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COURSE DETAILS

The TMMi Professional qualification is aimed at anyone involved in using the TMMi model. This includes people in roles such as test process improvers, test consultants, TMMi (lead-)assessors, business stakeholders, test
managers, and members of a Test Process Group. This TMMi Professional qualification is appropriate for anyone
who wants a basic understanding of the TMMi model. Holders of the TMMi Professional Certificate will be able to demonstrate a level of knowledge required as a prerequisite to become an accredited TMMi lead-assessor or
assessor.

COVERAGE
Context of Test Improvement
Provide examples of the typical business reasons for test improvement.
Understand the different aspects of testing that can be improved
Summarize typical costs and benefits of the TMMi
Introduction to the TMMi Model
Summarize the structure of the CMMI process improvement model
Understand the aspects of the CMMI model with testing-specific relevance
Compare the suitability of CMMI for test process improvement to the TMMi model developed specifically for test process improvement
Compare the continuous and staged representation including their strengths and weaknesses TMMi Professional
Summarize the sources, e.g., TMM, used during the development of the TMMi model
Understand the evolution of the testing process as described by Gelperin and Hetzel
Summarize the scope of the TMMi model
TMMi Maturity Levels
Summarize the TMMI maturity levels and process areas
Explain the TMMi maturity levels
Structure of the TMMi
Summarize the components of the TMMi model
Explain the difference between a required, expected and informative component
Categorize the components of the TMMi model by type (required, expected, informative)
Summarize the generic goals of the TMMi model
Understand the two levels of institutionalization related to the generic goals GG2 and GG3
Recognize the generic practices of both GG2 and GG3
Summarize the relationship between TMMi and CMMI
Explain the support of CMMI generic practices for specific TMMi process areas
Explain the support of CMMI process areas for the TMMi process areas at the various maturity levels
TMMi model
Summarize the TMMi level 2 process areas (Test Policy and Strategy, Test Planning, Test Monitoring and Control, Test Design and Execution and Test Environment) and specific goals
Recognize the specific practices of the TMMi level 2 process areas (Test Policy and Strategy, Test Planning, Test Monitoring and Control, Test Design and Execution and Test Environment)
Summarize the TMMi level 3 process areas (Test Organization, Test Training, Test Lifecycle and Integration, Non-Functional Testing and Peer Reviews) and specific goals
Recognize the specific practices of the TMMi level 3 process areas (Test Organization, Test Training, Test Lifecycle and Integration, Non-Functional Testing and Peer Reviews)
Summarize the TMMi level 4 process areas (Test Measurement, Software Quality Evaluation, Advanced Reviews) and specific goals
Recognize the specific practices of the TMMi level 4 (Test Measurement, Software Quality Evaluation, Advanced Reviews) process areas
Summarize the TMMi level 5 process areas (Quality Control, Defect Prevention and Test Process Optimization) and specific goals
Recognize the specific practices of the TMMi level 5 process areas (Quality Control, Defect Prevention and Test Process Optimization)
TMMi Assessments
Explain the role of assessments with the overall improvement process
Compare informal assessments to formal assessment
Summarize the generic assessment process
Implementing TMMi
Summarize the activities of the initiating phase of the improvement framework
Summarize the key elements of a test policy
Summarize the activities of the diagnosing phase of the improvement framework
Summarize the activities of the establishing phase of the improvement framework
Summarize the activities of the acting phase of the improvement framework
Summarize the activities of the learning phase of the improvement framework
Recognize the critical success factor for test process improvement
Explain the risks behind not considering the critical success factors

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