Systematic process improvement using ISO 9001:2000 and CMMI

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170 Transitioning from Legacy Standards The TS PA origins are in SPE activities 3, 4, and 5. 10 However, many of the specific practices found in this PA are new 11 and have their roots in systems engineering practices. These practices should be used early in a project’s life cycle to develop alternative solutions, evolve operational concepts and scenarios, and select product-component solutions based on specific selection criteria. When the solution is selected, the design evolves from the top-level product architecture through the lower detailed levels. Design evolution includes reuse and make–buy decisions, development of technical data packages, design of interfaces, and product implementation. Because many specific and generic practices are new, they have to be evaluated in the context of the TS PA and the CMMI ® as a whole, rather than by trying to identify the similarities and differences between the CMM ® and CMMI ® . Product Integration (PI) The CMMI ® PI PA extends SPE activity 6. 12 Whereas the CMM ® simply requires that product integration be conducted according to the project’s defined process, the CMMI ® is more detailed. Specific integration activities are required, such as these: • Developing an optimal product integration strategy; • Establishing the integration environment; • Developing integration procedures and criteria; • Reviewing and managing interfaces between products or their components; • Assembling products from those components; • Evaluating components; • Packaging and delivering the products or product components. 10.SPE.AC.3: ‘‘The software design is developed, maintained, documented, and verified according to the project’s defined software process, to accommodate the software requirements and to form the framework for coding.’’ SPE.AC.4: ‘‘The software code is developed, maintained, documented, and verified according to the project’s defined software process, to implement the software requirements and software design.’’ SPE.AC.5: ‘‘Software testing is performed according to the project’s defined software process.’’ 11.The specific practices associated with SG 1, Select Product-Component Solutions, are not addressed in the CMM ® . 12.SPE.AC.6: ‘‘Integration testing of the software is planned and performed according to the project’s defined software process.’’
6.1 Differences between the CMM ® and CMMI ® 171 Similar to the TS PA, PI has to be evaluated in the context of the CMMI ® as a whole. Verification (VER) and Validation (VAL) The VER and VAL PAs in the CMMI ® are based on SPE activity 7, 13 and most of the peer review KPA. Although verification and validation are similar and are often confused, they address different aspects of the development process. Verification confirms that work products properly implement specified requirements, whereas validation confirms that the product will fulfill its intended use [2]. SG 2, Perform Peer Reviews, in the VER PA is directly related to the Peer Review KPA of the CMM ® . Likewise, the specific practices associated with the other two goals, SG 1, Prepare for Verification, and SG 3, Verify Selected Work Products, are quite similar to key practices in SPE. As noted earlier for the TS and PI PAs, CMM ® key practices rely on the project’s defined process, whereas the CMMI ® lists specific activities that are required for verifying products or components. The VAL PA is similar in structure to VER and also has roots in activity 7 of the SPE KPA. Organizations transitioning to CMMI ® level 3 may find that they require more rigor than is required in the CMM ® when implementing these two PAs. 6.1.4 Maturity level 4 PAs Maturity level 4 contains two PAs: OPP and QPM. Those PAs address processes that are quantitatively managed, where quantitative objectives for product quality and process performance are established and used for managing the processes through the life cycle. These processes must be understood in statistical terms. Figure 6.5 shows a comparison of the CMM ® and CMMI ® maturity level 4 and 5 PAs. Organizational Process Performance (OPP) This PA strengthens the CMM ® ’s notion of quantitative process management at the organizational level. In the CMM ® , most of the key practices in the QPM KPA deal with a project’s processes. In the CMMI ® , the emphasis is on the organization’s set of standard processes. The measurements collected from various projects are analyzed to establish a process performance baseline and the expected range of results. This baseline is then used when the individual project’s process performance expectations, including quality objectives, are defined. 13.SPE.AC.7: ‘‘System and acceptance testing of the software is planned and performed to demonstrate that the software satisfies its requirements.’’
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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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4.2 CMMI ® 111 from business objec
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4.2 CMMI ® 113 SG 1 SP 1.1-1 SP 1.
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4.2 CMMI ® 115 SG 3 SP 3.1-1 SP 3.
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4.2 CMMI ® 117 Why is this importa
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220 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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