Systematic process improvement using ISO 9001:2000 and CMMI

212 Approaches Using ISO–CMMI ® Synergy
Since this book is primarily for organizations that would like to capitalize
on the synergy between ISO 9001:2000 and the CMMI ® , we do not address
those cases in which the synergy between ISO and the CMMI ® cannot be
explored. For example, a number of organizations have attained some EIA
731 maturity level and will have to transition to the CMMI ® . In addition,
we do not address the cases in which an organization without previous
process improvement experience plans to implement just the CMMI ® or ISO
9001:2000. Although such cases are very important, they are beyond the
scope of this book. Many basic transitioning steps found in Chapter 6 can
be used for that purpose.
7.4.2.1 Case 1: transitioning to ISO 9001:2000 and the CMMI ® without
previous process improvement experience
Any organization embarking on the road to process improvement must
understand the state of its processes, define the objectives to be achieved,
and meticulously plan the process improvement effort. For organizations
that have never previously implemented process improvements, this poses
quite a challenge, especially when addressing management of change (Figure
7.2).
To describe potential process improvement cases, we assume that the
organization is committed to process improvement and has established a set
of process improvement goals and objectives. Without management commitment,
as indicated by policies, funding, and resources, process improvement
will falter. We also assume that the organization has executed the first two
phases of the IDEAL SM model.
Now the organization is ready to develop an approach based on the
synergy between ISO and the CMMI ® . The staff developing such an approach
will have to be intimately familiar with and understand both standards. Even
with the help of mapping tables, such as those presented in Chapter 9, a
Figure 7.2 Case 1.