Systematic process improvement using ISO 9001:2000 and CMMI

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192 Transitioning from Legacy Standards tions on the implementation sequence come when formally appraising the processes using one of the formal appraisal methods rather than from the CMMI ® itself. The staged representation does not encourage large variations in PA implementation. Let us look at the PA structure. At maturity level 3 the AB common feature GP 3.1, Establish a Defined Process, is followed by GP 2.2, Plan the Process. As was shown earlier, GP 3.1 requires the IPM PA to be implemented before it can be institutionalized. Although this is a natural sequence of GPs, an organization will benefit from raising all PAs to capability level 2 first, similar to CMMI ® implementation using the continuous representation. In addition, all level 2 PAs contain the generic goal GG 3, Institutionalize a Defined Process. This means that as an organization climbs the maturity ladder it has to revisit the maturity level 2 PAs and elevate them to maturity level 3 by institutionalizing GG 3. Again, there are several ways to address the level 3 PAs. Obviously, organizations should first implement and institutionalize the OPF, OPD, and IPM PAs and then tackle the other PAs. We recommend addressing the engineering PAs (in continuous representation terminology): REQM, RD, TS, PI, VER, and VAL, in parallel with, for example, RSKM and DAR, or OT. Summary The preceding discussion described how an organization without process improvement experience could advance its process capability or maturity level by judiciously implementing PAs and systematically improving its processes. Although either the continuous or the staged representation can be used, it appears that the continuous representation provides somewhat more freedom of implementation. However, careful inspection of the described steps shows that the majority of the PAs implemented in the initial steps of the continuous representation approach are identical to the staged representation level 2 PAs. This also points to the potential hybrid approach described in [5]. 6.3.2 Transitioning from CMM ® maturity level 2 to CMMI ® maturity level 2 We have analyzed the similarities and differences between the CMM ® and CMMI ® PAs and their practices and explored the concept of threads in Section 6.1.5. Now let us see what a CMM ® maturity level 2 organization has to do to transition to CMMI ® maturity level 2. As mentioned earlier, such an
6.3 Transitioning from the CMM ® to the CMMI ® 193 organization will usually select the staged representation for this transition because of the familiar model structure. Table 6.13 indicates what a CMM ® maturity level 2 organization has to do to satisfy CMMI ® requirements. Because a CMM ® level 2 organization already has experience in process improvement, it should now concentrate on the similarities and differences between the models described in Section 6.1. To establish a stable framework for further implementation and institutionalization, we again start by implementing and institutionalizing the OPF PA, followed by the implementation of GP 2.1. 15 It is important to note that some steps in Table 6.13 may be executed iteratively or in parallel with other steps. This is especially true for the PAs that support or enable generic practices. Table 6.13 Steps Level 2 Transitioning Activities 1 Ensure that the process improvement infrastructure is still valid; include systems engineering (or software systems engineering) (OPF SG 1). For each level 2 process area: 2 Review and revise organizational policies; extend software engineering to include systems engineering (GP 2.1, Establish an Organizational Policy). 3 Review process descriptions and associated plans. Revise if necessary. (Note: if plans do not include process descriptions, they will have to be modified.) (GP 2.2, Plan the Process) 4 Train staff in new policies, processes, plans (GP 2.5, Train People). 5 Ensure that each process area has adequate resources and that responsibilities for performing the process are assigned (GP 2.3, Provide Resources; GP 2.4, Assign Responsibility). 6 Review stakeholder identification and involve stakeholders in process activities (GP 2.7, Identify and Involve Relevant Stakeholders). 7 Review implementation of the REQM, PP, PMC, SAM, PPQA, and CM process areas. Make sure that the CMMI ® differences are accounted for. 8 Develop and execute a strategy for implementing the MA process area. 9 Ensure adequate implementation of GP 2.6, Manage Configurations; GP 2.8, Monitor and Control the Process; and GP 2.9, Objectively Evaluate Adherence. 10 Make sure that the MA contribution is taken into account for GP 2.8. 11 Periodically review this effort with senior management (GP 2.10, Review Status with Senior Management). 15.Note that in a practical application, a gap analysis would be performed to identify the gaps in the CMMI ® implementation to be addressed.
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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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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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