Systematic process improvement using ISO 9001:2000 and CMMI

More documents

Recommendations

Info

286 Acronyms SCAMPI SM Standard CMMI ® Appraisal Method for Process Improvement SM SCE SM Software Capability Evaluation SM SCM Software Configuration Management (CMM ® key process area) SE software engineering SECM Systems Engineering Capability Model SEI Software Engineering Institute SEPG software engineering process group SG specific goal (CMMI ® ) SP specific practice (CMMI ® ) SPA software process assessment SPC Software Productivity Consortium SPE Software Product Engineering (CMM ® key process area) SPICE Software Process Improvement Capability Determination SPP Software Project Planning (CMM ® key process area) SPTO Software Project Tracking and Oversight (CMM ® key process area) SQA Software Quality Assurance (CMM ® key process area) SQM Software Quality Management (CMM ® key process area) SSM Software Subcontract Management (CMM ® key process area) TCM Technology Change Management (CMM ® key process area) TP Training Program (CMM ® key process area) TQM total quality management TS Technical Solution (CMMI ® process area) VAL Validation (CMMI ® process area) VE Verifying Implementation (common feature) VER Verification (CMMI ® process area) WBS work breakdown structure
About the Authors Boris Mutafelija has more than 30 years of information technology experience as an engineer, software professional, and manager. He has coauthored more than 20 papers and is the coinventor of three U.S. patents. He is authorized by the Software Engineering Institute (SEI) as a lead assessor for performing the CMM ® Based Appraisal for Internal Process Improvement and as the lead appraiser for performing SCAMPI SM appraisals. Mr. Mutafelija has led several organizations in reaching higher process maturity levels (as defined by the SEI). He has developed process architectures, worked on establishing process frameworks for efficient process improvement, and taught, tutored, and consulted many teams in process improvement. His process improvement interests include process frameworks, enterprise aspects of process engineering and improvement, measurements, statistical process control, and, of course, using standards in developing effective and efficient process improvement approaches. Harvey Stromberg has more than 30 years of experience in software development, quality assurance, and process improvement. He has held a number of positions in the academic, defense, financial, and communications industries. Mr. Stromberg has been recognized by the American Society for Quality as a certified software quality engineer. He has managed software development projects, software quality assurance and software configuration management departments, and software engineering process groups. In those positions and as an independent consultant, he has helped bring several organizations to CMM ® levels 2, 3, and 4. Mr. Stromberg’s process improvement interests are in the use of quality assurance, measurements, and statistical techniques for process and project management. 287
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:
Page 210 and 211:
Page 212 and 213:
Page 214 and 215:
Page 216 and 217:
Page 218 and 219:
Page 220 and 221:
Page 222 and 223:
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
206 Approaches Using ISO-CMMI ® Sy
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Page 240 and 241:
Page 242 and 243:
Page 244 and 245:
Page 246 and 247:
Page 248 and 249:
Page 250 and 251:
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Page 258 and 259: 236 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 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?