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Systematic process improvement using ISO 9001:2000 and CMMI

Systematic process improvement using ISO 9001:2000 and CMMI

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xviii<br />

Preface<br />

organizations have put into developing their <strong>process</strong> <strong>improvement</strong><br />

approaches <strong>using</strong> legacy st<strong>and</strong>ards <strong>and</strong> models. Although many approaches<br />

can be devised for transitioning from legacy st<strong>and</strong>ards to new st<strong>and</strong>ards, the<br />

examples presented outline the basic steps from which all other approaches<br />

can be derived, depending on the <strong>process</strong> <strong>improvement</strong> maturity of an organization.<br />

In Chapter 7, we describe a <strong>process</strong> <strong>improvement</strong> approach based on the<br />

<strong>ISO</strong>–<strong>CMMI</strong> ® synergy for an organization with no prior <strong>process</strong> <strong>improvement</strong><br />

experience. Then we address several specific cases that can be useful for<br />

organizations that have previously implemented <strong>process</strong> <strong>improvement</strong>s<br />

based on one or both of the st<strong>and</strong>ards. Chapter 8 covers major appraisal<br />

methods <strong>and</strong> discusses steps for preparing for <strong>ISO</strong> registration <strong>and</strong> <strong>CMMI</strong> ®<br />

appraisals. Those appraisal methods are not only used for obtaining a formal<br />

rating, but also as a tool for determining <strong>process</strong> <strong>improvement</strong> opportunities<br />

in the diagnosing phase of the IDEAL SM <strong>process</strong> <strong>improvement</strong> cycle.<br />

Finally, in Chapter 9 we provide mappings between <strong>ISO</strong> <strong>9001</strong>:<strong>2000</strong> <strong>and</strong><br />

the <strong>CMMI</strong> ® as a useful tool for judging organizational compliance with <strong>ISO</strong>,<br />

the <strong>CMMI</strong> ® , or both. Mappings are subjective interpretations of each st<strong>and</strong>ard’s<br />

clauses in terms of another st<strong>and</strong>ard. They are useful for extrapolating<br />

knowledge from the more familiar to the less familiar, but they do not replace<br />

a true underst<strong>and</strong>ing of the st<strong>and</strong>ards.<br />

The outlined approach is based on our experience with organizations<br />

that use both <strong>ISO</strong> <strong>and</strong> the CMM(I) ® . The various cases <strong>and</strong> the <strong>process</strong><br />

<strong>improvement</strong> steps described in the book have been developed to help the<br />

reader avoid <strong>process</strong> <strong>improvement</strong> traps <strong>and</strong> dead ends. However, every<br />

organization will have to analyze its specific situation, <strong>using</strong> the approaches<br />

described as a guideline. We believe that the steps described in this book will<br />

be helpful <strong>and</strong> will provide sufficient guidance for implementing systematic<br />

<strong>process</strong> <strong>improvement</strong> <strong>using</strong> <strong>ISO</strong> <strong>9001</strong>:<strong>2000</strong> <strong>and</strong> the <strong>CMMI</strong> ® .

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