Systematic process improvement using ISO 9001:2000 and CMMI

CHAPTER
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Contents
1.1 Role of frameworks in
developing process
improvement strategies
1.2 Process improvement
approaches
1.3 Synergy
References
Introduction
Evidence is overwhelming that successful organizations continuously
improve their processes. Although process
improvement is time-consuming and expensive, the evidence
shows that the return on investment is high. Improvements
can be implemented on an ad hoc basis, but systematic process
improvement guided by models or standards is the most effective
and efficient approach.
The purpose of most standards is to help its users achieve
excellence by following the processes and activities adopted by
the most successful enterprises. Unfortunately, standards are
often developed independently by standards bodies based on
industry-specific needs. Once approved and published, they are
periodically updated and revised to reflect the most current
experience in that particular field. In many instances, a liaison
between the standards bodies is established to make the standards
more compatible, but even with such a liaison, each standard
usually grows in its own direction with only minimal
consideration for the others.
Because standards must limit their scope, they generally
cover very specific fields. Over time, activities in other emerging
fields may need to be considered, so as a result, additional
standards are written or existing standards are modified. Thus,
what was at one time a compact well-thought-out set of rules
becomes diffused and those rules gradually diverge in unforeseen
directions.
In addition, a large body of work, such as more detailed
subordinate standards, guidebooks, tutorials, and evaluation
methods, usually accompanies each standard. Consultants
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