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Summary
Summary
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
Table of Contents
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 |