Systematic process improvement using ISO 9001:2000 and CMMI

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158 Transitioning from Legacy Standards Table 6.1 Managed Process Activity GP Project Plan Content Adhere to organizational policies. GP 2.1 Follow established plans and GP 2.2 • Process description process descriptions. • Standards for the work products and services of the process • Requirements for the work products and services of the process • Specific objectives for the performance of the process (e.g., quality, time scale, cycle time, and resource usage) • Dependencies among the activities, work products, and services of the process Provide adequate resources. GP 2.3 • Resources (including funding, people, and tools) Assign responsibility and GP 2.4 • Assignment of responsibility authority for performing the and authority process. Train the people performing and GP 2.5 • Training needed for performing supporting the process. and supporting the process Place designated work products GP 2.6 • Work products to be placed under appropriate levels of CM. under configuration management • Level of configuration management for each item Identify and involve relevant GP 2.7 • Involvement of identified stakeholders. stakeholders Monitor and control the GP 2.8 • Measurement requirements for performance of the process insight into the performance of against the plans for performing the process, its work products, the process and take corrective and its services actions. • Activities for monitoring and controlling the process Objectively evaluate the process, GP 2.9 • Objective evaluation activities of its work products, and its services the process and work products for adherence to the process descriptions, standards, and procedures, and address noncompliance. Review the activities, status, and GP 2.10 • Management review of results of the process with higher activities and work products level management and resolve issues.
6.1 Differences between the CMM ® and CMMI ® 159 improvement practitioners show that considerable confusion surrounds the process improvement community about the implementation of GP 2.2. Table 6.1 identifies the topics that have to be covered in the project plan. Depending on the maturity level of the organization, this common feature may also contain GP 3.1, Establish a Defined Process, for which no equivalent exists in the CMM ® . This GP requires the institutionalization of an organizational standard process, which then must be tailored for a particular implementation. It also implies that the IPM PA should be implemented before other PAs can be implemented and institutionalized at maturity level 3. With the project’s defined process in place, GP 2.2 must be revisited to reflect process tailoring. As we will see later, this means that GP 3.1 will enable maturity level 2 PAs to improve as an organization matures. This situation is more critical in the continuous representation because PAs can be implemented without a specific order, whereas GP 3.1 will follow level 3 maturity institutionalization in the staged representation. Directing Implementation The newly created DI common feature in the CMMI ® includes the following CMM ® key practices: • Monitor and control the process. • Measure the process. • Analyze measurements. • Review with project management. DI also includes the new generic practices, GP 2.6, Manage Configurations, GP 2.7, Identify and Involve Relevant Stakeholders, and the maturity level 3 practice, GP 3.2, Collect Improvement Information. Many of the CMM ® activities performed practices contain a subpractice stating that the ‘‘[Software work products, as appropriate] are managed and controlled.’’ This practice has become CMMI ® GP 2.6. A discussion similar to that regarding GP 3.1 applies to GP 3.2 shown in Table 6.2. It implies that implementation of the OPD PA is required before GP 3.2 can be successfully implemented, because this generic practice requires an organization to have already established a measurement repository (OPD SP 1.4) and a process asset library (OPD SP 1.5). Some of the GPs with corresponding practices invoked elsewhere in the CMM ® are spelled out in the CMMI ® in one place and are required for
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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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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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208 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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