CMMI ®

V2.0

Model
Excerpt
Estimating
Practice Area
C MM I®
V2.0
An Integrated
Product Suite

Designed to meet the challenges

of the changing global business
landscape, the CMMI model and integrated
product suite help organizations drive business performance
through building and benchmarking key capabilities.

MODEL
• Clear pathway to performance improvement
• Simplified for accelerated adoption

APPRAISAL METHOD
• New appraisal method to increase reliability and reduce cost

TRAINING & • Modular training components

CERTIFICATION • A focus on learner objectives
Updated training includes: • Virtual and in-person options

SYSTEMS & TOOLS

• Redesigned system to access online models and resources

ADOPTION GUIDANCE
• Guidance for new adopters to get started with CMMI
• Guidance for transition from CMMI V1.3 to CMMI V2.0
What is the
CMMI V2.0 Model?
The Capability Maturity Model Integration (CMMI)® is a proven set
of global best practices that drives business performance through
building and benchmarking key capabilities.

CMMI best practices focus on what needs to be done to improve

performance and align operations to business goals. Designed to
be understandable, accessible, flexible, and integrate with other
methodologies such as agile, CMMI helps organizations understand
their current level of capability and performance and offers a guide
to optimize business results.

CMMI V2.0 is one model with multiple customized views that apply
to different business environments, enabling organizations to
create a view of the model that meets their specific performance
improvement needs.

CMMI V2.0
Model Excerpt
This Model Excerpt booklet includes the complete content from the
CMMI model’s Estimating (EST) Practice Area (PA).

This excerpted Practice Area will provide a helpful understanding of

what users can expect to find throughout the rest of the model’s
Practice Areas, which are listed in the diagram on the next page.
Users should read and refer to the complete model content to ensure
full understanding and accurate interpretation of the model.

The CMMI model is available for purchase at:

https://cmmiinstitute.com/model-viewer
CMMI V2.0 Architecture and
Practice Area Organization

Capability Area Practice Area

Service Delivery Management

Delivering & Managing Services
Strategic Service Management
Develop and deliver
superior services
Product Integration
Engineering & Developing Products
Technical Solution
Create products that meet or
exceed customer expectations
Peer Reviews
Doing

Process Quality Assurance

Ensuring Quality
Requirements Development & Management
Develop and manage
high-quality requirements
and products Verification & Validation

Supplier Agreement Management

Selecting & Managing Suppliers
Supplier Source Selection
Minimize supply chain risk

Continuity

Managing Business Resilience Incident Resolution & Prevention

Anticipate and adapt to
disruptions and opportunities Risk & Opportunity Management
Managing

Managing the Workforce Organizational Training

Maximize training effectiveness
and staff productivity Estimating Excerpted practice area

Planning & Managing Work Monitor & Control

Optimize schedules to
reduce time-to-market
Planning

Causal Analysis & Resolution

Enabling

Supporting Implementation Configuration Management

Ensure solution integrity
and stakeholder buy-in Decision Analysis & Resolution

Managing Performance & Measurement

Improving Performance Process Asset Development

Improving

Establish, track, and measure

performance goals aligned Process Management
to the business needs
Governance
Sustaining Habit & Persistence

Sustain process efficiency

Implementation Infrastructure
and performance

This Model Excerpt booklet contains content from model version 2.1, including the Development, Services, and
Supplier Management views. Refer to the release notes, available from the Model Viewer, for more details.
Table of Contents

ESTIMATING...............................6

LEVEL 1 • EST 1.1..................11

LEVEL 2 • EST 2.1..................12

LEVEL 2 • EST 2.2..................14

LEVEL 2 • EST 2.3..................18

LEVEL 3 • EST 3.1..................24

LEVEL 3 • EST 3.2..................27

© 2019 CMMI® Institute. All rights reserved | 5

 ESTIMATING
Estimating

Required PA Information
Intent
Estimate the size, effort, duration, and cost of the work and resources
needed to develop, acquire, or deliver the solution.
Value
Estimation provides a basis for making commitments, planning, and
reducing uncertainty, which allows for early corrective actions and
increases the likelihood of meeting objectives.
Additional Required PA Information
This section left blank for future content.

Explanatory PA Information
Practice Summary
Level 1
EST 1.1 Develop high-level estimates to perform the work.
Level 2
EST 2.1 Develop, keep updated, and use the scope of what is
being estimated.
EST 2.2 Develop and keep updated estimates for the size of
the solution.
EST 2.3 Based on size estimates, develop and record effort,
duration, and cost estimates and their rationale for the
solution.
Level 3
EST 3.1 Develop and keep updated a recorded estimation
method.
EST 3.2 Use the organizational measurement repository and
process assets for estimating work.

© 2019 CMMI® Institute. All rights reserved | 6

 ESTIMATING
Additional PA Explanatory Information
Estimation provides the basis for making commitments. An estimate
takes into consideration the scope, size, and complexity of the work.
Base the estimate on the available information. Record any uncertainty
as a risk.

Uncertainty or risk in a commitment can be handled by:

• P
 roviding an initial commitment with an understanding that the
initial commitment may be changed if the scope changes
• D
 efining milestones to refine an initial commitment range to
produce a final commitment after more investigation
• C
 ommitting to the known parts of the project, and committing
to the remainder of the work after further investigation and
definition

Historical data describing the relationship between measured size and

resources such as effort, cost, and schedule should be used when
planning future work. A good understanding of historical data is critical
to successful estimating. Use historical data when planning future work
and to calibrate estimation formulas and models. Record qualitative
information such as context, methods, tools and techniques used, and
lessons learned from past projects.

Estimate and track several aspects of the work to realize value. For
example, based on Table EST-1, how complete is the work?

Table EST-1: Example Tracking Information

Aspect Percent Completed

Size 10%

Effort 60%

Duration 50%

Cost 75%

This question cannot be answered if only effort is tracked. To get a

complete picture of the status, estimate and track the other aspects of
the project. If all aspects are not estimated and tracked, it could lead

© 2019 CMMI® Institute. All rights reserved | 7

 ESTIMATING
to an incomplete or misleading understanding of the work status.
The numbers in the table indicate a potential problem and should
trigger an investigation to determine the real status of the project.
There are other aspects of the work, such as complexity, that may
affect the answer. For example, the size may only be 10% complete
because the project front loaded the highly complex components.
Understanding the aspects and their relationships will provide a
more comprehensive estimate. The rationale of the estimate should
be based on historical data, rather than on the experience and
knowledge of the estimator.

Related Practice Areas

• M
 anaging Performance and Measurement (MPM)
• P
 lanning (PLAN)
• R
 equirements Development and Management (RDM)
• R
 isk and Opportunity Management (RSK)

Context Specific
Agile
with Scrum Guidance

Context Tag: Agile with Scrum

Context:  Use processes to adapt agile with Scrum techniques.

In general, agile teams using Scrum estimate during the backlog
grooming and sprint planning steps:
• E
 stimates for backlog items are typically a rough order of
magnitude.
• S
 ome agile teams using Scrum develop a comprehensive
estimate during release planning for a set of stories or epics.
• E
 stimates for each sprint are typically more refined, allowing
the team to understand their commitments.
The typical agile estimation steps develop the following information:
• S
 ize: During backlog review, assign backlog items, such
as requirements and user stories, a relative size using story
points. Refer to Table EST-3. In addition to story points, agile
with Scrum teams may use such techniques as planning
poker or t-shirt size (small, medium, large, or extra-large)

© 2019 CMMI® Institute. All rights reserved | 8

 ESTIMATING
to estimate size. Often requirements are converted into user
stories before estimation is performed. Complex needs or
requirements may be transformed into an epic, which is
typically a large user story that can span more than one sprint.
If the epic spans more than one sprint, it is typically broken
into smaller user stories. The transformation of user stories into
story points takes into account the size and complexity of the
solution.
• T
 asks and Effort: During sprint planning, agile teams using
Scrum and the product owner collaborate to select user
stories off the backlog based on the priority of the product
owner and estimate them using relative sizing techniques such
as planning poker, t-shirt sizing, or the Team Estimation Game.
Using the team’s known velocity as a guide, prioritized stories
are accepted by all stakeholders into the sprint. Some agile
teams estimate the task effort in hours for each story based on
historical data or other effort estimation technique.
o D
 etermine how many user stories can be committed to the
sprint when team velocity is known (story points completed
per sprint)
o Estimate effort at the task level and use the total to determine
the amount of work that can fit into a sprint based on available
capacity
o U
 se known velocity numbers to make a first estimate of what
can be committed to in a sprint, and then use task breakdown
and effort data to refine and validate the decision
• Task Assumptions: Discuss and confirm assumptions during
sprint planning events and review during the retrospective
to improve estimates. Record, clarify, and communicate
assumptions during these events. Refer to examples in Table
EST-3.

Figure EST-1 shows where estimation is typically performed in an

agile project. Table EST-2 and Table EST-3 show example estimation
data and the model practices used to generate this information.

© 2019 CMMI® Institute. All rights reserved | 9

 ESTIMATING
Figure EST-1: Estimating in an Agile Cycle

Release Planning

Estimating
Backlog Grooming

Sprint Planning

Sprint Execution

Sprint Review/Demo

Retrospective

Table EST-2: Backlog with Estimates

Backlog Item Size (Story points)

Requirement 1 40

Requirement 2 30

User Story 1 20

Practice(s) 1.1

Table EST-3: Requirement/Task Estimation & Model Practices

Backlog Item Size Effort Task Assumptions

& Tasks (Story (Hours) (Rationale)
Points)

Requirement 1 40

Task 1 34 Familiar with coding language

Task 2 40 Existing database is clean (no errors)

100 Familiar with coding language

Requirement 2 20

Task 1 8 Task has been done before - easy

User Story 1 30 60 Medium complexity

Practices: 2.1 1.1 2.2 1.1 2.3 2.3

© 2019 CMMI® Institute. All rights reserved | 10

 LEVEL 1
Level 1
EST 1.1
Required Practice Information
Practice Statement
Develop high-level estimates to perform the work.
Value

EST 1.1
A high-level estimate addresses work size, cost, and schedule
uncertainties to avoid pursuing work that may result in schedule or
budget overruns.
Additional Required Information
This section left blank for future content.

Explanatory Practice Information

Additional Explanatory Information
The high-level estimate is typically:
• A
 rough draft, top-down estimate (also called a rough order of
magnitude estimate)
• B
 ased on identified or recorded assumptions and uncertainty
• D
 eveloped quickly
• B
 ased on previous knowledge and experience

Example Activities
Example Activities Further Explanation

Review needs and assumptions

and determine high-level estimates
with stakeholders.

Example Work Products

Example Work Products Further Explanation

Rough order of Includes:

magnitude estimate • A
 n estimate of the size, complexity,
cost, effort, or duration of the solution
• A
 ssumptions • Unit of measure

  All rights reserved

© 2019 CMMI® Institute. | 11
 LEVEL 2
Level 2
EST 2.1

Required Practice Information

Practice Statement
Develop, keep updated, and use the scope of what is being

EST 2.1
estimated.
Value
Ensures the entire solution is addressed which increases the
likelihood of meeting objectives and avoiding rework.
Additional Required Information
This section left blank for future content.
Explanatory Practice Information
Additional Explanatory Information
The scope:
• Includes the work effort
• D
 efines the solution to be developed, delivered, or
acquired
• R
 esults in the information needed to estimate the size,
effort, cost, and duration
• A
 ddresses any resources that must be acquired or will be
consumed during the project
• E
 stablishes the work constraints, e.g., what is included
and what is not included

Use an initial set of requirements and work objectives to form the

basis for establishing the scope. Defining and using the scope
can help uncover missing or misunderstood requirements, identify
risks, and develop more detailed estimates. Inaccurate estimation
is often the result of not understanding the scope of the work.
Update the scope as the project progresses to address changes.

© 2019 CMMI® Institute. All rights reserved | 12

 LEVEL 2
Example Activities
Example Work Products Further Explanation

Review requirements and

objectives with stakeholders
to determine scope.

Example Work Products

EST 2.1
Example Work Products Further Explanation

List of tasks and activities To more accurately estimate costs,
or Work Breakdown include identified resources for tasks
Structure (WBS) and durations.

List of needed resources Includes not just staff, but also other
resources needed to accomplish
the work, e.g., facilities, acquired
solutions, tools.

Work flow diagram

Visualizes how tasks will flow between
resources and what conditions allow
the sequence to move forward.

Related Practice Areas

• Requirements Development and Management (RDM)

Context Specific
Supplier Management

Context Tag: CMMI-SPM

Context:  Use processes to identify, select, and manage suppliers

and their agreements.

Consider activities associated with the acquisition strategy when

determining scope. For example, a complex project can involve
managing multiple supplier agreements with one or more suppliers.

© 2019 CMMI® Institute. All rights reserved | 13

 LEVEL 2
EST 2.2
Required Practice Information
Practice Statement
Develop and keep updated estimates for the size of the solution.
Value
Well-defined estimates allow work tracking and timely corrective actions
to deliver the solution on time and within budget.

EST 2.2
Additional Required Information

This section left blank for future content.
Explanatory Practice Information
Additional Explanatory Information
Size is the primary input to many estimation models. Estimation is not
a one-time activity that is only performed before or at the start of the
project. It is a recurring activity where the estimate is adjusted as new
information becomes available throughout the lifecycle of a solution,
operations and maintenance, or for services produced and delivered.

Estimating size provides a consistent basis for estimating effort,
duration, and cost. A relative level of difficulty or complexity may be
associated with size estimates and is used in the transformation to
effort, duration, cost, and quality. For example:
• F
 or services, size could be the type or number of service requests,
number of calls received in an hour, or the number of customers
desiring a service delivery, etc.
• F
 or software development, size could be the number of objects,
the number of components, the number of features, standard or
customized function points, the number of requirements, or the
number of lines of code, etc.
• F
 or hardware development, size could be the number of connections
or connection points, the number of welds, the number of boards,
the number of components, or the number of hardware and software
integration points, etc.
• F
 or supplier management, size could be the number of requirements,
the number of features, the number of items to be acquired, or the
number and types of bidders, etc.

© 2019 CMMI® Institute. All rights reserved | 14

 LEVEL 2
Example Activities
Example Activities Further Explanation

Use applicable Methods for determining size include:

methods to • A
 nalogy
estimate the size • D
 elphi
and complexity • 3
 -point estimation
of solutions and • P
 arametric estimation

EST 2.2

tasks.
The project estimation methods and
their use may change over time as
the understanding of the relationship
of solution characteristics to size
improves.

Complexity is typically used in the
transformation from size to effort,
duration, and cost. Complexity may
also include qualitative aspects of the
solution, such as new vs. legacy.

Example Work Products

Example Work Products Further Explanation

Size estimate Typically includes:
• Size
• Unit of measure
• Rationale or basis for estimate,
including assumptions and
constraints
• Complexity – could be a multiplier
of size, or a modifier (such as Hard,
Medium, Easy), to take into account
the potential difficulty of implementing
the solution

© 2019 CMMI® Institute. All rights reserved | 15

 LEVEL 2
Context Specific
Services
Context Tag: CMMI-SVC

Context:  Use processes to deliver, manage, and improve
services to meet customer needs.

Characteristics used to develop estimates include:

• N
 umber and type of services

EST 2.2
• N
 umber of service levels
• V
 olume of service requests
Examples of tasks to develop size estimates for include:
• S
 ervice system development and delivery
• S
 ervice system monitoring
• P
 reventative maintenance or repair
• T
 raining
• Incident management and resolution
• U
 pdating equipment and supplies
• L
 ogistical support
• F
 acilities maintenance
• T
 ransition activities
• M
 onitoring for and addressing obsolescence
• S
 ystem disposal

Supplier Management
Context Tag: CMMI-SPM

Context: Use processes to identify, select, and manage

suppliers and their agreements.

Examples of characteristics used to estimate include:

• E
 ffort needed by the acquirer to manage the supplier
• N
 umber and complexity of acquirer work products
• N
 umber and complexity of requirements in the solicitation
package
• N
 umber and complexity of clauses in the supplier agreement
• A
 mount and complexity of the work suppliers will address

© 2019 CMMI® Institute. All rights reserved | 16

 LEVEL 2
• N
 umber of potential suppliers
• N
 umber of pages
• P
 rioritized solution features
Examples of work products for which size estimates include:
• S
 olicitation package
• S
 upplier agreement

EST 2.2

© 2019 CMMI® Institute. All rights reserved | 17

 LEVEL 2
EST 2.3
Required Practice Information
Practice Statement
Based on size estimates, develop and record effort, duration, and cost
estimates and their rationale for the solution.
Value
Enables a better basis for commitments and improves accuracy of the

EST 2.3
estimates, leading to better decision making.
Additional Required Information
This section left blank for future content.

Explanatory Practice Information
Additional Explanatory Information
Transform the size estimate into estimates of effort, duration, and
cost. Use estimation models, historical data, expert judgment, or
a combination of all three. Understanding the size of the solution
provides a more accurate basis for determining the effort, duration,
and cost for the solution. While performing the work, compare the
rationale to actual conditions to identify missing or unnecessary
aspects in the original estimate. Identifying missing or unnecessary
aspects supports re-planning the current work or estimating future
work.

Managers and leads typically perform top down estimation. Bottom up
estimation is typically performed by team members.

Develop and calibrate estimation models using available historical
data. To increase confidence, update estimation models as additional
data becomes available.

Sometimes, historical data is not available, such as when efforts are
unprecedented. Unprecedented efforts are riskier and require more
research to develop a basis of estimate. Record rationale for what
made the work unique to aid understanding of any assumptions made
in the initial planning phases.

© 2019 CMMI® Institute. All rights reserved | 18

 LEVEL 2
Example Activities
Example Activities Further Explanation

Collect and use To ensure a high level of confidence in the

historical data to estimate, use multiple models or methods
develop, calibrate, or as needed, for example, based on the most
recalibrate models important set of tasks and activities.
or methods to Historical data should include:

EST 2.3
transform size and • Size, cost, effort, and schedule
complexity into effort, (duration) data from previous
duration, and cost completed projects
estimates. • Appropriate scaling data to account
for differing sizes and complexity
• In addition, information on factors
that influenced the performance
and other contextual information will
help determine if past data can be
included, excluded, or adjusted
Historical data can also be used with
analogies, e.g., if a current project is 10%
smaller than a similar historical project,
use the historical project’s results reduced
by 10%. There may be instances where
historical data is not available or does not
apply. In the absence of historical data (for
example, no prior history of work similar to
current work) external sources like industry
data may be used.

Models can also be based on other

characteristics such as service level,
connectivity, complexity, availability,
reusability, and structure. Other examples of
characteristics include:
• Critical competencies and roles
needed to perform the work

© 2019 CMMI® Institute. All rights reserved | 19

 LEVEL 2
• Needed knowledge, skills, experience,
and training
• Selected lifecycle model and processes
• Travel
• Team productivity
• Geographic dispersal of work group
members
• Proximity of customers, end users, and

EST 2.3
suppliers
• Amount of risk
• How agreeable or difficult
the customer is
• Direct labor rates and overhead
• Penalties for warranty work
• Regulatory requirements or environment
• Level of security required for tasks,
work products, hardware, software,
personnel, and work environment

Describe and record Recording the rationale provides the

the rationale for the context for using historical data for
estimates of effort, estimating future work.
duration, and cost for
the solution.

Include estimates The supporting infrastructure includes

of supporting resources needed to support the project but
infrastructure are not necessarily included in the project
needs. itself. Consider the infrastructure resources
needed for the work, including:
• Contracts
• Facilities
• Tools
• Consumables
• Licenses
• Travel

© 2019 CMMI® Institute. All rights reserved | 20

 LEVEL 2
Example Work Products
Example Work Further Explanation
Products

Effort estimate Typically includes:

• Effort
• Unit of measure (typically hours or days)
• Productivity

EST 2.3
• Context for the effort estimate
Duration estimate Typically includes:
• Duration
• Unit of measure (typically hours or days)
• Rationale for the duration estimate

Cost estimate Typically includes:

• Cost
• U
 nit of measure, e.g., local currency,
contract currency
• Rationale for the cost estimate

Estimating rationale Typically includes:

• Description of what is being estimated
• Scope
• Assumptions and constraints
• Comparisons to similar work
• Team experience with the technology and
domain
• Risks
• Use of historical data
• Tools, techniques, or methods used:
o Off the shelf tools
o Internally developed tools
o Formulas and calculations
o Models

© 2019 CMMI® Institute. All rights reserved | 21

 LEVEL 2
Context Specific
Services
Context Tag: CMMI-SVC

Context:  Use processes to deliver, manage, and improve
services to meet customer needs.

Service estimates should consider the effort and cost associated with
delivering the service. Individual services can have associated workflows

EST 2.3
or detailed steps that involve points of communication, evaluation, and
decision. Consider these lifecycles when estimating the requirements to
support the delivery of individual services.

Parameters to consider include:

• Service characteristics
• Service system and service system components
• Delivery environment
When estimating effort and cost, include infrastructure resources that
support services. For example:
• Computer workstations
• Power, space, and cooling requirements
• Tools for use by service teams
• Facilities
• Network and communications requirements
• Machinery and equipment
• Support for shift work
Inputs used for estimating effort and cost include:
• A
 vailability of services, by service level, e.g., turnaround time,
operational availability ratio, number of calls the help desk
should be able to handle per hour
• L
 evel of security required for tasks, work products, hardware,
software, personnel, and the work environment
• Service and service system requirements
• Service approach
• S
 ize estimates of work products, tasks, and anticipated
changes

© 2019 CMMI® Institute. All rights reserved | 22

 LEVEL 2
• C
 ost of externally acquired products
• C
 apability of tools provided
• C
 apability of manufacturing processes
• E
 xperience of service participants
• P
 roximity of customers, end users, and suppliers
• Technical approach
• Consumables (resources that the service provider will need
to replenish or replace before, during, or after providing a

EST 2.3
service)
Supplier Management

Context Tag: CMMI-SPM

Context:  U
 se processes to identify, select, and manage
suppliers and their agreements.

The amount of supplier work largely determines the amount of

acquirer work required to manage the project and the supplier.
Effort for the acquirer includes effort associated with:

• Defining the project and scope

• Developing the solicitation and supplier agreement
• Managing the agreement and technical activities
• P
 lanning, monitoring, and controlling the project and
supplier
• Developing and updating acquisition requirements

The project derives detailed estimates for activities performed by

the acquirer and its stakeholders. The acquirer should include
stakeholder representatives to ensure they have accounted for
all technical or service considerations in the estimates. As the
work evolves, revise estimates based on changing conditions or
requirements.

Additionally, the acquirer needs to estimate the cost and effort for
the acquired solutions. Estimates should address effort and cost
for supplier management and reporting requirements. The acquirer
should review its supplier effort and cost estimates with external
individuals to ensure reasonable estimates.
 

© 2019 CMMI® Institute. All rights reserved | 23

 LEVEL 3
Level 3
EST 3.1
Required Practice Information
Practice Statement
Develop and keep updated a recorded
estimation method.

EST 3.1
Value
Maximizes consistency and efficiency for developing
accurate estimates and increases the likelihood of
meeting objectives.
Additional Required Information
This section left blank for future content.

Explanatory Practice Information

Additional Explanatory Information
A defined estimation method is a standard approach
using established processes and the best available valid
data to estimate the current or future size, effort, cost,
and duration of a project based on what is known. Valid
estimating data is applicable to the context of the work
being estimated. Organizations may have more than
one estimation method.

Methods using historical data provide a data driven

approach to estimation. Calibrate methods based
on actual results vs. historical data and recalibrate
methods when conditions, assumptions, processes,
or performance change. Use an analysis of estimation
accuracy to improve the method.

Some standard methods are described in the

following table:

© 2019 CMMI® Institute. All rights reserved | 24

 LEVEL 3
Table EST-4: Example Estimation Methods

Method Brief Description

Delphi method Estimates are developed by a group

of subject matter experts where each
independently gives their estimates and
assumptions to the designated facilitator.
The team discusses the differences and

EST 3.1
re-estimates. This is repeated until the
estimates converge. The facilitator then
records the final estimate.

Comparative Estimates are based directly on past

or analogous results for similar projects. The estimate
estimation is then adjusted for differences in size,
complexity, or other factors to reflect
current knowledge.

Parametric Parametric estimates are based on historical

estimation data and project parameters and typically
use a tool. Note that there are various forms
of estimation tools, including:
• Mathematical
• Scenario-based
• Simulation
Calibrating the estimation tool as it is used
can provide additional estimation accuracy.

3-point Each estimator (note that there may be

estimation only one estimator) provides high, low,
and most-likely estimates. The facilitator
combines them and calculates the resulting
value by using the formula:

(high + (4 * most likely) + low) / 6.

© 2019 CMMI® Institute. All rights reserved | 25

 LEVEL 3
Example Activities
Example Activities Further Explanation

Determine the Estimation methods are most accurate

acceptable when based on historical data and
estimation validated before use. The estimation
methods. methods should be used consistently

EST 3.1
for similar activities, projects, domains,
etc. Involve subject matter experts in
developing and approving the method.

The estimation tools can be built or

acquired, but should be calibrated with
organizational data.

Calibrate and adjust One approach to calibrate is to refresh

method based on the data periodically or recalibrate data
actual results. after the most recent use. For example,
compare the actuals from the most recent
calendar quarter of data to an estimate of
that same quarter using the average of the
previous three calendar quarters. Based on
differences, adjust the method.

Validate method. The method should be validated by

subject matter experts who have used and
understand when to apply the method.

Example Work Products

Example Work
Products Further Explanation

Recorded estimation The process, tools, and data used

methods  for the selected estimation methods.

© 2019 CMMI® Institute. All rights reserved | 26

 LEVEL 3
EST 3.2
Required Practice Information
Practice Statement
Use the organizational measurement repository and process assets for
estimating work.
Value
Increases estimation precision, accuracy, and consistency enabling

EST 3.2
better decision making, a higher likelihood of meeting objectives, and
reduced risk.
Additional Required Information
This section left blank for future content.
Explanatory Practice Information
Additional Explanatory Information
Using organizational assets as a basis for estimating leverages the
data and experience from previous projects to improve the reliability
of estimates for similar work. Select the most appropriate estimation
method and use it to produce the estimates.

When using organizational assets consider:
• H
 istorical and validated data from this work or similar work and
its context
• S
 imilarities and differences between the current work and work
from which historical data will be used
• R
 ationale used to select the historical data
• Type of work
• Tailoring performed
• G
 eographic-specific information
• Domain and technology

Examples of data contained in the organization’s measurement

repository that could be used in estimation may include:
• Size
• Effort
• Cost
• Duration

© 2019 CMMI® Institute. All rights reserved | 27

 LEVEL 3
• Personnel
• Experience
• Response time
• Capacity
• Performance
• Quality
• Context specific information

EST 3.2
Example Activities
Example Activities Further Explanation

Use organizational Include selection criteria and

assets and measures rationale for the chosen estimation
for estimation. technique.

Use estimation
methods.

Contribute results
Include actual results, contextual
and measures to the
information, and identified
organization in order to
improvements.
improve the estimation
methods and update
organizational assets.

Analyze organizational data. Analyze data to better understand:

• Variability
• Data quality
• Mean, median, mode

© 2019 CMMI® Institute. All rights reserved | 28

 LEVEL 3
Example Work Products
Example Work Products Further Explanation

Work estimates Include historical data, context, and

approved use from the organization.

Updated organizational Updated organizational process

process assets assets may include:

EST 3.2
• Templates
• Best practice examples
• Approved methods for use
• Guidelines
Updates to the organizational
measurement repository may
include:
• Historical estimation data,
e.g., actual effort expended,
number of function points
• Rationale for the estimate,
e.g., team skill levels, amount
of code reused
• Contextual information,
e.g., domain, type of work,
customer
• Updated estimation results

Context Specific
Supplier
Management
Context Tag:  CMMI-SPM

Context:  Use
 processes to identify, select, and manage
suppliers and their agreements.

© 2019 CMMI® Institute. All rights reserved | 29

 LEVEL 3
Parameters to consider include:
• Acquisition types
• Supplier types
• Supplier on-time performance record
• Supplier performance ratings
• Domain-specific characteristics of the solution

EST 3.2

© 2019 CMMI® Institute. All rights reserved | 30

About CMMI® Institute
THE GLOBAL LEADER
in the advancement of best practices
in people, process, and technology
CMMI Institute enables organizations to elevate and
benchmark performance across a range of critical
business capabilities, including product development,
service excellence, workforce management, data
management, supplier management, and cybersecurity.

For over 25 years, thousands of high-performing

organizations in a variety of industries, including
aerospace, finance, healthcare, information
technology, software, defense, transportation, and
telecommunications, have achieved sustainable business
success through CMMI adoption and demonstrated their
ability as capable business partners and suppliers.

10,000+ 106 391

organizations countries partners

© 2019 CMMI® Institute. All rights reserved | 31

Getting Started
with CMMI V2.0
Explore the many ways practitioners
and organizations can get started with
CMMI V2.0 by visiting:
https://cmmiinstitute.com/cmmi
Adoption and Transition Guidance
Whether you are new to CMMI or an existing user, the Adoption and Transition
Guidance is your roadmap and the first step on your performance improvement
journey. Get started with the Adoption and Transition Guidance today!

CMMI Model
The model provides an integrated approach to building, improving, and
sustaining organizational performance, with built-in domain-specific views for
Development, Services, and Supplier Management.
Purchase a CMMI model license at
https://cmmiinstitute.com/model-viewer

CMMI Training and Certifications

CMMI Training Courses and Certifications are designed to prepare individuals
to successfully understand and adopt the CMMI to achieve improved
performance results.

CMMI Appraisals
CMMI Appraisals help businesses identify the strengths and weaknesses of
existing organizational performance and processes. The results provide a clear
path to adopt model best practices for improving performance.

Connect with a CMMI Institute Partner

CMMI Institute has experienced partners to get you started on your journey to
improve your organizational performance. Contact us for more information at
[email protected], or connect with a CMMI Institute Partner through our
Partner Directory at https://cmmiinstitute.com/partners/directory.

Explore CMMI Resources

Visit the CMMI Institute Resource Center and browse through our collection of
presentations, webinars, articles, case studies, and white papers to answer all
your CMMI questions.

© 2019 CMMI® Institute. All rights reserved.