Systematic process improvement using ISO 9001:2000 and CMMI

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162 Transitioning from Legacy Standards wherever possible. If there is no equivalent specific practice at the same maturity level, we will consider key practices at the next higher level. When analyzing similarities and differences between the models, a mapping, such as that given in [3], may be useful. Because of the cumulative nature of KPAs and PAs, projects in high-maturity organizations will benefit from their higher maturity processes even when they implement lower level PAs. When comparing the models we may distinguish two cases: (1) organizations that are new to process improvement and are committed to using the CMMI ® and (2) organizations that are transitioning from the CMM ® to the CMMI ® . Organizations in either of those cases will approach the CMMI ® requirements differently. An organization transitioning from the CMM ® to the CMMI ® will have to perform a gap analysis to determine what it has to do to preserve its investment in the CMM ® and still satisfy the CMMI ® requirements. On the other hand, an organization new to process improvement will also perform a gap analysis, but will be free to select the implementation road map that best suits its business goals. As Figure 6.3 shows, most KPAs have migrated from the CMM ® to the CMMI ® . They have been extended to include systems engineering concepts not present in the CMM ® resulting, at least, in name changes. For example, Software Configuration Management (SCM) in the CMM ® has become Configuration Management in the CMMI ® . Software Project Planning (SPP) is now Project Planning. A new PA that is not in the CMM ® , Measurement and Analysis, has been added. Requirements Management (REQM) Let us start with the REQM PA. The first specific practice, SP 1.1, Obtain Understanding of the Requirements, is new in the CMMI ® . It merges activities from Software Process Engineering (SPE) and Intergroup Coordination (IC) 5 and extends them to include all system requirements, not just software requirements. SP 1.2, Obtain Commitments to Requirements, and SP 1.3, Manage Requirements Changes, closely match the CMM ® RM activities 1 and 3, respectively. In the CMM ® , requirements traceability is buried in level 3 as a subpractice to SPE activity 10. The CMMI ® elevates traceability to SP 1.4, Maintain Bidirectional Traceability of Requirements. This means that the source and the user of each requirement is known and that related information such as 5. SPE.AC.2: ‘‘The software requirements are developed, maintained, documented, and verified by systematically analyzing the allocated requirements according to the project’s defined software process.’’ IC.AC.1: ‘‘The software engineering group and the other engineering groups participate with the customer and end users, as appropriate, to establish the system requirements.’’
6.1 Differences between the CMM ® and CMMI ® 163 project plans, systems designs, implementation, and user documentation associated with each requirement are also known. In the continuous representation, it is expected that the REQM PA will be implemented with the RD and TS PAs. Unfortunately, this is less obvious in the staged representation where the RD and TS PAs belong to maturity level 3 and REQM belongs to level 2. However, this should not preclude those organizations using the staged CMMI ® representation from implementing these PAs even though they appear to be ‘‘out of sequence.’’ Project Planning (PP) Most of the CMM ® SPP activities are repackaged in the CMMI ® as specific practices, resulting in more high-level practices than are in the CMM ® .An explicit requirement for establishing the work breakdown structure (WBS) has been added in SP 1.1, Estimate the Scope of the Project, subpractice 1, Develop a WBS based on the product architecture. The WBS is used for defining work packages, estimation, and resource allocation. The CMM ® requires the management of important work products. This is extended in the CMMI ® through SP 2.3, Plan for Data Management. It requires an organization to plan for the documentation required to support all project areas, such as engineering, administration, logistics, and quality. Project deliverables and nondeliverables are included. The SP 2.4, Plan for Project Resources, addresses CMM ® SPP activities 11 and 14. It also adds a requirement for determining process and staffing requirements based on the WBS, which is addressed in only general terms (‘‘adequate resources’’) in the CMM ® SPP AB 3. SP 2.5, Plan for Needed Knowledge and Skills, is equivalent to activity 1 in the CMM ® training program KPA but it now appears at maturity level 2. SP 2.6, Plan Stakeholder Involvement, is stronger in the CMMI ® than the CMM ® requirement for keeping ‘‘all affected groups’’ informed. It suggests that for each major activity, a project should identify the affected stakeholders and those who have the expertise needed to conduct the activity. A twodimensional matrix with stakeholders along one axis and project activities along the other axis is a convenient format for accomplishing this identification [2]. This specific practice provides a foundation for GP 2.7, Identify and Involve Relevant Stakeholders, in most other PAs. One of the more prominent changes is the rigorous requirement for obtaining commitment to the plan, described in SG 3, Obtain Commitment to the Plan. This goal integrates the requirements of the CMM ® SPP, Software Project Tracking and Oversight (SPTO), and IC KPAs. It requires review of all plans that affect the project, reconciling work and resource levels, and
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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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4.2 CMMI ® 107 SG 1 SP 1.1-1 SP 1.
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4.2 CMMI ® 109 Why is this importa
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212 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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