In this research, it was mainly aimed to develop an acceptance model for processes, namely the process acceptance model (PAM). For this purpose, a questionnaire, comprising 3-part and 81-question, was developed to collect quantitative and qualitative data from people having relationships with certain process-focused models and/or standards (CMMI, ISO 15504, ISO 9001, ISO 27001, AQAP-160, AQAP-2110, and/or AS 9100). To revise and refine the questionnaire, expert reviews were ensured, and a pilot study was conducted with 60 usable responses. After reviews, refinements and piloting, the questionnaire was deployed to collect data and in-total 368 usable responses were collected from the people. Here, collected data were screened concerning incorrectly entered data, missing data, outliers and normality, and reliability and validity of the questionnaire were ensured. Partial least squares structural equation modeling (PLS SEM) was applied to develop the PAM. In this context, exploratory and confirmatory factor analyses were applied, and the initial model was estimated and evaluated. The initial model was modified as required by PLS SEM, and confirmatory factor analysis was repeated, and the modified final model was estimated and evaluated. Consequently, the PAM, with 18 factors and their statistically significant relationships, was developed. Furthermore, descriptive statistics and t-tests were applied to discover some interesting, meaningful, and important points to be taken into account regarding the acceptance of processes. Moreover, collected quantitative data were analyzed, and three additional factors were discovered regarding the acceptance of processes. Besides, a checklist to test and/or promote the acceptance of processes was established.

The need for information systems has increased to a point where virtually all business environments require some sort of software to aid in its daily operations. This study will address the need for quality information systems by examining techniques which can potentially aid in producing consistent high-quality information systems. Two techniques in particular, namely Process Maturity Models (PMMs) and Systems Development Methodologies (SDMs) are examined. Process Maturity Models such as the Capability Maturity Model Integration (CMMI) as well as the ISO-9000 standards aid in standardising and improving an organisation’s information systems development processes. These Process Maturity Models often require either the use of certain Systems Development Methodologies or at the very least techniques used within some Systems Development Methodologies. Systems Development Methodologies refer to a set of development processes, tools, techniques etc. which can be used during software development to standardise the entire development process by offering the use of modelling techniques, tools to analyse requirements, illustration of processes etc. These techniques differ from one Systems Development Methodology to the next. This study aims to identify the relationship between Process Maturity Models and Systems Development Methodologies. During the research process a questionnaire was sent out to people within the information technology business environment. The questionnaire contained questions used to determine and measure the usage of Systems Development Methodologies and how projects were affected. The questionnaire was also used to do an informal assessment of each respondent’s Capability Maturity Model level. Furthermore the data retrieved was statistically analysed and the results were interpreted. The results indicate that a relationship exists between the use of SDMs and the success of the respondent’s development processes and developed products. A total of 73% of respondents indicated that they do use SDMs to some extent, the most common being the Systems Development Lifecycle (SDLC). The majority of organizations implementing SDMs have been doing so for three years or more. Results also show that most of the respondents are not certified in some formal Process Maturity Model; however, they do implement some of the processes required by models such as the CMMI. An informal assessment performed indicated that 65% of respondents can be grouped into a perceived CMMI level 2 category. Project outcome was measured and the relationship between PMM implementation as well as SDM use was measured. Results show no statistical evidence which indicates that an organisation’s perceived CMMI level is influenced by SDM use, both vertically and horizontally. Results do, however, indicate that organizations which have been implementing SDMs for a longer period of time are more likely to apply CMMI level 4 activities. Results also indicate that the horizontal use (number of projects/people which implement SDM knowledge) of SDMs have a significant effect on the development process- and the developed product success. Lastly the results indicated that organizations which satisfy more of the CMMI’s level 4 activities experience a higher quality development process which leads to a more successful development process. / Thesis (MSc (Computer Science))--North-West University, Potchefstroom Campus, 2013.

The need for information systems has increased to a point where virtually all business environments require some sort of software to aid in its daily operations. This study will address the need for quality information systems by examining techniques which can potentially aid in producing consistent high-quality information systems. Two techniques in particular, namely Process Maturity Models (PMMs) and Systems Development Methodologies (SDMs) are examined. Process Maturity Models such as the Capability Maturity Model Integration (CMMI) as well as the ISO-9000 standards aid in standardising and improving an organisation’s information systems development processes. These Process Maturity Models often require either the use of certain Systems Development Methodologies or at the very least techniques used within some Systems Development Methodologies. Systems Development Methodologies refer to a set of development processes, tools, techniques etc. which can be used during software development to standardise the entire development process by offering the use of modelling techniques, tools to analyse requirements, illustration of processes etc. These techniques differ from one Systems Development Methodology to the next. This study aims to identify the relationship between Process Maturity Models and Systems Development Methodologies. During the research process a questionnaire was sent out to people within the information technology business environment. The questionnaire contained questions used to determine and measure the usage of Systems Development Methodologies and how projects were affected. The questionnaire was also used to do an informal assessment of each respondent’s Capability Maturity Model level. Furthermore the data retrieved was statistically analysed and the results were interpreted. The results indicate that a relationship exists between the use of SDMs and the success of the respondent’s development processes and developed products. A total of 73% of respondents indicated that they do use SDMs to some extent, the most common being the Systems Development Lifecycle (SDLC). The majority of organizations implementing SDMs have been doing so for three years or more. Results also show that most of the respondents are not certified in some formal Process Maturity Model; however, they do implement some of the processes required by models such as the CMMI. An informal assessment performed indicated that 65% of respondents can be grouped into a perceived CMMI level 2 category. Project outcome was measured and the relationship between PMM implementation as well as SDM use was measured. Results show no statistical evidence which indicates that an organisation’s perceived CMMI level is influenced by SDM use, both vertically and horizontally. Results do, however, indicate that organizations which have been implementing SDMs for a longer period of time are more likely to apply CMMI level 4 activities. Results also indicate that the horizontal use (number of projects/people which implement SDM knowledge) of SDMs have a significant effect on the development process- and the developed product success. Lastly the results indicated that organizations which satisfy more of the CMMI’s level 4 activities experience a higher quality development process which leads to a more successful development process. / Thesis (MSc (Computer Science))--North-West University, Potchefstroom Campus, 2013.

Este trabalho descreve a definição e institucionalização de um processo de engenharia de requisitos que está em conformidade com as áreas de processo do CMMI (Capability Maturity Model) de Gerência de Requisitos e Desenvolvimento de Requisitos e cujos componentes (atividades, papéis, produtos de trabalho) são baseados em RUP (Rational Unified Process). A principal contribuição deste estudo é a definição de um processo de engenharia de requisitos baseado em abordagens de desenvolvimento diferenciadas, que foi implantado em uma organização específica, com foco em praticidade, eficiência e retorno do investimento. A implantação do processo em projetos reais permitiu sua experimentação, avaliação e refinamento, validando as alternativas de integração utilizadas para empregar as abordagens de desenvolvimento escolhidas. Complementando o processo proposto, como decorrência do foco em eficiência, são consideradas possibilidades de emprego de práticas de métodos ágeis na execução do processo, com o intuito de aumentar a produtividade do mesmo, sustentando sua garantia de qualidade. O processo proposto é descrito, do método de concepção aos passos envolvidos e artefatos gerados em cada atividade. Também são comentadas as etapas e áreas de trabalho envolvidas na institucionalização do trabalho. / This research depicts the definition and institutionalization of a requirements engineering process which is in conformance to CMMI (Capability Maturity Model) Requirements Management and Requirements Development process areas. The proposed process components (activities, roles, work products) are based on Rational Unified Process (RUP) process framework. The proposed process main contribution is the definition of a requirements engineering process, leveraging such diverse development approaches, which was implemented in a specific organization, focusing on practicality, efficiency and return on investment. Implementing such process in real projects has promoted its experimentation, evaluation and refinement, validating the integration alternatives used to bring together the chosen development approaches. The possibility of employing agile methods practices through the process execution is discussed, aiming at increasing the process productivity, while assuring product quality. The proposed process details are described, from method conception to each activity steps and generated artifacts. The process institutionalization phases and work areas are also commented.

Este trabalho descreve a avaliação do Processo Unificado Rational (RUP) realizada com base no Modelo de Maturidade da Capacitação (CMM ou SW-CMM), e a utilização de um sistema de gerência de workflow comercial, Exchange 2000 Server, na implementação de um protótipo de um ambiente de apoio a este processo, chamado de Ambiente de Gerenciamento de Projetos (AGP). O Processo Unificado Rational (RUP) foi avaliado com relação às práticas-chave descritas pelo Modelo de Maturidade da Capacitação (CMM) do Software Engineering Institute (SEI), da Carnegie Mellon University. A avaliação identificou o suporte fornecido por este modelo de processo às organizações que desejam alcançar níveis 2 e 3 do CMM. A avaliação resultou na elaboração de propostas para complementar as macro-atividades (Core Workflows) do RUP, visando satisfazer as práticas-chave do CMM. O CMM apresenta um modelo de avaliação de processo que busca atingir a maturidade dos processos da organização, é específico para o desenvolvimento de software, os aspectos de melhoria contínua são fortemente evidenciados e várias organizações já estão utilizando-o com sucesso. O RUP surgiu como uma proposta de unificar as melhores práticas de desenvolvimento de software. Foi experimentada a utilização de um sistema de gerência de workflow, de fato um servidor de colaboração, para apoiar o processo de desenvolvimento de software. A ferramenta desenvolvida foi avaliada com base em requisitos considerados, por alguns autores da área, desejáveis em um ambiente de apoio ao processo de desenvolvimento. O protótipo do ambiente de gerenciamento de projetos é uma ferramenta de suporte baseada na Web, que visa auxiliar os gerentes de projeto de software nas atividades de gerenciamento e controle, e ajudar na interação e troca de informações entre os membros da equipe de desenvolvimento. O Processo Unificado apresenta uma abordagem bem-definida dos processos de engenharia de software e de gerenciamento de projetos de software, mas não se concentra em atividades de gerenciamento de sistemas. Ele apresenta lacunas em atividades envolvendo gerenciamento de recursos humanos, gerenciamento de custos e gerenciamento de aquisição. AGP é uma ferramenta flexível que pode ser acessada pela Internet, suporta a colaboração entre os membros de uma equipe, e oferece os benefícios da Web, como navegação intuitiva através de links e páginas. Esta ferramenta ajuda no suporte ao gerenciamento, fornecendo opções para planejar e monitorar o projeto, e suporta eventos, como mudança de estados, e comunicação aos usuários de suas novas tarefas. / This master dissertation describes the assessment of the Rational Unified Process (RUP) based on the Capability Maturity Model for Software (SW-CMM or CMM), and the implementation of a prototype tool to support this process based on of-the-shelf Workflow Management System, Exchange 2000 Server. The prototype developed is called Project Management Environment (PME). Rational Unified Process (RUP) was assessed based on the key practices described for the Capability Maturity Model (CMM) at the Carnegie Mellon Software Engineering Institute. The assessment identified the facilities that RUP offers to support an organization aiming at CMM levels 2 and 3. The assessment resulted in the elaboration of propositions to complement the Rational Unified Process in order to satisfy the key process areas of CMM. CMM shows a process model that is far fetched to reach the process maturity of an organization, is specific for the software development, and strongly emphasizes the aspects of continuous improvement and several organizations already used it with success. RUP describes how to apply best practices of software engineering. It was experimented the use of a Workflow Management System, in fact a collaboration server, to support the software development process. The experimental environment was assessed considering the requirements identified by various researchers for an environment to effectively support a software development process. The prototype software development environment is a web-based process support system, which provides means to assist the management of software development projects and help the interaction and exchange of information between disperse members of a development. The Rational Unified Process presents a well defined approach on software project management and software engineering processes, but it is not an approach centered on systems management concerns. Therefore it lacks activities involving issues as cost management, human resource management, communications management, and procurement management. PME is a flexible tool that can be accessed through the Internet, supporting the collaboration between team members, and offering the benefits of the Web, with intuitive navigation through of links and pages. It helps to support management control, providing options to plan and monitor the project, and supports events of the process, as changing states, and communicates users of their attributed tasks.

Este trabalho descreve a avaliação do Processo Unificado Rational (RUP) realizada com base no Modelo de Maturidade da Capacitação (CMM ou SW-CMM), e a utilização de um sistema de gerência de workflow comercial, Exchange 2000 Server, na implementação de um protótipo de um ambiente de apoio a este processo, chamado de Ambiente de Gerenciamento de Projetos (AGP). O Processo Unificado Rational (RUP) foi avaliado com relação às práticas-chave descritas pelo Modelo de Maturidade da Capacitação (CMM) do Software Engineering Institute (SEI), da Carnegie Mellon University. A avaliação identificou o suporte fornecido por este modelo de processo às organizações que desejam alcançar níveis 2 e 3 do CMM. A avaliação resultou na elaboração de propostas para complementar as macro-atividades (Core Workflows) do RUP, visando satisfazer as práticas-chave do CMM. O CMM apresenta um modelo de avaliação de processo que busca atingir a maturidade dos processos da organização, é específico para o desenvolvimento de software, os aspectos de melhoria contínua são fortemente evidenciados e várias organizações já estão utilizando-o com sucesso. O RUP surgiu como uma proposta de unificar as melhores práticas de desenvolvimento de software. Foi experimentada a utilização de um sistema de gerência de workflow, de fato um servidor de colaboração, para apoiar o processo de desenvolvimento de software. A ferramenta desenvolvida foi avaliada com base em requisitos considerados, por alguns autores da área, desejáveis em um ambiente de apoio ao processo de desenvolvimento. O protótipo do ambiente de gerenciamento de projetos é uma ferramenta de suporte baseada na Web, que visa auxiliar os gerentes de projeto de software nas atividades de gerenciamento e controle, e ajudar na interação e troca de informações entre os membros da equipe de desenvolvimento. O Processo Unificado apresenta uma abordagem bem-definida dos processos de engenharia de software e de gerenciamento de projetos de software, mas não se concentra em atividades de gerenciamento de sistemas. Ele apresenta lacunas em atividades envolvendo gerenciamento de recursos humanos, gerenciamento de custos e gerenciamento de aquisição. AGP é uma ferramenta flexível que pode ser acessada pela Internet, suporta a colaboração entre os membros de uma equipe, e oferece os benefícios da Web, como navegação intuitiva através de links e páginas. Esta ferramenta ajuda no suporte ao gerenciamento, fornecendo opções para planejar e monitorar o projeto, e suporta eventos, como mudança de estados, e comunicação aos usuários de suas novas tarefas. / This master dissertation describes the assessment of the Rational Unified Process (RUP) based on the Capability Maturity Model for Software (SW-CMM or CMM), and the implementation of a prototype tool to support this process based on of-the-shelf Workflow Management System, Exchange 2000 Server. The prototype developed is called Project Management Environment (PME). Rational Unified Process (RUP) was assessed based on the key practices described for the Capability Maturity Model (CMM) at the Carnegie Mellon Software Engineering Institute. The assessment identified the facilities that RUP offers to support an organization aiming at CMM levels 2 and 3. The assessment resulted in the elaboration of propositions to complement the Rational Unified Process in order to satisfy the key process areas of CMM. CMM shows a process model that is far fetched to reach the process maturity of an organization, is specific for the software development, and strongly emphasizes the aspects of continuous improvement and several organizations already used it with success. RUP describes how to apply best practices of software engineering. It was experimented the use of a Workflow Management System, in fact a collaboration server, to support the software development process. The experimental environment was assessed considering the requirements identified by various researchers for an environment to effectively support a software development process. The prototype software development environment is a web-based process support system, which provides means to assist the management of software development projects and help the interaction and exchange of information between disperse members of a development. The Rational Unified Process presents a well defined approach on software project management and software engineering processes, but it is not an approach centered on systems management concerns. Therefore it lacks activities involving issues as cost management, human resource management, communications management, and procurement management. PME is a flexible tool that can be accessed through the Internet, supporting the collaboration between team members, and offering the benefits of the Web, with intuitive navigation through of links and pages. It helps to support management control, providing options to plan and monitor the project, and supports events of the process, as changing states, and communicates users of their attributed tasks.

Este trabalho descreve a definição e institucionalização de um processo de engenharia de requisitos que está em conformidade com as áreas de processo do CMMI (Capability Maturity Model) de Gerência de Requisitos e Desenvolvimento de Requisitos e cujos componentes (atividades, papéis, produtos de trabalho) são baseados em RUP (Rational Unified Process). A principal contribuição deste estudo é a definição de um processo de engenharia de requisitos baseado em abordagens de desenvolvimento diferenciadas, que foi implantado em uma organização específica, com foco em praticidade, eficiência e retorno do investimento. A implantação do processo em projetos reais permitiu sua experimentação, avaliação e refinamento, validando as alternativas de integração utilizadas para empregar as abordagens de desenvolvimento escolhidas. Complementando o processo proposto, como decorrência do foco em eficiência, são consideradas possibilidades de emprego de práticas de métodos ágeis na execução do processo, com o intuito de aumentar a produtividade do mesmo, sustentando sua garantia de qualidade. O processo proposto é descrito, do método de concepção aos passos envolvidos e artefatos gerados em cada atividade. Também são comentadas as etapas e áreas de trabalho envolvidas na institucionalização do trabalho. / This research depicts the definition and institutionalization of a requirements engineering process which is in conformance to CMMI (Capability Maturity Model) Requirements Management and Requirements Development process areas. The proposed process components (activities, roles, work products) are based on Rational Unified Process (RUP) process framework. The proposed process main contribution is the definition of a requirements engineering process, leveraging such diverse development approaches, which was implemented in a specific organization, focusing on practicality, efficiency and return on investment. Implementing such process in real projects has promoted its experimentation, evaluation and refinement, validating the integration alternatives used to bring together the chosen development approaches. The possibility of employing agile methods practices through the process execution is discussed, aiming at increasing the process productivity, while assuring product quality. The proposed process details are described, from method conception to each activity steps and generated artifacts. The process institutionalization phases and work areas are also commented.

Com um mercado global cada vez mais agressivo e competitivo, as indústrias têm buscado meios para se manterem competitivas. O Processo de Desenvolvimento de Produtos (PDP) ocupa um importante papel na estratégia das empresas que buscam um diferencial competitivo. Entretanto, para um PDP se tornar um diferencial competitivo, ele deve apresentar um patamar mínimo de maturidade, que representa o seu potencial de crescimento de capacitação, a riqueza do processo da organização e a consistência com que ele é aplicado em todos os seus projetos. Existem vários modelos que permitem avaliar a maturidade de um PDP. Porém, o Capability Maturity Model Integration (CMMI) fornece uma solução integrada que abrange atividades de desenvolvimento e manutenção de produtos e serviços. Entretanto, ele foi originalmente criado para analisar indústrias de tecnologia de informação, não abrangendo os termos utilizados nas empresas de manufatura. Sendo assim, o objetivo deste trabalho é propor uma estratégia que adapte parte do modelo CMMI-DEV 1.3, viabiliza e facilita o entendimento das suas metas e práticas para empresas de manufatura. Para isso, é apresentada uma revisão bibliográfica sobre o CMMI-DEV 1.3, PDP de empresas de manufatura e estratégias utilizadas para adaptar termos de métodos, modelos ou ferramentas entre áreas de especialidades distintas, incluindo um detalhamento conceitual de seus itens para, posteriormente, identificar a parte do modelo a ser adaptado nesse trabalho. Após esta delimitação, os termos são correlacionados com termos similares aos encontrados na literatura de empresas de manufatura e validados através da revisão por pares. Visando verificar a eficiência da estratégia para adaptação dos termos, recorre-se a entrevistas com sete profissionais de quatro indústrias e um acadêmico, todos variando de três a quinze anos de experiência na área de PDP. Entre os resultados, o trabalho contribui com uma proposição para a adaptação de termos do modelo CMMI-DEV 1.3 utilizado em indústrias de TI para o PDP das empresas de manufatura. / Through a global market increasingly aggressive and competitive, many industries are seeking ways to keep competitive. The Product Development Process (PDP) plays an important role in the strategy of companies that look for a competitive advantage. However, for the PDP become a competitive advantage, it must provide a minimum level of maturity, which represents the growth potential of training, the wealth of the organization's process and the consistency which it is applied in all its projects. There are several models for assessing the maturity of the PDP, but the Capability Maturity Model Integration (CMMI) provides an integrated solution that covers development activities and maintenance of products and services. However, it was originally created to analyze the information technology industries, not covering the terms used in manufacturing companies. Thus, the aim of this work is propose a strategy to adapt the CMMI - DEV 1.3, enabling easier understanding of their goals and practices for manufacturing companies. For it is presented a review on the CMMI - DEV 1.3 PDP manufacturing companies and strategies used to adapt terms of methods models or tools among different speciality areas, including a detailed concept of their items in order to identify the part of the model to be adapted in this work. After this definition, the terms are correlated with similar terms to those found in the literature of manufacturing companies and validated through peer review. In order to verify the effectiveness of the strategy to adapt the terms, the study performed interviews with seven professionals from four manufacturing industries and one academic, all of them ranging from three to fifteen years of experience in the PDP. Among the results, the study contributes to a proposition for adaptation of CMMI-DEV 1.3 used in IT industries for the PDP of manufacturing companies.

O setor automotivo é um dos mais arrojados em termos de qualidade, demandando a certificação ISO/TS 16949. Apesar dessas empresas dominarem essa certificação, algumas a perdem em auditorias posteriores ou obtêm poucas melhorias além das existentes. Há indícios de que elas não possuam maturidade suficiente para obter ou manter essa certificação, nem diretrizes para melhorar continuamente. Em trabalhos anteriores, constatou-se que empresas certificadas possuíam, no mínimo, nível 2 de maturidade, sendo 1 (mínimo) e 5 (máximo), o que significa uma empresa com processo definido e gerenciável. Entretanto, o que habilita a empresa a melhorar seus índices é ter o processo controlado e integrado. A falta de maturidade de um processo de desenvolvimento de produto (PDP) desencadeia refugos e retrabalhos, comprometendo o uso eficiente de recursos, impactando no tempo e no custo do desenvolvimento e, indiretamente, na qualidade do processo e do produto final. Porém, as empresas certificadas não possuem diretrizes para melhorar seus processos. Para isso, a ISO demandaria algum recurso associado, visando fornecer orientação quanto aos aspectos que precisariam ser melhorados. Considerando que o CMMI é um método eficaz na obtenção de diagnóstico de maturidade e que considera a integração do PDP, esse trabalho visa identificar a associação entre a certificação ISO/TS 16949 e o método CMMI-DEV 1.2. Para isso, apresenta uma revisão sobre PDPs, certificação da qualidade e maturidade de processo. Posteriormente, são associadas as variáveis envolvidas em um processo de certificação ISO 9001 e as variáveis avaliadas na ISO/TS 16949 com as variáveis envolvidas na avaliação do nível 2 de maturidade do modelo CMMI-DEV 1.2. O trabalho explicita quais itens são considerados pela ISO/TS 16949, ressaltando os itens do CMMI que poderiam ser usados para obter um diagnóstico complementar para as empresas que desejam melhorar o fator qualidade, agregando, em paralelo, mais eficiência e produtividade aos seus processos produtivos. / The automotive sector is one of the most daring in terms of quality, requiring because of that certification to ISO/TS 16949. Although these companies dominate this certification, some lose in the subsequent audits or get little improvement beyond existing. There is evidence that they do not have the maturity to obtain or maintain such certification or guidelines to continually improve. In previous work, it was found out that certified companies had at least level 2 maturity, 1 (minimum) and 5 (maximum), which means a company defined and manageable process. However, what enables the company to improve its indexes have the process is controlled and integrated. The lack of maturity of a product development process (PDP) triggers scrap and rework, compromising the efficient use of resources, impacting the time and cost of development and, indirectly, the quality of the process and final product. However, the guidelines do not have certified companies to improve their processes. For this, the ISO would require some resource associated in order to provide guidance on the aspects that need to be improved. Whereas CMMI is an effective method for obtaining diagnostic and maturity that considers the integration of PDP, this work aims to identify the association between the ISO/TS 16949 and CMMI-DEV 1.2 method. Presenting an overview of PDPs, quality certification and process maturity. Later, associated variables are involved in a process of ISO 9001 certification and the variables evaluated in the ISO/TS 16949 with the variables involved in assessing the maturity level 2 with CMMI-DEV 1.2. The paper explains which items are considered by the ISO/TS 16949, CMMI highlighting items that could be used for diagnosis complement for companies that wish to improve the quality factor, adding, in parallel, more efficiency and productivity of their production processes.

Com um mercado global cada vez mais agressivo e competitivo, as indústrias têm buscado meios para se manterem competitivas. O Processo de Desenvolvimento de Produtos (PDP) ocupa um importante papel na estratégia das empresas que buscam um diferencial competitivo. Entretanto, para um PDP se tornar um diferencial competitivo, ele deve apresentar um patamar mínimo de maturidade, que representa o seu potencial de crescimento de capacitação, a riqueza do processo da organização e a consistência com que ele é aplicado em todos os seus projetos. Existem vários modelos que permitem avaliar a maturidade de um PDP. Porém, o Capability Maturity Model Integration (CMMI) fornece uma solução integrada que abrange atividades de desenvolvimento e manutenção de produtos e serviços. Entretanto, ele foi originalmente criado para analisar indústrias de tecnologia de informação, não abrangendo os termos utilizados nas empresas de manufatura. Sendo assim, o objetivo deste trabalho é propor uma estratégia que adapte parte do modelo CMMI-DEV 1.3, viabiliza e facilita o entendimento das suas metas e práticas para empresas de manufatura. Para isso, é apresentada uma revisão bibliográfica sobre o CMMI-DEV 1.3, PDP de empresas de manufatura e estratégias utilizadas para adaptar termos de métodos, modelos ou ferramentas entre áreas de especialidades distintas, incluindo um detalhamento conceitual de seus itens para, posteriormente, identificar a parte do modelo a ser adaptado nesse trabalho. Após esta delimitação, os termos são correlacionados com termos similares aos encontrados na literatura de empresas de manufatura e validados através da revisão por pares. Visando verificar a eficiência da estratégia para adaptação dos termos, recorre-se a entrevistas com sete profissionais de quatro indústrias e um acadêmico, todos variando de três a quinze anos de experiência na área de PDP. Entre os resultados, o trabalho contribui com uma proposição para a adaptação de termos do modelo CMMI-DEV 1.3 utilizado em indústrias de TI para o PDP das empresas de manufatura. / Through a global market increasingly aggressive and competitive, many industries are seeking ways to keep competitive. The Product Development Process (PDP) plays an important role in the strategy of companies that look for a competitive advantage. However, for the PDP become a competitive advantage, it must provide a minimum level of maturity, which represents the growth potential of training, the wealth of the organization's process and the consistency which it is applied in all its projects. There are several models for assessing the maturity of the PDP, but the Capability Maturity Model Integration (CMMI) provides an integrated solution that covers development activities and maintenance of products and services. However, it was originally created to analyze the information technology industries, not covering the terms used in manufacturing companies. Thus, the aim of this work is propose a strategy to adapt the CMMI - DEV 1.3, enabling easier understanding of their goals and practices for manufacturing companies. For it is presented a review on the CMMI - DEV 1.3 PDP manufacturing companies and strategies used to adapt terms of methods models or tools among different speciality areas, including a detailed concept of their items in order to identify the part of the model to be adapted in this work. After this definition, the terms are correlated with similar terms to those found in the literature of manufacturing companies and validated through peer review. In order to verify the effectiveness of the strategy to adapt the terms, the study performed interviews with seven professionals from four manufacturing industries and one academic, all of them ranging from three to fifteen years of experience in the PDP. Among the results, the study contributes to a proposition for adaptation of CMMI-DEV 1.3 used in IT industries for the PDP of manufacturing companies.