Systematic process improvement using ISO 9001:2000 and CMMI

208 Approaches Using ISO–CMMI ® Synergy
which is described in some detail in Chapter 8. SCAMPI SM has three
approaches ranging from a complete detailed appraisal to a ‘‘quick look’’
appraisal. Similarly, for ISO 9001:1994 registered organizations, an ISO registrar
may perform an initial gap analysis with respect to the new ISO requirements.
We recommend that organizations that do not have current gap analyses
perform a formal appraisal based on ISO 9001, the CMMI ® , or both. In the
case of the CMMI ® , an authorized lead appraiser familiar with both the
model and the appraisal method leads this appraisal. With the help of the
organization’s appraisal sponsor, the lead appraiser assembles an appraisal
team composed of several people familiar with the organization’s processes
and documentation. The size of the team depends on the maturity levels
being explored and the number of projects being appraised. Typically, the
appraisal team includes independent participants from outside the organization
or from divisions or groups outside the appraised entity. Such outside
members of the appraisal team add to its independence and objectivity. The
team receives training on the model and the appraisal method. For ISO
9001, a registrar will typically perform a gap analysis, which will be then
used for developing the organization’s process improvement plan.
Why do we recommend a formal appraisal The SCAMPI SM appraisal
method includes a well-defined set of documentation reviews, interviews,
feedback sessions, and presentations to corroborate findings. The appraisal
method rigorously determines an organization’s process strengths and weaknesses
and provides management with the data needed to develop a process
improvement strategy. Because of the wide exposure the findings receive
as part of the SCAMPI SM method, it is expected that they will generate
management and staff buy-in. Although the ISO gap analysis may be implemented
less rigorously than SCAMPI SM , it is also effective because it provides
a detailed view of the gaps found in the documentation.
For organizations with some previous process improvement experience,
a less expensive quick look, or SCAMPI SM type C appraisal, may be more
appropriate. While it lacks the rigor of a formal appraisal, it enables an
experienced organization to address the areas with the greatest weaknesses
and provides a road map for selecting an improvement strategy. For more
details regarding SCAMPI SM appraisals and the ISO registration process, refer
to Chapter 8.
Appraisal results are delivered in the form of strengths and weaknesses, or
in the case of ISO, as gaps. Typically, organizations concentrate on identified
weaknesses or gaps, using their strengths as an indication that processes are
already implemented and are being institutionalized.
The appraisal results may be provided as viewgraph presentations, reports
written after the appraisal, or in simple spreadsheets that show how each