Systematic process improvement using ISO 9001:2000 and CMMI
Systematic process improvement using ISO 9001:2000 and CMMI
Systematic process improvement using ISO 9001:2000 and CMMI
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78 Revised Frameworks: <strong>ISO</strong> <strong>9001</strong>:<strong>2000</strong> <strong>and</strong> the <strong>CMMI</strong> ®<br />
This section clearly supports the <strong>ISO</strong> 9000:<strong>2000</strong> continual <strong>improvement</strong><br />
principle. Action must be taken to correct nonconformances <strong>and</strong> prevent<br />
their future occurrence.<br />
Supporting activities include examining the types <strong>and</strong> number of problems,<br />
determining their causes, evaluating the need for change, identifying<br />
<strong>and</strong> planning corrective <strong>and</strong> preventive actions, <strong>and</strong> measuring the effect of<br />
those activities.<br />
4.2 <strong>CMMI</strong> ® The success of the CMM ® led to a proliferation of capability maturity models:<br />
software, systems engineering, software acquisition, people, <strong>and</strong> security—<br />
just to name a few that are used by practitioners <strong>and</strong> are often required by<br />
acquisition authorities. Another look at the frameworks quagmire shown in<br />
Chapter 1 will suffice to convey this message. Implementing more than<br />
one CMM ® means confronting multiple definitions, jargon, <strong>and</strong> overlapping<br />
<strong>process</strong> areas. Furthermore, each of the CMM ® s has a unique <strong>and</strong> timeconsuming<br />
associated appraisal method. Thus, among the <strong>CMMI</strong> ® goals were<br />
these:<br />
• Reduce the cost of implementing <strong>process</strong> <strong>improvement</strong>s when several<br />
disciplines have to be considered.<br />
• Enhance underst<strong>and</strong>ing.<br />
• Eliminate duplication <strong>and</strong> inconsistencies among the models.<br />
• Develop common components.<br />
• Ensure consistency with the emerging <strong>ISO</strong> TR 15504 st<strong>and</strong>ard.<br />
CMM ® integration was necessary for more reasons than model efficiency.<br />
Software is an integral part of so many products that addressing its interaction<br />
with systems engineering is not optional—it is required. Even st<strong>and</strong>ards that<br />
carry the software name in their title, such as IEEE 12207 <strong>and</strong> 1074, address<br />
systems analysis <strong>and</strong> design as a part of the life cycle. What was once known<br />
as a software life cycle is now rapidly becoming a product life cycle.<br />
In late 1998, the U.S. government directed the SEI to start working on<br />
CMM ® integration. Development of CMM ® v2.0 was halted <strong>and</strong> resources<br />
were channeled to the CMM ® integration effort. The <strong>CMMI</strong> ® project was<br />
born. In the beginning, the <strong>process</strong> <strong>improvement</strong> community showed some
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