Pass the iSQI TMMi certification TMMi-P_Syll2020 Questions and answers with CertsForce

TheDebugging-oriented phasefrom Gelperin and Hetzel's evolutionary testing model is associated withMaturity Level 1 "Initial"of TMMi. At this maturity level, testing is not yet a distinct and well-defined process but is often interleaved with debugging. Organizations at this level have chaotic and ad-hoc testing activities, with no separation between testing and debugging.

Maturity Level 1organizations lack formal processes, and testing is often reactive, performed alongside fixing bugs in the code. This is in line with the debugging-oriented phase, where testing and debugging are seen as part of the same activity.

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TheTMMi frameworkdraws directly from the evolutionary model of Gelperin and Hetzel, associating theDebugging-oriented phasewith Level 1, which describes a chaotic, unmanaged testing environment​​.

Management commitment is highlighted as one of the critical success factors in the context of implementing and sustaining test process improvements. Within the TMMi framework, senior management support is crucial for ensuring that necessary resources, funding, and priority are allocated to the improvement initiatives. This commitment must be sustained throughout the process to overcome potential resistance and ensure that the improvements are institutionalised. Without strong management commitment, the efforts may lose momentum, and the improvement goals may not be achieved.

This factor is critical across several levels of TMMi, as seen in processes related to institutionalising the test process (such as defining organisational policies, resource allocation, and performance evaluation).

The TMMi model is designed to support test process improvement in both software engineering and systems engineering. This is critical because it addresses the needs of total system development, which may include hardware and software. The model covers various testing activities across different disciplines, allowing organisations to improve their test processes regardless of whether they focus solely on software or integrated systems.

The specific practice"Establish the Organization’s Test Process Database"is found within theTest Lifecycle and Integrationprocess area, which is part ofTMMi Level 3. This process area aims to establish standardized test processes across the organization, including maintaining atest process databasethat holds process-related information and data for reuse and continuous improvement.

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TheTest Lifecycle and Integrationprocess area is responsible for establishing and maintaining organizational test process assets, including the test process database​​.

The specific practice "Define a coordinated approach that coordinates both static and dynamic testing" is part of theAdvanced Reviewsprocess area at TMMi Level 4. The goal of this process area is to integrate static and dynamic testing, particularly through peer reviews, which helps optimise both defect detection and product quality management throughout the lifecycle​​​.

At TMMi Level 3, the organisation's test processes become more structured, managed, and standardised. It requires defining and implementing a consistent set of test processes across projects and organisational units. One key factor for achieving TMMi Level 3 is the integration of process asset development.

"Process Asset Development" is directly related to establishing organisational test process assets, which is a critical element at TMMi Level 3. This practice area includes developing and maintaining organisational process assets, which encompass the standard processes that will be used across various projects. These assets are required to ensure that testing is a well-defined, repeatable, and efficient process throughout the organisation.

According to the TMMi Framework 1.3, process asset development supports the implementation of defined and repeatable processes and helps with creating guidelines for tailoring processes across the organisation. It provides the necessary framework for consistency in test planning, execution, and reporting, which are key at this maturity level​.

This practice aligns with the goals of TMMi Level 3, where the focus is on defining, standardising, and integrating the test lifecycle within the overall development lifecycle, thus ensuring that test processes are well-established across the organisation. Hence, Process Asset Development (Option B) is critical for the organisation's progression to TMMi Level 3.

The process area that addresses the definition of test functions and the establishment of test career paths is the Test Organization process area,found at TMMi Level 3. This process area focuses on creating a well-structured test organisation, defining various test functions, and establishing career paths for testers. Specific practices include defining roles for test specialists, assigning staff to those roles, and establishing career development frameworks to support the professional growth of testers within the organisation.

CMMI version 2 recognises the importance of testing in software development and includes two dedicated practice areas:VerificationandValidation. These areas specifically addressthe processes required to ensure that a system or component meets its specified requirements and that the final product is fit for its intended use. While CMMI does not provide a testing-specific maturity model, these practice areas contribute to the overall quality management framework, and organisations adopting CMMI can leverage these processes to improve their testing practices. The TMMi framework complements CMMI by providing more detailed guidelines for testing.

The process areaAdvanced Reviewsbelongs to TMMi Level 4 (Measured). At this maturity level, the focus is on quantitatively measuring and managing product quality, and advanced review techniques are employed to integrate peer reviews (static testing) with dynamic testing. These advanced reviews play a key role in ensuring that product quality is assessed early in the lifecycle and that testing is driven by measurable goals.

The statement thatall defects should be analyzedto prevent as many defects as possible isFALSE. In theDefect Preventionprocess area atTMMi Level 5, only asubset of defects—those that are recurring or considered to be of significant impact—are analyzed. Analyzing all defects would be inefficient and not always necessary. Instead, a targeted approach is used to identifycommon causesof defects and implement actions to prevent their recurrence.

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TheDefect Preventionprocess area is based on the analysis of a subset of defects to find and eliminate common causes​​.