Systematic process improvement using ISO 9001:2000 and CMMI

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174 Transitioning from Legacy Standards With the introduction of the CMMI ® continuous representation, process improvement has received the freedom to choose the order of PA implementation. Simply stated, there is no specific order for implementing PAs in the continuous representation of the CMMI ® . Each PA can be at any capability level. Capability levels are, however, cumulative; they build on one another. As shown in Figure 6.6, higher capability levels include the attributes of the lower capability levels and, therefore, cannot be skipped. Further inspection of the generic and specific practices within and among PAs shows that some GPs depend on the support of the associated PAs. For example: • GP 2.6, Manage Configurations, depends on the implementation of the CM PA. • GP 2.9, Objectively Evaluate Adherence, depends on the PPQA PA. Figure 6.6 Capability levels are cumulative.
6.2 Differences between ISO 9001:1994 and ISO 9001:2000 175 • GP 2.8, Monitor and Control the Process, relies on both the MA and PMC PAs. Other GPs cannot be implemented without having certain PAs in place. For example, GP 3.1, Establish a Defined Process, requires that the OPD and IPM PAs be implemented. Thus, there are certain threads to be considered when implementing generic practices and associated PAs. The CMMI ® provides some help by indicating cross-references from one PA to another in italicized text in the PA descriptions. Although common features of the CMM ® also depend on the implementation of some KPAs, this is not strongly emphasized. Capability level 3 generic practices subsume part of the IPM PA [2]. This means that in order to implement GP 3.1 and 3.2, some portions of the IPM PA have to be implemented. On the other hand, even if all of the individual PAs up to capability level 3 are implemented, IPM may not be satisfied if the capability level 3 implementation is not integrated. Although these relationships sound complicated, understanding them will lead to an effective process improvement strategy. Later, we will explore this in a little more detail, contrasting the required progression found in the staged representation of the CMMI ® with the implementation freedom found in the continuous representation. We will also see that a hybrid approach, using a combination of the staged and continuous representations, is possible and may be effective for certain organizations [5]. 6.2 Differences between ISO 9001:1994 and ISO 9001:2000 We now discuss the major similarities and differences between the 1994 and 2000 versions of ISO 9001. For a quick reference, Annex B to ISO 9001:2000 shows correspondence between the new standard and ISO 9001:1994 [6]. However, as pointed out in Chapter 5, the use of cross-reference tables may be inadequate when implementing this new standard. Very often the wording of the clauses may be the same but the requirements and explanations are quite different. Because ISO 9001:2000 is based on eight quality management principles and a process and systems engineering approach, it is markedly different from the 1994 version. The new requirements encompass not only product development and implementation, but also emphasize continual improvement of those processes. A superficial translation of the requirements is no substitute for deep understanding. For a more detailed explanation of the differences and enhancements, refer to [7].
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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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4.2 CMMI ® 119 [5] Quality managem
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122 ISO 9001:2000 and CMMI ® Syner
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224 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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