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| Preface | |
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| Acknowledgments | |
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| About CMMI for Services | |
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| Introduction | |
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| Do You Need CMMI? | |
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| How Does CMMI Help You to Solve These Problems? | |
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| How Can CMMI Benefit You? | |
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| Evolution of CMMI | |
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| CMMI Framework | |
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| CMMI for Services | |
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| Important CMMI-SVC Concepts | |
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| Process Area Components | |
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| Core Process Areas and CMMI Models | |
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| Required, Expected, and Informative Components | |
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| Components Associated with Part Two | |
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| Supporting Informative Components | |
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| Numbering Scheme | |
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| Typographical Conventions | |
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| How to Start Using CMMI | |
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| Important Roles in Process Improvement | |
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| SCAMPI Appraisals | |
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| CMMI Training | |
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| An Approach to Getting Started | |
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| How to Get There | |
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| Achieving Process Improvement that Lasts | |
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| Overview | |
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| Lasting Improvement | |
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| Understanding Generic Practices | |
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| Understanding Capability Levels | |
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| Using Capability Levels | |
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| Understanding Maturity Levels | |
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| Using Maturity Levels | |
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| Using Capability Levels and Maturity Levels | |
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| Equivalent Staging | |
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| Achieving High Maturity | |
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| Relationships Among Process Areas | |
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| Relationships that Drive Service Establishment and Delivery | |
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| Relationships that Drive Service Management | |
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| Lifecycles | |
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| Essays About CMMI for Services | |
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| A Changing Landscape | |
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| Expanding Capabilities across the "Constellations" | |
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| CMMI for Services, with a Dash of CMMI for Development | |
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| Enhancing Advanced Use of CMMI-DEV with CMMI-SVC Process Areas for SoS | |
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| Multiple Paths to Service Maturity | |
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| Using CMMI-DEV and ISO 20000 Assets in Adopting CMMI-SVC | |
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| Experience-Based Expectations for CMMI-SVC | |
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| An IT Services Scenario Applying CMMI for Services: The Story of How HeRus Improved Its IT Services | |
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| Are Services Agile? | |
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| What We Can Learn from High-Performing IT Organizations to Stop the Madness in IT Outsourcing | |
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| Public Education in an Age of Accountability | |
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| Applying CMMI-SVC for Educational Institutions | |
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| Plans Are Worthless | |
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| CMMI Ensures Vehicle Insurance Services | |
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| Security and CMMI for Services | |
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| Generic Goals and Generic Practices, and the Process Areas | |
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| Generic Goals and Generic Practices | |
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| Capacity and Availabili ty Management | |
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| Causal Analysis and Resolution | |
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| Configuration Management | |
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| Decision Analysis and Resolution | |
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| Incident Resolution and Prevention | |
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| Integrated Work Management | |
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| Measurement and Analysis | |
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| Organizational Process Definition | |
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| Organizational Process Focus | |
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| Organizational Performance Management | |
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| Organizational Process Performance | |
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| Organizational Training | |
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| Process and Product Quality Assurance | |
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| Quantitative Work Management | |
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| Requirements Management | |
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| Risk Management | |
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| Supplier Agreement Management | |
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| Service Continuity | |
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| Service Delivery | |
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| Service System Development | |
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| Service System Transition | |
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| Strategic Service Management | |
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| Work Monitoring and Control | |
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| Work Planning | |
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| The Appendices | |
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| References | |
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| Acronyms | |
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| CMMI Version 1.3 Project Participants | |
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| Glossary | |
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| Book Contributors | |
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| Index | |