Systematic process improvement using ISO 9001:2000 and CMMI

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246 Appraisal/Registration implemented, and that there are documented weaknesses. NI is self-explanatory. After practices are characterized at this level, the appraisal team is ready to determine the organizational-level implementation of each practice for the set of selected projects by applying a set of well-defined rules. For example, if any instantiation is characterized LI or PI, the organizational-level implementation is characterized as LI. However, if any instantiation is characterized as NI, team judgment is required to choose either NI, LI, or PI. The consensus of the full appraisal team is required to characterize practice implementation at the organizational unit level. Strengths and weaknesses are also aggregated at the same time. Ratings are based on validated appraisal data and are generated for each PA’s specific and generic goals. Ratings may also be generated for PAs, capability levels, or maturity levels 2 as shown in Figure 8.3. The appraisal outputs are the findings, statements of strengths and weaknesses identified, and an appraisal disclosure statement that precisely identifies the following: Figure 8.3 Goal rating process. 2. Capability or maturity level ratings are optional outputs of the SCAMPI SM appraisal method.
8.1 SCAMPI SM 247 • Organizational unit; • Model selected; • PAs appraised; • Specific and generic goal ratings; • Maturity or capability levels ratings. We now briefly describe each phase. For more details about tailoring guidelines, descriptions of parameters and limits, required and optional practices, and implementation guidance, refer to [1]. 8.1.2.1 Plan and prepare for appraisal The SCAMPI SM method requires the appraisal scope and objectives to be determined and documented by the lead appraiser and approved by the appraisal sponsor. The sponsor typically represents the organization that has commissioned the appraisal. This person works with the lead appraiser in defining the goals and objectives of the appraisal based on the organization’s business goals and objectives. The sponsor is responsible for defining the scope of the organization and the scope of the CMMI ® to be appraised. The sponsor’s knowledge and desires are a blend of the understanding of the organizational business goals and the need and desire for process improvement. In many cases, the lead appraiser will have to explain the requirements, constraints, and needs of the SCAMPI SM method to the sponsor so the scope of the appraisal may be jointly defined. When the goals and objectives, scope, and constraints of the appraisal are known they are documented in the appraisal plan. The purpose of the plan is to ensure mutual understanding of the goals, scope, activities, and constraints of the appraisal. The SCAMPI SM method contains many constraints but still offers a wide variety of choices that allow the appraisal team leader and sponsor to select the appraisal features that best address business objectives. The appraisal team leader is responsible for following the method’s tailoring rules and documenting the sponsor’s agreement in the appraisal plan. A typical table of contents for an appraisal plan is shown in Table 8.2. A major activity in this phase is appraisal team selection and preparation. In the SCAMPI SM method, stringent requirements are laid out for appraisal team selection including certain minimum levels of engineering and management experience. While the CBA IPI method allows the lead assessor to provide CMM ® training, the SCAMPI SM method requires CMMI ® training to
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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 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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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,
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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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