Editorial Review:
CMMI® (Capability Maturity Model® Integration) describes best practices for the development and maintenance of products and services across their entire lifecycle. By integrating essential bodies of knowledge, CMMI provides a single, comprehensive framework for organizations to assess their development and maintenance processes, implement improvements, and measure progress. This book is a definitive reference for the most current release of CMMI (version 1.2). In the new edition, the authors have added tips, hints, and cross-references in the margins (in color) throughout the process areas to help you better understand, apply, and find more information about the content of the process areas. The book also now includes brief, insightful perspectives on CMMI written by people influential in the model’s creation, development, and transition. A new case study from Raytheon illustrates a real-world application of the model to a services organization. Whether you are new to CMMI or familiar with an earlier version, if you need to know about, evaluate, or put the latest version of CMMI into practice, this book is an essential resource. The book is divided into three parts. Part I offers the broad view of CMMI, beginning with basic concepts of process improvement. It describes the process areas, their components, and their relationships to each other. It explains the model’s two representations as well as paths to the adoption and use of CMMI for process improvement and benchmarking. Part II, the bulk of the book, details the generic goals and practices and the twenty-two process areas now comprising CMMI. The process areas are organized alphabetically by acronym for easy look-up. Each chapter includes goals, best practices, and examples for a particular process area. The two CMMI representations are described so that you will easily see their similarities and differences and thereby be better able to choose the right approach for your organization. Part III contains several useful resources, including CMMI-related references, acronym definitions, a glossary of terms, and an index.
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Customer Reviews
Average Customer Rating: 
Do not waste your time on CMMI etc.  2008-07-09
Had to buy this book for CS course at the university. Zero usefulness. All the info is available online.
By the way, if you are not in the business of CMM or apraisals, curb your curiosity - it is nowhere near Computer Science or software engineering, it's about basic management. Tedious and annoying stuff.
This is what I needed  2008-06-21
Having read many reviews of the book, I was concerned as to whether it would meet my needs. It was just what I needed. Our organization is doing a gap analysis for an assessment in the near future. Although the book re-iterates the SEI web page texts, it also has very useful tips in the margins and throughout the book. I was able to quickly go through our gap analysis using the book as my guide (hey! maybe that's why "Guidelines" is in the title).
Super reference with notes!!! 2008-06-16
I disagree with some of the other reviewers. Not only am I leading a project to set-up a CMMI Quality Program, but I am teaching a "newbee" to the quality world. The spec that SEI publishes is great and the notes included in this book are very informative to the new folks. I have the V1.1 and V1.2 texts and use them both on a regular basis when training and when working. Yeah to Mary Beth, Mike and Sandy!!!
exactly as mentioned in the product description 2007-08-09
i bought this product and it was exactly as mentioned in the product description before buying this product. the shipping was fast too and care was taken to ship the product carefully.
all in all a good and a trustworthy deal.
A wonderful yet dangerous Model  2007-07-20
Much like the King James Bible and the Anarchist's Cookbook this book is dangerous in the wrong hands. When used properly the Model is a highly effective tool for measuring organizational maturity and for developing an organizational maturity roadmap. In the wrong hands it can actually hurt an organization. Typically this harm is manifested either by process wonks who zealously accept the Model at face value rather than interpreting it for their organization or by senior management and sales reps who don't understand the model and see maturity levels only as a means for business winning. I think this is a great Model, just remember, if you are going to use it, make sure your organizational needs drive your interpretation of model and not the other way around. And for all that is good and Holy, please read the entire book (specifically the section on Process Components)!
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