Q. How does the dichotomy between factory-like and craft-like aspects of software engineering relate to CMM?

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Q. What is the issue with CMM's original maturity levels?

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Q. What is the consequence of the rather crude assessment of organizations on a five-point scale?

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Q. How does CMM's original levels compare to an instrument panel of an airplane?

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Q. What is the implication of maturity assessments according to CMM?

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Q. What are the demands on the reliability of maturity assessments according to CMM?

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Q. How does CMM compare to BOOTSTRAP and SPICE?

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Q. What are the alternatives to CMM's original levels of maturity?

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Q. What should the development organization do to actively produce quality software products?

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Q. What is the importance of having sound hypotheses while interpreting the data collected?

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Q. What is the example of a problem that could occur if a simple approach like imposing an upperbound on the complexity allowed for each component is applied?

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Q. What are the steps in discovering opportunities for process improvement in an organization?

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Q. What is the example of an approach to identifying reasons for delay in software development?

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Q. What actions were taken based on the results of the study on reasons for delay in software development?

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Q. What is the principle of "closed loop" in software quality management?

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Q. What are the problems in the relation between what is actually measured (module structure, defects encountered, etc.) and the attribute of interest in software quality?

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Q. What is the preferred way to discover opportunities for process improvements in software development?

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Q. What are the benefits of using a well-defined model of the software development process and good analysis, design and implementation techniques?

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Q. What are the major standards for quality systems defined by ISO and IEEE?

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Q. What is the major contribution of CMM and similar initiatives?

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