Systematic process improvement using ISO 9001:2000 and CMMI

4.2 CMMI ® 117
Why is this important
DAR addresses a formal decision-making process that need not—and should
not—be applied to all issues. Thus, the first specific practice establishes guidelines
for determining when a formal decision analysis process is appropriate.
For those decisions that are properly in the scope of a formal process,
evaluation criteria and evaluation methods must be determined. The range
of alternative solutions is then identified, usually by involving stakeholders
with diverse backgrounds, opinions, and goals. The alternatives are evaluated
against the defined criteria and a solution is selected. Documentation of the
rationale for that selection and the rejection of others allows the analysis to
be reused and the assumptions to be reevaluated as part of ongoing risk
management activities.
This PA supports all other PAs that require a formal evaluation process.
Causal Analysis and Resolution
The purpose of causal analysis and resolution is to identify causes of defects
and other problems and take action to prevent them from occurring in the
future.
SG 1
SP 1.1-1
SP 1.2-1
SG 2
SP 2.1-1
SP 2.2-1
SP 2.3-1
Determine Causes of Defects
Select Defect Data for Analysis
Analyze Causes
Address Causes of Defects
Implement the Action Proposals
Evaluate the Effect of Changes
Record Data
Why is this important
CAR goes beyond defect detection and correction. This PA involves identifying
the reasons problems and defects occur and taking action to remove
those reasons. Effective application of CAR practices requires an organization
to have processes that are quantitatively understood and managed.
Defects (or other problems) must first be selected for analysis by using,
for example, Pareto analyses. The root causes of the selected defects are then
determined by using, for example, Ishikawa diagrams. Proposals for removal
of the root cause(s) are then evaluated and implemented and the results are
measured.