||||
29 | OECD Consumer Policy Toolkit | The "Capability Im-Maturity Model" asserts that organizations can and do occupy levels below CMM level 1. An original article by Capt. Tom Schorsch USAF as part of a graduate project at the Air Force Institute of Technology provides the definitions for CIMM. He cites Prof. Anthony Finkelstein's ACM paper as an inspiration. The article describes situations that arise in dysfunctional organizations. These situations are not uncommon and occur in organizations of all kinds undertaking software development, i.e. they are more properly in practice characterizations of the management of specific projects since they can occur even in organizations with positive CMM levels. | |||||||||||||||||||||
30 | http://ht.ly/5vDiW | http://en.wikipedia.org/wiki/Capability_Immaturity_Model | |||||||||||||||||||||
31 | People Capability Maturity Model is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance. The People Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used worldwide by organizations, small and large. | ||||||||||||||||||||||
32 | http://en.wikipedia.org/wiki/People_Capability_Maturity_Model | ||||||||||||||||||||||
33 | OECD Information & Telecommunications Policy | May I point to EU Directive 97/7/EG (Distance Sales Directive), for English speakers: UK: Consumer Protection (Distance Selling) Regulations 2000 http://en.wikipedia.org/wiki/Consumer_Protection_(Distance_Selling)_Regulations_2000 For EU implementation status: Directive 97/7/EC of the European Parliament and of the Council of 20 May 1997 on the protection of consumers in respect of distance contracts - Statement by the Council and the Parliament re Article 6 (1) - Statement by the Commission re Article 3 (1), first indent http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=CELEX%3A31997L0007%3AEN%3ANOT Even if national implementation has not been performed, active EU Directives are directly effective and legally binding. | |||||||||||||||||||||
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