Systematic process improvement using ISO 9001:2000 and CMMI

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206 Approaches Using ISO–CMMI ® Synergy ties and then, by using the ISO–CMMI ® synergy mapping, show how ISO requirements can be implemented. We generally limit ourselves to discussions of capability and maturity levels up to level 3, although higher maturity levels will sometimes be addressed, particularly in cases where ISO 9001 may require processes consistent with capability or maturity levels 4 and 5. We will show that the IPPD version of the CMMI ® may be beneficial when implementing ISO 9001. 7.2 First phase: Initiating In the Initiating phase, the IDEAL SM model requires an organization to set process improvement goals based on business objectives. Both ISO and the CMMI ® also require (or at least urge) organizations to develop process improvement strategies based on their business objectives, mission, and vision. When developing its objectives, an organization has to prioritize its goals and determine the consequences of weak or ineffective processes. The following typical business objectives may result from such analyses [2]: • Reduce time to market. • Reduce rework. • Reduce the number of system errors that are discovered by customers. • Improve delivery date predictability. • Increase product quality. • Increase market share. Objectives and goals have to be measurable in order to determine progress and provide a stimulus for change. It is not unusual to find ‘‘Attain CMM ® maturity level x’’ or ‘‘Achieve ISO 9001 registration’’ as business goals. During process improvement efforts, goals may evolve and need to be adjusted and changed. Such changes have to be communicated to the stakeholders. Both ISO and the CMMI ® stress management’s responsibility to play an active role in sponsoring and establishing an infrastructure to support process improvement across the organization. As a reflection of these goals, organizations typically form management councils that oversee all process improvement initiatives, approve funding and staffing levels for process
7.3 Second phase: Diagnosing 207 improvement, review progress toward goals, and adjust goals as required. In ISO terms, this responsibility is assigned to the management representative. In some organizations, a management representative is also known as the chief quality officer. Rightly or wrongly, such a person has historically been more interested in product quality than in process improvement. Hopefully, this will change with ISO 9001:2000, in which the management representative is required to report to senior management on the performance of the QMS, in addition to reporting on ISO compliance and customer satisfaction. The CMMI ® requires an equivalent responsibility, which is typically assigned to senior management. In most cases, senior management forms a steering committee or an advisory group to address process improvement issues. This is achieved through implementation of the OPF KPA, as shown later in this chapter. The CMMI ® addresses the need to establish a lower level of management responsibility, which is typically vested in an engineering process group (EPG). The ISO standard does not specifically call for such a technical and implementation function, but instead vests this responsibility in management at both the senior and departmental levels. Having an EPG gives an organization clear advantages from many points of view. Most importantly, EPG members act as change agents, process engineers, process consultants, educators, and appraisers. Therefore, we urge organizations coming from an ISO background to form such groups. Several papers describe the organization and responsibility of the EPG. The original and oldest report [3] predates the publication of the CMM ® . In summary, in this first process improvement phase, a management council will be established to set process improvement goals and objectives, provide funding, and assign responsibility for process improvement to the EPG. By comparing ISO and CMMI ® features, we see their synergy in action because both of them require similar management actions. We hope that organizations familiar with ISO and new to the CMMI ® will be able to see the advantages of the EPG function, which strongly supports the spirit of the ISO 9000:2000 continual improvement principle. 7.3 Second phase: Diagnosing With objectives defined and a process improvement focal point identified, an organization can start the Diagnosing phase. In this phase, existing processes are identified, captured, and documented and then compared to the models. This process is known as a gap analysis or benchmarking. This analysis can be implemented in any of several ways. The most complete analysis uses a formal appraisal, such as the SCAMPI SM method,
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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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154 Transitioning from Legacy Stand
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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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