Systematic process improvement using ISO 9001:2000 and CMMI

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198 Transitioning from Legacy Standards The OT PA will also have to be revisited to ensure that the CMMI ® - specific practices are addressed. Most level 3 organizations with solid training programs will have little difficulty implementing this PA. The emphasis on strategic training needs and the analysis and assessment of training effectiveness may be new. In Table 6.14, step 9, we singled out IPM SG 2, Coordinate and Collaborate with Relevant Stakeholders. As indicated earlier, this specific goal and its associated specific practices augment the PP PA SP 2.6, Plan Stakeholder Involvement, and incorporates the CMM ® IC KPA activities into IPM. Level 3 organizations should not have major problems with this goal, but it will have to be specifically addressed and its impact on GP 2.7, Identify and Involve Relevant Stakeholders, will have to be evaluated for all PAs. Level 3 organizations will have to address the MA PA as described in the previous section. One major difference is that the measurement and analysis process will have to be institutionalized as a defined process, meaning that this process will be an organizational standard process to be tailored for each project. Because each level 2 area has the generic goal GG 3, Institutionalize a Defined Process, all level 2 PAs will have to be revisited to ensure that their processes are consistent with the project’s defined process. The implementation of the engineering PAs (in continuous representation terminology these are RD, TS, PI, VER, and VAL) will follow. Although they are derived from the CMM ® SPE KPA, the organization will have to make sure that documentation and institutionalization are consistent with the CMMI ® requirements for organizational process definition. The engineering PAs will have to be tailored as part of a project’s defined processes and satisfy all the generic practices. Specific attention should be given to GP 2.7, Identify and Involve Relevant Stakeholders, for those PAs. As indicated earlier, we have limited our discussion to the PAs that are relevant for implementing ISO 9001:2000. However, it would be a mistake for an organization to not address the remaining CMMI ® PAs: RSKM and DAR and, if applicable, IT. By implementing these PAs, more effective project management and decision-making processes will be realized. 6.3.4 Transitioning from CMM ® maturity level 2 to CMMI ® maturity level 3 Many organizations at CMM ® level 2 planning to move to the CMMI ® will ask: Should we first transition to CMMI ® level 2 and then advance to level 3 or should we transition to CMMI ® level 3 directly This question can only be answered by the organizations themselves and should be based on their
6.3 Transitioning from the CMM ® to the CMMI ® 199 process awareness and their business goals. Our assumption for this discussion is that there is a senior management commitment to transition to the CMMI ® and a commitment to process improvement besides just attaining a maturity level. An organization at CMM ® level 2 that plans to transition to CMMI ® maturity level 3 has several options from which to choose. The most fundamental choice is the selection of the representation: staged or continuous. We discuss both approaches next. Within each representation, several strategic and tactical options can be selected. For example, if the organization chooses the staged representation as its transition option, its ultimate goal may be achieving staged maturity level 3. The same organization, by selecting a continuous option, may advance certain PAs to capability level 3 and then, by using equivalent staging, attain maturity level 3 after bringing all of the required PAs to the capability level 3. Staged approach An organization at CMM ® maturity level 2 should start exploring the similarities and differences between the two models described in Section 6.1, with special emphasis on systems engineering activities. It should then address the approach described in Section 6.3.2 for transitioning to CMMI ® maturity level 2 without actually attempting to attain level 2 maturity. The same strategy used for attaining CMM ® maturity level 3 can then be followed using the CMMI ® : institutionalizing the organizational PAs and then implementing the other level 3 maturity PAs. Detailed steps are shown in Table 6.15. As we can see from Table 6.15, this approach is quite similar to the one described in Section 6.3.3, but with some subtle differences. Whereas the transition from CMM ® level 3 to CMMI ® level 3 requires augmenting the process infrastructure, transition from CMM ® level 2 to CMMI ® level 3 requires revising and rebuilding the infrastructure in terms of the CMMI ® . Undeniably, this approach is much more difficult than the one described earlier but it can also be more rewarding. The organization that undertakes this approach will have to establish organizational processes and then revisit the level 2 processes, add new process requirements, and institutionalize them as required by the newly developed organizational process definition. It will have to develop, for example, organizational training and an organizational process asset library and database. This approach requires both resources and an understanding of level 3 concepts similar to the steps outlined in Section 6.3.1. However, this approach may provide the organiza-
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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 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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