Systematic process improvement using ISO 9001:2000 and CMMI

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250 Appraisal/Registration Table 8.3 Steps in the Conducting Appraisals Phase Examine Objective Evidence Examine objective evidence from PIIs and organization presentations. Create questions for project leads. Perform project lead interviews. Annotate PIIs with affirmations. Review and revise the data collection plan. Verify and Validate Objective Evidence Verify objective evidence (direct, indirect, and affirmation). Characterize practices. Review the data collection plan and determine information needs. Create questions for functional area representatives. Perform interviews. Annotate PIIs with affirmations. Review the data collection plan. Verify objective evidence. Characterize practices. Aggregate characterizations to the organizational unit. Generate preliminary findings. Present preliminary findings to appraisal participants. Review comments and revise findings if necessary. Generate Appraisal Results Rate goals. Determine maturity level. Develop final findings. Present final findings. pleted, the project-level characterization is performed to derive the organizational-level characterization, as explained earlier. In comparison to the predecessor methods, the SCAMPI SM method makes the appraisal team’s decision-making process more repeatable by using welldefined characterizations of the implementation of practices on individual projects and in the organizational unit. Next, the preliminary findings, which summarize the organizational unit’s gaps in practice implementation, are created. An important SCAMPI SM requirement states: ‘‘Every model practice characterized as either Not Implemented or Partially Implemented, at the organizational unit level, must have at least one preliminary finding associated with it’’ [1]. This requirement forces the appraisal team to think through their observations and formulate findings that will help the organization to develop process improvement actions. The preliminary findings are normally presented to the organizational unit and their comments are solicited in order to obtain their buy-in. This step is an important milestone in the appraisal process. It marks the
8.1 SCAMPI SM 251 time in the appraisal process when the findings ownership migrates from the appraisal team to the organizational unit that will use them to develop process improvement plans. After the appraisal findings are verified and validated, the goals are rated, PA satisfaction is determined, and maturity or capability levels are assigned. The rule for determining the goal satisfaction is rather simple. The PA goal is satisfied if all associated practices are characterized at the organizational unit level as either LI or FI, and the aggregation of weaknesses associated with the goal does not have a significant negative impact on goal achievement. If the goal is ruled to be ‘‘unsatisfied,’’ the team must describe how the weakness(es) led to this rating. PA satisfaction is a direct function of goal satisfaction. A PA is rated as satisfied if every goal in the PA is rated satisfied. The maturity level is determined as the highest level at which all PAs contained within that maturity level and all lower maturity levels are rated as satisfied or not applicable. For example, for a maturity level 3 rating, all maturity levels 2 and 3 PAs must be rated satisfied. In the continuous representation, each PA in the scope of the assessment may be rated separately. As indicated in Chapter 4, the engineering PAs contain basic and advanced specific practices that have to be rated separately. All decisions by the appraisal team are reached via consensus and not by a majority vote. This further strengthens the organizational ownership of the results. 8.1.2.3 Report results The last phase of the appraisal deals with developing and presenting the final findings, developing the final report, and planning the next steps. The final findings must include a summary of the appraisal process and the findings that summarize strengths and weaknesses. The appraisal team must reach consensus on the wording of the final findings, while ensuring that the confidentiality and nonattribution principles are followed. For every model component that is reported as unsatisfied, the weakness(es) that prompted this rating must be reported. Final findings are presented in a faceto-face forum to the sponsor, senior management, and appraisal participants. The results are also submitted to the CMMI ® steward—the SEI. While the organization uses the appraisal results for generating process improvement plans, the steward collects appraisal data for statistical purposes. The SEI currently publishes a semiannual Maturity Profile report that contains cumulative results of appraisals since 1987. It relies on appraisal feedback and is accessible from the SEI Web site.
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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 271: 8.1 SCAMPI SM 249 relevant stakehol
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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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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
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Systematic process improvement using ISO 9001:2000 and CMMI

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