Systematic process improvement using ISO 9001:2000 and CMMI

7.5 Fourth phase: Acting 235
Table 7.7
Typical Table of Contents for a Process Improvement Plan
1 Introduction
1.1 Purpose of this PIP
1.2 Corporate Goals
1.3 Scope
2 Goals
2.1 Process Improvement Objectives
2.2 Success Criteria
2.3 Constraints
2.4 Risks
3 Process Improvement Participants
3.1 Management
3.2 Engineering Process Group
3.3 Projects
4 Process Improvement Implementation
4.1 PI Tasks
4.2 PI Management
4.2.1 Tracking
4.2.2 Measurement
4.2.3 Risk Management
4.2.4 Configuration Management
4.2.5 Quality Methods
4.2.6 Training
4.3 Schedule
4.4 Resources
The PAT has a leader, who usually is an EPG member or subject matter
expert interested in process improvement. Members of the PAT are also
subject matter experts who bring project process implementation know-how
to the PAT. In that way, the PAT ensures process buy-in and avoids the ‘‘not
invented here’’ syndrome. The PAT determines deliverables, schedules, and
interim milestones so that its progress can be measured. On completion of
its assignment, which should not exceed a few months, the PAT disbands.
It is important to remember that process improvement efforts should be
run as projects. Therefore, a process improvement plan should be accepted
and approved by the major stakeholders in that plan—senior management,
process improvement professionals, and practitioners. As is the case with
project plans, this plan has to be realistic, with sufficient funding and
resources, measurable goals, and milestones.
7.5 Fourth phase: Acting
By completing the Establishing phase, the organization has determined process
deficiencies relative to both ISO and the CMMI ® and has developed