Systematic process improvement using ISO 9001:2000 and CMMI

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154 Transitioning from Legacy Standards Figure 6.1 Chapter overview. engineering) and choosing one of the CMMI ® model representations (continuous or staged). For those organizations that have already achieved a CMM ® maturity level, we show how they can transition to the CMMI ® for these situations: • CMM ® maturity level 2 to CMMI ® maturity level 2 in Section 6.3.2; • CMM ® maturity level 3 to CMMI ® maturity level 3 in Section 6.3.3; • CMM ® maturity level 2 to CMMI ® maturity level 3 in Section 6.3.4. In Section 6.4, we show how an ISO 9001:1994 registered organization can transition to ISO 9001:2000. The ease of transition will greatly depend on the structure of the organization’s QMS. Although transitioning from ISO 9001:1994 to ISO 9001:2000 is by no means easy, it is much more straightforward than the CMM ® to CMMI ® transition because there are no special cases. Due to ISO 9001’s structure, an organization is either registered or not.
6.1 Differences between the CMM ® and CMMI ® 155 In Chapter 7, we extend these steps and show how the synergy between the standards can be used to efficiently achieve ISO registration, CMMI ® maturity or capability levels, or both. What does it take for an organization to achieve ISO registration or attain a CMMI ® maturity level First, a gap analysis is performed and process improvement is planned using the IDEAL SM model discussed in Chapter 2. Then, in the establishing phase of the model, the actual transitioning steps are implemented. In the absence of a gap analysis reflecting specific organizational requirements, we will discuss such a transition in general terms. 6.1 Differences between the CMM ® and CMMI ® To understand the transition steps and the impact of the transition itself, the similarities and differences between the CMM ® and CMMI ® should be understood. In Section 4.2.1 we listed the source models that were considered when the CMMI ® was created. In this chapter, we limit our comparison to the CMM ® v1.1 because it is the most widely used. In this section, we contrast the major features of the models. As noted earlier, one has to understand both models thoroughly to appreciate their similarities and differences. The similarities and differences are sometimes quite subtle, but are nevertheless important. One often overlooked difference between the CMM ® and CMMI ® is the change in style. The CMM ® uses the passive voice in the key practice descriptions, whereas the CMMI ® uses active voice. To some, this may imply that the CMMI ® is prescriptive, while the CMM ® merely points to the best practices for managing and developing software. On the other hand, the CMMI ® does not have the requirements for developing and using documented procedures that appear in the CMM ® . Let us address those differences starting with a discussion of the model architecture and continuing with the differences in the PAs. The descriptions in this chapter extend the Chapter 5 discussions. 6.1.1 Institutionalization The structure of the PAs in the CMM ® and CMMI ® staged representation is somewhat different. In the CMM ® , the Commitment to Perform (CO), Ability to Perform (AB), Measurement and Analysis (ME), and Verifying Implementation (VE) common features are used to institutionalize processes. They have an impact on the KPA goals through the links indicated in the appendix of [1]. In the CMMI ® , each PA has generic goals that are used to group generic
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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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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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204 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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