Systematic process improvement using ISO 9001:2000 and CMMI

More documents

Recommendations

Info

236 Approaches Using ISO–CMMI ® Synergy methods to improve those processes and, in turn, process work products. The Acting phase is very sensitive. It provides the bridge between process improvement activities and project production activities. A large organization will often select a project or a group of projects to pilot newly developed processes, measure their effectiveness, and collect lessons learned. After analysis of the results, the processes will be propagated throughout the organization. Smaller organizations with more limited resources may not be able to afford the pilot approach and will tend to gradually implement those new processes and measure their effectiveness as they move toward selected goals. Normally, PATs remain active during pilot efforts to collect process measurements and lessons learned and feed them back into process descriptions. The PATs disband on pilot or process implementation completion. Continuing support and improvement become the responsibility of the EPG and project change agents. Although the use of pilot projects is an effective technique, many ISO requirements will be satisfied when the process infrastructure is established and institutionalization has begun. As organizations start implementing identified process improvements based on their process improvement plans, they will be able to determine if the CMMI ® and ISO requirements have been satisfied and if their goals and objectives have been satisfied. The effectiveness of the introduced changes will be measured, resulting in feedback and corrective actions, if necessary. 7.6 Fifth phase: Learning The Learning phase enables process practitioners using the IDEAL SM model to continue process improvement by repeating the Diagnosing and subsequent phases without going back to the Initiating phase. The EPG should analyze the whole cycle and ensure that most procedural problems are resolved in the following cycle. In most cases, the EPG will address issues stemming from the selected approach and make corrections to that approach. It will review high-level process improvement goals, remove those that were satisfied, and add new high-level goals resulting from the new needs of the organization. After lessons learned are analyzed and new goals are established, new process improvement proposals may be developed. These will result in requests to the management council for approval, funding, and resources. The Learning phase may further fine-tune the synergy implementation, for example, by adding or modifying transitioning steps, changing process
7.6 Fifth phase: Learning 237 descriptions to better satisfy both standards, or by selecting measurements that are more appropriate for enabling rapid improvements. In addition, it may be necessary to review how the process improvement program was managed and introduce changes. References [1] Paulk, M. C., A Comparison of ISO 9001 and the Capability Maturity Model ® for Software, CMU/SEI-94-TR-12, Pittsburgh, PA: Software Engineering Institute, August 1994. [2] CMMI ® Product Team, Capability Maturity Model Integration ® (CMMI ® ), v1.1, Continuous Representation, CMU/SEI-2002-TR-003, Pittsburgh, PA: Software Engineering Institute, December 2001. [3] Fowler, P., and S. Rifkin, Software Engineering Process Group Guide, CMU/SEI- 90-TR-24, Pittsburgh, PA: Software Engineering Institute, September 1990. [4] Guidelines for the Application of ISO/IEC 9001 to the Development, Supply, and Maintenance of Software, TC/SC SC7 WG18N61, ISO/IEC CD 9000-3, Version for FCD Ballot, Geneva, Switzerland: ISO, December 2001.
Page 3 and 4:
Systematic Process Improvement Usin
Page 5 and 6:
Systematic Process Improvement Usin
Page 7 and 8:
To our wives, Mirta and Susan, and
Page 9 and 10:
Contents Foreword . . . . . . . . .
Page 11 and 12:
Contents ix 5.6 Summary of ISO requ
Page 13 and 14:
Foreword As we began the work in 19
Page 15:
Foreword xiii tion’s investment i
Page 18 and 19:
xvi Preface Audience for this book
Page 20 and 21:
xviii Preface organizations have pu
Page 23 and 24:
CHAPTER 1 Contents 1.1 Role of fram
Page 25 and 26:
Introduction 3 Figure 1.1 Framework
Page 27 and 28:
1.2 Process improvement approaches
Page 29 and 30:
1.3 Synergy 7 Figure 1.2 Systematic
Page 31 and 32:
1.3 Synergy 9 • Educated and well
Page 33:
1.3 Synergy 11 References [1] Shear
Page 36 and 37:
14 Process Improvement • Identifi
Page 38 and 39:
16 Process Improvement life-cycle m
Page 40 and 41:
18 Process Improvement Although the
Page 42 and 43:
20 Process Improvement Figure 2.2 I
Page 44 and 45:
22 Process Improvement To help reso
Page 46 and 47:
24 Process Improvement improvement
Page 48 and 49:
26 Process Improvement 2. Analyze r
Page 50 and 51:
28 Process Improvement Table 2.1 Im
Page 53 and 54:
CHAPTER 3 Contents 3.1 Relationship
Page 55 and 56:
3.1 Relationships between framework
Page 57 and 58:
3.3 CMM ® for software 35 by its u
Page 59 and 60:
3.3 CMM ® for software 37 Table 3.
Page 61 and 62:
3.3 CMM ® for software 39 Figure 3
Page 63 and 64:
3.3 CMM ® for software 41 Figure 3
Page 65 and 66:
3.4 ISO TR 15504 43 • Defect Prev
Page 67 and 68:
3.4 ISO TR 15504 45 Table 3.5 ISO T
Page 69 and 70:
3.5 EIA/IS-731 47 Table 3.7 Managem
Page 71 and 72:
3.5 EIA/IS-731 49 Table 3.8 EIA/IS-
Page 73 and 74:
3.5 EIA/IS-731 51 Table 3.9 EIA/IS-
Page 75 and 76:
3.6 FAA-iCMM ® 53 of the model (su
Page 77 and 78:
3.6 FAA-iCMM ® 55 Table 3.12 Capab
Page 79 and 80:
3.7 Summary 57 Table 3.13 Maturity
Page 81 and 82:
CHAPTER 4 Contents 4.1 ISO 9001:200
Page 83 and 84:
4.1 ISO 9001:2000 61 the current st
Page 85 and 86:
4.1 ISO 9001:2000 63 Principle 4: p
Page 87 and 88:
4.1 ISO 9001:2000 65 agement level
Page 89 and 90:
4.1 ISO 9001:2000 67 for understand
Page 91 and 92:
4.1 ISO 9001:2000 69 • Which tool
Page 93 and 94:
4.1 ISO 9001:2000 71 responsibility
Page 95 and 96:
4.1 ISO 9001:2000 73 It is often sa
Page 97 and 98:
4.1 ISO 9001:2000 75 covery of erro
Page 99 and 100:
4.1 ISO 9001:2000 77 measured, and
Page 101 and 102:
4.2 CMMI ® 79 resistance to this p
Page 103 and 104:
4.2 CMMI ® 81 and staged represent
Page 105 and 106:
4.2 CMMI ® 83 Figure 4.4 Continuou
Page 107 and 108:
4.2 CMMI ® 85 Table 4.6 Category C
Page 109 and 110:
4.2 CMMI ® 87 Table 4.7 Generic Go
Page 111 and 112:
4.2 CMMI ® 89 Table 4.8 Generic Go
Page 113 and 114:
4.2 CMMI ® 91 Why is this importan
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
4.2 CMMI ® 97 • Identifying and
Page 121 and 122:
4.2 CMMI ® 99 uous representation
Page 123 and 124:
4.2 CMMI ® 101 SG 2 SP 2.1-1 SP 2.
Page 125 and 126:
4.2 CMMI ® 103 Interfaces between
Page 127 and 128:
4.2 CMMI ® 105 SP 2.6-1 SP 2.7-1 S
Page 129 and 130:
4.2 CMMI ® 107 SG 1 SP 1.1-1 SP 1.
Page 131 and 132:
4.2 CMMI ® 109 Why is this importa
Page 133 and 134:
4.2 CMMI ® 111 from business objec
Page 135 and 136:
4.2 CMMI ® 113 SG 1 SP 1.1-1 SP 1.
Page 137 and 138:
4.2 CMMI ® 115 SG 3 SP 3.1-1 SP 3.
Page 139 and 140:
4.2 CMMI ® 117 Why is this importa
Page 141:
4.2 CMMI ® 119 [5] Quality managem
Page 144 and 145:
122 ISO 9001:2000 and CMMI ® Syner
Page 146 and 147:
Page 148 and 149:
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
Page 164 and 165:
Page 166 and 167:
Page 168 and 169:
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Page 176 and 177:
154 Transitioning from Legacy Stand
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Page 196 and 197:
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Page 206 and 207:
Page 208 and 209: 186 Transitioning from Legacy Stand
Page 228 and 229: 206 Approaches Using ISO-CMMI ® Sy
Page 261 and 262: CHAPTER 8 8.1 SCAMPI SM Contents 8.
Page 263 and 264: 8.1 SCAMPI SM 241 Appraisal Framewo
Page 265 and 266: 8.1 SCAMPI SM 243 within the select
Page 267 and 268: 8.1 SCAMPI SM 245 Figure 8.2 Charac
Page 269 and 270: 8.1 SCAMPI SM 247 • Organizationa
Page 271 and 272: 8.1 SCAMPI SM 249 relevant stakehol
Page 273 and 274: 8.1 SCAMPI SM 251 time in the appra
Page 275 and 276: 8.2 ISO 9001:2000 registration proc
Page 281 and 282: 8.3 TickIT 259 Figure 8.5 TickIT st
Page 283 and 284: 8.5 Summary 261 in Chapter 7, achie
Page 285 and 286: CHAPTER 9 Contents Document Mapping
Page 287 and 288: 9.1 Mapping: ISO 9001:2000 to the C
Page 289 and 290: 9.1 Mapping: ISO 9001:2000 to the C
Page 291 and 292: 9.2 Inverse mapping: CMMI ® to ISO
Page 303: 9.2 Inverse mapping: CMMI ® to ISO
Page 306 and 307: 284 Acronyms FAM FAA-iCMM ® Apprai
Page 308 and 309:
286 Acronyms SCAMPI SM Standard CMM
Page 311 and 312:
Index A audience, this book, xv-xvi
Page 313 and 314:
Index 291 design and development, 1
Page 315 and 316:
Index 293 technical solution (TS),
Page 317 and 318:
Index 295 ISO 9001:2000 transition,
Page 319 and 320:
Index 297 organizational innovation
Page 321 and 322:
Index 299 S supplier agreement mana
show all

Systematic process improvement using ISO 9001:2000 and CMMI

Create successful ePaper yourself

Delete template?

Save as template?