Real process improvement using the CMMI

Title:

Personal Author:

West, Michael

Publication Information:

Boca Raton, Fla. : Auerbach Publications, 2004

ISBN:

9780849321092

Subject Term:

Production management

Quality control

Capability maturity model (Computer software)

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010063660	TS155 W47 2004	Open Access Book	Book	Searching... Unknown
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Real Process Improvement Using the CMMI® presents readers with non-academic, real-world approaches to process improvement via CMMI. The author provides concepts and techniques for CMMI-based process improvement which are as effective as they are innovative. Professionals at all levels from system engineers to CEOs will find a wealth of practical guidance and new ways to look at model-based process improvement that have already benefited large and small organizations in a variety of environments. Using plain language and enlightening illustrations, the author identifies the most critical concepts of the CMMI, and explains how to turn those concepts into real process improvement.

This book provides you with key information that will significantly benefit all CMMI process improvement efforts. Topics include:

· Ways to discover and understand the business goals and drivers for successful process improvement initiatives

· How to recognize the structures and practices many organizations already have in place that can accelerate process improvement, even before they begin using the CMMI

· Planning and managing the process improvement project

· Innovative, untraditional yet highly effective and proven strategies for CMMI-based process improvement

· A thorough debunking of many of the costly and wasteful myths surrounding CMMI-based improvement

Author Notes

West, Michael

1 News Flash! There Is a Level 1!	p. 1
Quiz: What Do You Think? What Do You Believe?	p. 1
The Model and the Reality	p. 1
Slash-and-Burn versus Natural Process Improvement	p. 5
The Slash-and-Burn Approach	p. 6
Symptoms of the Slash-and-Burn Approach	p. 6
Results from the Slash-and-Burn Approach	p. 7
Why People Slash-and-Burn	p. 8
CMMI's Place in the Process Improvement Universe	p. 9
Inside Maturity Level 1	p. 10
Writing and Documentation	p. 13
Finding and Leveraging the EBP	p. 15
Previous or Concurrent Quality or Improvement Initiatives	p. 16
ISO 9001:2000 and CMMI	p. 19
Six Sigma and CMMI	p. 21
Project Management Discipline	p. 21
Project Management for Process Improvement	p. 22
CMMI and PMBOK Similarities and Differences	p. 23
CMMI and PMBOK Strengths and Weaknesses	p. 23
Organizational Standards	p. 27
Training Programs	p. 31
Training Personnel, Tools, and Budget	p. 32
Meeting Management and CMMI	p. 32
Measurements and Measures	p. 39
Everything Starts with the Strategy and It Starts at the Top	p. 40
A Holistic Measurement Program	p. 41
Do's and Don'ts	p. 44
Do	p. 44
Don't	p. 44
Quiz: What Did You Learn? What Will You Do?	p. 45
2 The Role of Roles	p. 47
What Do You Think? What Do You Believe?	p. 47
The Model and the Reality	p. 47
The Power of Knowing Who Does What	p. 49
When Good Roles Go Bad	p. 51
Why Defining Roles and Responsibilities Is So Hard	p. 52
You Say "System Engineer," I Hear "Project Manager"	p. 52
I Know What I Do, But Don't Ask Me to Explain It	p. 53
More Roles than People	p. 54
More People than Roles	p. 55
Fear of Accountability	p. 56
What Is a Role? What Are Responsibilities?	p. 56
The Difference between Titles and Roles	p. 58
Defining Roles	p. 59
Where to Start	p. 61
CMMI Process Improvement Roles	p. 62
Defining Interorganizational Roles	p. 66
Collaborative Roles and Responsibilities Definition	p. 67
Identify and Work toward Common Goals	p. 68
Get Your Own House in Order First	p. 68
Do's and Don'ts	p. 69
Do	p. 69
Don't	p. 69
What Did You Learn? What Will You Do?	p. 70
3 Managing the Process Improvement Project	p. 71
What Do You Think? What Do You Believe?	p. 71
The Model and the Reality	p. 74
Go Where Everyone Has Gone Before	p. 75
Establish a Common Language	p. 77
Determine the Starting Point for CMMI Process Improvement	p. 78
Using Appraisals to Determine the Current State	p. 80
What the Organization Already Has	p. 81
Everyday Appraisals	p. 84
Listen, Don't Talk So Much	p. 84
Reviewing Documents with a Natural Eye and an Open Mind	p. 88
Mapping What You Discover to CMMI	p. 93
What the Organization Needs or Wants (but Does Not Have)	p. 97
GQM Lite: A Quick-Start Approach for Process Improvement	p. 98
Planning the CMMI Process Improvement Project	p. 104
Identifying and Involving Stakeholders	p. 105
Establishing the Process Improvement Project Team	p. 106
Establishing the Project Work Breakdown Structure	p. 112
Where to Start	p. 112
The Process Improvement WBS Content	p. 113
Estimating the Process Improvement Work	p. 122
CMMI Process Improvement Effort and Cost Estimate Considerations	p. 123
Process Improvement Project Assumptions	p. 123
Process Improvement Project Risks	p. 124
Overly Optimistic Schedules	p. 126
Insufficient Risk Management	p. 126
Abandonment of Planning Under Pressure	p. 126
Code Like Hell Programming	p. 126
Monitoring and Controlling the Process Improvement Project	p. 126
The Cost, Schedule, and Quality Paradigm	p. 127
Do's and Don'ts	p. 129
Do	p. 129
Don't	p. 130
What Did You Learn? What Will You Do?	p. 130
4 Process Improvement Strategies That Work	p. 133
What Do You Think? What Do You Believe?	p. 133
The Model and the Reality	p. 133
Thinking Outside CMMI for Process Improvement	p. 135
Applying a Systems View to Process Improvement	p. 137
Losing Sight of the Forest	p. 137
Fixes That Backfire	p. 138
The Race to Maturity Levels	p. 139
Process for Its Own Sake	p. 142
Strategies for Fixes That Backfire	p. 143
Shifting the Burden	p. 144
Strategies for Dealing with Shifting the Burden	p. 145
Why Systems Thinking?	p. 147
Process Improvement: Good, Fast, or Cheap	p. 147
Fast and Expensive Maturity Levels; Not Good Process Improvement	p. 148
Approaches Employed	p. 149
Additional Characteristics	p. 150
Fast and Cheap Maturity Levels; Not Good Process Improvement	p. 151
Approaches Employed	p. 151
Additional Characteristics	p. 152
Balanced Process Improvement; Fast Enough, Reasonably Priced, and Good Enough	p. 153
Approaches Employed	p. 153
Characteristics	p. 154
Natural Process Improvement through Weeding and Nurturing	p. 155
Weeding	p. 155
Nurturing	p. 157
System or Product Change Practices	p. 157
Project Management	p. 158
Quality Assurance	p. 158
Business and CMMI Alignment	p. 160
Organizational Learning and Process Improvement	p. 165
Vicarious Learning and Benchmarking	p. 166
Example	p. 166
Vicarious Learning and Benchmarking Pros	p. 168
Vicarious Learning and Benchmarking Cons	p. 168
Simulation	p. 168
Example	p. 169
Simulation Pros	p. 170
Simulation Cons	p. 170
Prototyping	p. 170
Example	p. 171
Prototyping Pros	p. 171
Prototyping Cons	p. 172
Online Learning	p. 172
Work Product-Based Approach to Process Improvement	p. 173
Integrated versus Vertical Approaches to Process Improvement	p. 174
The Downside to a Process Area Approach to CMMI Implementation	p. 175
An Integrated Approach for Developing an Integrated Process System	p. 176
Standards	p. 176
Communication	p. 177
Traceability and Integration	p. 177
Tailoring and Tailorability	p. 178
Document Management	p. 179
Process Implementation	p. 179
Do's and Don'ts	p. 180
Do	p. 181
Don't	p. 181
What Did You Learn? What Will You Do?	p. 182
5 Five Critical Factors in Successful Process Definition	p. 185
What Do You Think? What Do You Believe?	p. 185
The Model and the Reality	p. 185
Why a Chapter on Process Definition?	p. 187
Critical Factor 1 Make the Process What People Do	p. 187
Critical Factor 2 Plan Process Definition Work	p. 189
Defining and Estimating Process Definition Tasks	p. 189
Building the Process Definition Teams	p. 190
Critical Factor 3 Define the Process Language for Your Organization	p. 191
Defining Process Assets	p. 192
Defining the Language of Your Organization	p. 193
Defining "Organization"	p. 194
Defining "System" and "System Engineering"	p. 194
Defining "Project"	p. 195
Defining "Stakeholder" and "Relevant Stakeholder"	p. 197
Documenting the Organization's Language	p. 198
Process Asset Content	p. 200
Format and Style	p. 200
Process Asset Quality	p. 204
Process Usage and Customer Environment	p. 206
Critical Factor 5 Focus on Process Implementation Assets	p. 207
Give the Deliverers Deliverables	p. 209
Show, Don't Tell	p. 210
Do's and Don'ts	p. 212
Do	p. 212
Don't	p. 213
What Did You Learn? What Will You Do?	p. 213
6 Acquiring Process Expertise and Tools	p. 215
What Do You Think? What Do You Believe?	p. 215
The Model and the Reality	p. 215
Process Improvement--Make versus Buy	p. 217
Process Improvement Cannot Be Outsourced	p. 217
Some Really Bad Reasons Organizations Acquire Process Expertise or Tools	p. 218
Bad Process Acquisition Reason 1 They Had a Cool Booth at the SEPG Conference	p. 218
Bad Process Acquisition Reason 2 They Guarantee Your Organization Will Be Certified at CMM/CMMI Level in X Months	p. 219
Bad Process Acquisition Reason 3 They're Great Golfing Partners	p. 219
Bad Process Acquisition Reason 4 They're Cheap	p. 220
Bad Process Acquisition Reason 5 They Used to Work at___	p. 220
Why Buy Instead of Make	p. 220
Using IDEAL for Process Acquisition Decisions	p. 221
The Maturing Client-Consultant Relationship	p. 223
What Usually Happens	p. 224
What Should Happen	p. 225
Decision Criteria for Contracting CMMI or Process Consulting	p. 226
What Is the Candidate Consultant Really Selling?	p. 226
What Do the Candidate Consultants Say about ROI on Process Improvement?	p. 226
Is Your Decision Based on the Consultant's Reputation or Verifiable Historical Performance?	p. 226
How Interested Is the Consultant in Learning about Your Organization's Current Process Capability or Organizational Maturity?	p. 227
Decision Criteria for Purchasing Process Tools	p. 227
The Number One Consultant or Vendor Selection Criteria: Trust	p. 228
Do's and Don'ts	p. 229
Do	p. 229
Don't	p. 230
What Did You Learn? What Will You Do?	p. 230
7 Effective Change Leadership for Process Improvement	p. 233
About You, about the Quote, and about the Future	p. 233
Our Future is Yours Alone	p. 235
The Difference between Managing and Leading Change	p. 236
A View of CMMI from the Board Room	p. 237
Doing All the Right Things for All the Wrong Reasons	p. 238
The Holy Grail/Silver Bullet Syndrome	p. 238
Corporate Lemmingology	p. 239
A Golf-Course Mentality of CMMI-Based Process Improvement	p. 240
Why Process Improvement Is So Difficult	p. 241
Appropriate and Inappropriate Process Improvement Decisions	p. 241
Why?	p. 242
When?	p. 242
Who?	p. 243
Which Questions Are Not Yours to Answer	p. 243
Effective and Ineffective Implementation	p. 244
The Leader's Role in CMMI Process Improvement	p. 245
Proven Techniques for Leading Process Improvement	p. 247
Things You Should Do	p. 247
Things You Should Not Do	p. 249
8 Process Improvement Myths and Methodologies	p. 251
About This Chapter	p. 251
How Myths Are Born	p. 252
CMMI and Process Implementation Myths	p. 253
Myth or Methodology: CMM or CMMI Gives Organizations Requirements for Developing Successful Processes	p. 253
Myth or Methodology: Having Higher Maturity Levels Ensures a Software Development Organization Will Be Successful	p. 254
Myth or Methodology: Before Implementing CMM or CMMI, Organizations Are Usually in Total Chaos	p. 254
Myth or Methodology: The Primary and Best Reason for Process Improvement Is to Achieve Maturity Levels	p. 255
Myth or Methodology: CMM or CMMI Will Fix All Your Software and Systems Engineering Problems	p. 256
Myth or Methodology: Model-Based Process Improvement Doesn't Affect What I Do	p. 257
Myth or Methodology: CMM and CMMI Is Rocket Science and Only a Few Geniuses Understand It	p. 257
Appraisal Myths	p. 257
Myth or Methodology: When an Organization Passes an Appraisal, It Gets Certified by SEI at a CMM Maturity Level	p. 258
Myth or Methodology: For an Assessment to Be Official, It Needs to Be Led by Someone from outside the Company	p. 259
Myth or Methodology: You're Not Allowed to Have People from Your Own Organization on the Assessment Team	p. 260
Appendix A References	p. 261
Index	p. 265

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Summary

Summary

Author Notes

Table of Contents