Systematic process improvement using ISO 9001:2000 and CMMI

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228 Approaches Using ISO–CMMI ® Synergy Table 7.5 Process Improvement Steps Based on ISO–CMMI ® Synergy for Organizations at CMM ® Maturity Level 2 (continued) Step ISO CMMI ® 12 Perform measurement, Review implementation of the CMM ® SPTO tracking, reviewing, and KPA for adequacy in terms of the CMMI ® . auditing (5.6, 7.3.4, 8.2.1, Revise if necessary to implement PMC. 8.2.3, 8.5.2, 8.5.3). Invoke PPQA specific practices. Invoke CM and MA SG 2. Implement CAR PA. Revisit OPF and IPM, which were already established. Perform GP 2.6 (DI 1), Manage Configurations; GP 2.8 (DI 3), Monitor and Control the Process; GP 2.9 (VE 1), Objectively Evaluate Adherence; and GP 2.10 (VE 2), Review Status with Higher Level Management; in all relevant PAs. Perform GP 3.2 (DI 4), Collect Improvement Information, in all relevant PAs. Need ISO required procedures for the corrective and preventive actions (ISO 8.5.2, and 8.5.3). 13 Other Need to address control of production and service provision (ISO 7.5.1). Need to address handling of customer property (ISO 7.5.4). Need to address preservation of the product during internal processing (ISO 7.5.5). Need to address control of monitoring and measuring devices (ISO 7.6.1). Need procedure for handling of nonconforming products (ISO 8.3). implementing PAs at higher capability levels (Figure 7.4). Most benefits are reflected in the scope of process implementation and in institutionalization, stability, repeatability, and ease of improvement. At maturity or capability levels 3 and higher, the scope of implementation is organization wide instead of project specific, thus enabling economies of scale. Even for those organizations using the staged representation, implementing selected maturity level 3 PAs should not be a problem. Most process improvement professionals using CMM ® v1.1 understand that establishing a software EPG (which is part of the OPF KPA) or implementing the Peer Reviews KPA bring benefits to the organization. The steps for implementing process improvement based on ISO–CMMI ® synergy for organizations at CMM ® level 3 maturity are shown in Table 7.6.
7.4 Third phase: Establishing 229 Figure 7.4 Case 2(b). As before, the staged representation is used to explain the steps although it begins to look more like the continuous representation because we are only using selected PAs. 7.4.2.3 Case 3: transitioning to ISO 9001:2000 and the CMMI ® with ISO 9001:1994 experience but without CMM ® experience More than 400,000 organizations are ISO 9001:1994 registered and most of them will have to transition to ISO 9001:2000 (Figure 7.5). Significant portions of those organizations develop software and will need guidance in applying the ISO 9001:2000 requirements to software. ISO 9000-3:1997 provided guidelines for applying ISO 9001:1994 to software. ISO initially considered the revised standard sufficiently generic to be used in most applications, and revision of ISO 9000-3 was transferred to a different committee. As of this writing, ISO 9000-3:2000 has not yet been released as an ISO standard. 4 ISO 9001:1994 registered organizations (Figure 7.5) should review the transition steps described in Section 6.4 to familiarize themselves with the new ISO requirements. Because they develop systems with large software content, they may consider using the CMMI ® to interpret those requirements in terms of systems and software engineering and to establish the process improvement activities required by ISO 9004:2000. For those organizations, the most appropriate approach is to follow steps in case 1 described earlier. If the organization’s quality manual was developed by following the 20 ISO 9001:1994 clauses, their first priority will be to determine how much of the manual can be preserved and how much will have to be revised. 4. From [4] one can see that it follows the structure of ISO 9000-3:1997.
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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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Page 285 and 286: CHAPTER 9 Contents Document Mapping
Page 287 and 288: 9.1 Mapping: ISO 9001:2000 to the C
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Page 291 and 292: 9.2 Inverse mapping: CMMI ® to ISO
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9.2 Inverse mapping: CMMI ® to ISO
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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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Systematic process improvement using ISO 9001:2000 and CMMI

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