Systematic process improvement using ISO 9001:2000 and CMMI

128 ISO 9001:2000 and CMMI ® Synergy
• Monitoring;
• Inspection and test activities performed;
• Collection of associated records.
All of this is aimed at ensuring that the product satisfies customer requirements.
Additional information is provided in ISO 10005, Quality management—Guidelines
for quality plans [4]. ISO 9001, however, is mute on the
concept of tailoring the QMS (the organization’s standard process) to develop
this plan.
The CMMI ® adds this powerful idea: An organization has a standard
process (QMS) that is systematically tailored to produce a project’s defined
process (quality plan). From the CMMI ® point of view, the ISO quality plan
reflects the project’s defined process and includes the project plan, systems
engineering management plan, software development plan, and system master
schedule. For organizations at higher capability or maturity levels, this
means that an ‘‘integrated plan’’ has to be developed (as defined in the IPM
PA). An integrated plan:
• Incorporates project needs, objectives, and requirements;
• Addresses customers and users;
• Integrates other plans that affect the project, such as QA and CM
plans;
• Defines the risk management strategy;
• Incorporates the project’s defined process.
Quality management ISO defines quality management as ‘‘coordinated
activities to direct and control an organization with regard to quality’’ [3].
These are the activities for setting up quality policies and quality objectives,
establishing a quality plan, quality assurance and quality control, and implementing
quality improvements. The CMMI ® uses quality management terminology
much more narrowly, primarily as part of quantitative management
activities.
The ISO sense of quality management—based on the principles espoused
in ISO 9000, especially process approach, systems approach, and continual
improvement—are found throughout the CMMI ® .