Systematic process improvement using ISO 9001:2000 and CMMI

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136 ISO 9001:2000 and CMMI ® Synergy discussed earlier, an OSSP may be considered equivalent to a QMS. By implementing GP 2.1 across all PAs, an organization will be on its way to satisfying the requirements for a QMS. CMMI ® GP 2.6 supports the ISO requirements for the control of documents (ISO clause 4.2.3) and control of records (ISO clause 4.2.4). Note that the CMMI ® Level 3 generic practices, GP 3.1, Establish a Defined Process, and GP 3.2, Collect Improvement Information, are not initially required by the CMMI ® . Process improvement can be started without them and they can be introduced after an organization has already attained some process improvement capability. However, awareness of these practices certainly helps while establishing the OSSP. In addition, these GPs are required for satisfying the ISO requirements. In the next chapter, we will see how one can capitalize on their early implementation. The only GPs not mapped to ISO Section 4 are GP 2.4, Assign Responsibility, GP 2.5, Train People, and GP 2.10, Review Status with Higher Level Management. These three practices are not explicitly addressed in Section 4 but are expected by other ISO sections. Let us now compare ISO Sections 5 through 8 to the CMMI ® generic practices. Table 5.4 summarizes this comparison and shows a very strong relationship between the generic practices and the ISO sections. This is particularly significant because it indicates that the generic practices can be used to establish, improve, and institutionalize the QMS. ISO 9001:2000 primarily addresses issues that concern the whole organization in Sections 5 and 6 and it addresses product issues in Sections 7 and 8. The CMMI ® distinguishes between the organizational and project process aspects and carefully builds organizational processes on the strengths of the project processes. ISO does not address the relationship between the OSSP and project process at all. Therefore when interpreting the CMMI ® we have to be careful when applying GPs and SPs from organizational and project PAs. It is interesting to note that all CMMI ® generic practices are mapped to one or more ISO clauses. The message of this comparison is that institutionalizing the processes required by the CMMI ® leads to a stable and strong process infrastructure that will also satisfy the ISO requirements. 5.5.2 Process areas and specific practices We now compare ISO requirements to CMMI ® PAs and specific practices. For that purpose, we use ISO sections and discuss how the CMMI ® can be used to implement this section.
5.5 Synergy 137 Table 5.4 ISO 9001:2000 Comparison of ISO Sections 5–8 and CMMI ® Generic Practices CMMI ® Generic Practices 5.0 Management GP 2.1 Establish an Organizational Policy responsibility GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.10 Review Status with Higher Level Management GP 3.1 Establish a Defined Process 6.0 Resource management GP 2.3 Provide Resources GP 2.5 Train People 7.0 Product realization GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.6 Manage Configuration GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management GP 3.1 Establish a Defined Process 8.0 Measurement, GP 2.1 Establish an Organizational Policy analysis, and GP 2.2 Plan the Process improvement GP 2.4 Assign Responsibility GP 2.6 Manage Configuration GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 3.2 Collect Improvement Information 5.5.2.1 QMS As described in Chapter 4, ISO Section 4, Quality Management System, contains the basic requirements for establishing, documenting, implementing, maintaining, and improving the QMS. Most other ISO sections refer to this section. Therefore, it is important to understand this section in depth when comparing it to the CMMI ® . What does this mean in terms of CMMI ® Most ISO Section 4 requirements are satisfied by the OPD PA. The OPD PA goes further than ISO: It requires organizations to define a set of life-cycle models to be used by projects when they tailor the OSSP. It also requires an organizational measurement repository and a process asset library, which is different from the ISO requirement for controlling records (ISO 4.2.4). Although OPD is a
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Systematic Process Improvement Usin
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Systematic Process Improvement Usin
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To our wives, Mirta and Susan, and
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Contents Foreword . . . . . . . . .
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Contents ix 5.6 Summary of ISO requ
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Foreword As we began the work in 19
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Foreword xiii tion’s investment i
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xvi Preface Audience for this book
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xviii Preface organizations have pu
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CHAPTER 1 Contents 1.1 Role of fram
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Introduction 3 Figure 1.1 Framework
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1.2 Process improvement approaches
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1.3 Synergy 7 Figure 1.2 Systematic
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1.3 Synergy 9 • Educated and well
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1.3 Synergy 11 References [1] Shear
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14 Process Improvement • Identifi
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16 Process Improvement life-cycle m
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18 Process Improvement Although the
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20 Process Improvement Figure 2.2 I
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22 Process Improvement To help reso
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24 Process Improvement improvement
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26 Process Improvement 2. Analyze r
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28 Process Improvement Table 2.1 Im
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CHAPTER 3 Contents 3.1 Relationship
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3.1 Relationships between framework
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3.3 CMM ® for software 35 by its u
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3.3 CMM ® for software 37 Table 3.
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3.3 CMM ® for software 39 Figure 3
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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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186 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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