Systematic process improvement using ISO 9001:2000 and CMMI

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x Contents 8 Appraisal/Registration . . . . . . . . . . . 239 8.1 SCAMPI SM 240 8.1.1 Some history 240 8.1.2 SCAMPI SM overview 242 8.2 ISO 9001:2000 registration process 252 8.3 TickIT 258 8.4 Using SCAMPI SM to prepare for ISO 9001:2000 registration 260 8.5 Summary 261 References 261 9 Document Mapping . . . . . . . . . . . . 263 9.1 Mapping: ISO 9001:2000 to the CMMI ® 264 9.2 Inverse mapping: CMMI ® to ISO 9001:2000 268 References 281 Acronyms . . . . . . . . . . . . . . . 283 About the Authors . . . . . . . . . . . . 287 Index . . . . . . . . . . . . . . . . 289
Foreword As we began the work in 1998 to bring together three closely related models for process improvement (one for software engineering, one for systems engineering, and one for integrated product development) with the idea of creating the Capability Maturity Model Integrated ® (CMMI ® ), we noted the significant improvements that were being made in the ISO 9000 series that became ISO 9000:2000. We knew that one of the challenges that lay ahead was to ensure that organizations could capitalize on the improvements that both of these efforts made available, resulting in highquality development. Many organizations struggle when confronted with multiple standards. Those standards often have different architectures, use different languages, and have different appraisal methods. Usually, organizations address the one standard that is demanded in the next proposal or project or is recognized in the industry as a ‘‘must.’’ Sometimes, management reads about the benefits of some new model or standard or hears about it at a conference, and it then becomes important that their next procurement be based on that new standard, model, or framework. What happens next Standards are revised, the newly developed standards are vastly different, old standards or models will be retired, new appraisal methods are developed—and the cycle starts again. Boris and Harvey have shown with this work that multiple standards can be addressed simultaneously, by developing a process architecture that is compliant with all of them. This is because there is always a large overlap among the frameworks—most standards and models are based on a set of best practices—so by definition they have to have something in common. Most process improvement professionals have experienced such dilemmas and say that the best approach to process improvement is to have clear goals xi
Page 3 and 4: Systematic Process Improvement Usin
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Page 7 and 8: To our wives, Mirta and Susan, and
Page 9 and 10: Contents Foreword . . . . . . . . .
Page 11: Contents ix 5.6 Summary of ISO requ
Page 15: Foreword xiii tion’s investment i
Page 18 and 19: xvi Preface Audience for this book
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Page 25 and 26: Introduction 3 Figure 1.1 Framework
Page 27 and 28: 1.2 Process improvement approaches
Page 29 and 30: 1.3 Synergy 7 Figure 1.2 Systematic
Page 31 and 32: 1.3 Synergy 9 • Educated and well
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3.3 CMM ® for software 41 Figure 3
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3.4 ISO TR 15504 43 • Defect Prev
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3.4 ISO TR 15504 45 Table 3.5 ISO T
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3.5 EIA/IS-731 47 Table 3.7 Managem
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3.5 EIA/IS-731 49 Table 3.8 EIA/IS-
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3.5 EIA/IS-731 51 Table 3.9 EIA/IS-
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3.6 FAA-iCMM ® 53 of the model (su
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3.6 FAA-iCMM ® 55 Table 3.12 Capab
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3.7 Summary 57 Table 3.13 Maturity
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CHAPTER 4 Contents 4.1 ISO 9001:200
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4.1 ISO 9001:2000 61 the current st
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4.1 ISO 9001:2000 63 Principle 4: p
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4.1 ISO 9001:2000 65 agement level
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4.1 ISO 9001:2000 67 for understand
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4.1 ISO 9001:2000 69 • Which tool
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4.1 ISO 9001:2000 71 responsibility
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4.1 ISO 9001:2000 73 It is often sa
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4.1 ISO 9001:2000 75 covery of erro
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4.1 ISO 9001:2000 77 measured, and
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4.2 CMMI ® 79 resistance to this p
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4.2 CMMI ® 81 and staged represent
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4.2 CMMI ® 83 Figure 4.4 Continuou
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4.2 CMMI ® 85 Table 4.6 Category C
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4.2 CMMI ® 87 Table 4.7 Generic Go
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4.2 CMMI ® 89 Table 4.8 Generic Go
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4.2 CMMI ® 91 Why is this importan
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4.2 CMMI ® 97 • Identifying and
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4.2 CMMI ® 99 uous representation
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4.2 CMMI ® 101 SG 2 SP 2.1-1 SP 2.
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4.2 CMMI ® 103 Interfaces between
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4.2 CMMI ® 105 SP 2.6-1 SP 2.7-1 S
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4.2 CMMI ® 107 SG 1 SP 1.1-1 SP 1.
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4.2 CMMI ® 109 Why is this importa
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4.2 CMMI ® 111 from business objec
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4.2 CMMI ® 113 SG 1 SP 1.1-1 SP 1.
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4.2 CMMI ® 115 SG 3 SP 3.1-1 SP 3.
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4.2 CMMI ® 117 Why is this importa
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4.2 CMMI ® 119 [5] Quality managem
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122 ISO 9001:2000 and CMMI ® Syner
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154 Transitioning from Legacy Stand
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206 Approaches Using ISO-CMMI ® Sy
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CHAPTER 8 8.1 SCAMPI SM Contents 8.
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8.1 SCAMPI SM 241 Appraisal Framewo
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8.1 SCAMPI SM 243 within the select
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8.1 SCAMPI SM 245 Figure 8.2 Charac
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8.1 SCAMPI SM 247 • Organizationa
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8.1 SCAMPI SM 249 relevant stakehol
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8.1 SCAMPI SM 251 time in the appra
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8.2 ISO 9001:2000 registration proc
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8.3 TickIT 259 Figure 8.5 TickIT st
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8.5 Summary 261 in Chapter 7, achie
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CHAPTER 9 Contents Document Mapping
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9.1 Mapping: ISO 9001:2000 to the C
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9.1 Mapping: ISO 9001:2000 to the C
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9.2 Inverse mapping: CMMI ® to ISO
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284 Acronyms FAM FAA-iCMM ® Apprai
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286 Acronyms SCAMPI SM Standard CMM
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Index A audience, this book, xv-xvi
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Index 291 design and development, 1
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Index 293 technical solution (TS),
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Index 295 ISO 9001:2000 transition,
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Index 297 organizational innovation
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Index 299 S supplier agreement mana
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Systematic process improvement using ISO 9001:2000 and CMMI

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