Systematic process improvement using ISO 9001:2000 and CMMI

1.2 Process improvement approaches 5
• Select a framework that will enable the realization of the goals and
objectives.
• Select a process improvement approach.
• Develop and document a process improvement plan.
• Execute the plan with all of the management attributes that accompany
any project.
Many of our process improvement colleagues believe that the most effective
and efficient way to satisfy more than one standard is to implement
them simultaneously rather than sequentially. Such an approach enables
process developers to capitalize on the commonalties between those standards
and use the strengths of one standard to offset the weaknesses in the
other. Our own experiences supported that point of view and prompted us
to start investigating a ‘‘universal process improvement approach’’ based on
the synergy between ISO 9001:2000 and the CMMI ® .
We deliberately avoid specifying goals focused solely on achieving a
CMMI ® maturity or capability level or attaining ISO registration. We are
aware that many organizations will consider those targets to be their process
improvement goals, but we firmly believe that such achievements are byproducts
of consistent and effective process improvement.
We are often asked what advantage one standard has over another.
The answer is that it all depends on the process improvement goals and
requirements. As we will show in this book, one standard complements the
other—where ISO is generic, the CMMI ® provides detail, and where the
CMMI ® is too broad, ISO provides focus. They are both based on the same
principles of process engineering, continuous process improvement, and
customer satisfaction.
1.2 Process improvement approaches
Process improvement is a major undertaking for any organization. It requires
these tasks:
• Analysis of existing processes;
• Changing existing processes;
• Developing new processes;
• Deploying new and modified processes through the organization;