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

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

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

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

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Q. How does CMM compare to BOOTSTRAP and SPICE?

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

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

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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 consequence of the rather crude assessment of organizations on a five-point scale?

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

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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 focus of CMM?

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Q. Does the Personal Software Process (PSP) alleviate the criticism of CMM for small companies?

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Q. Is the SEI's Capability Maturity Model appropriate for small companies?

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Q. What is the danger of organizations focusing on obtaining CMM or ISO 9000 certification?

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Q. What is the focus of SPICE?

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Q. What is the focus of BOOTSTRAP?

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Q. What are the basic principles of CMM and PSP?

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Q. What is the first step in the PSP?

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