Systematic process improvement using ISO 9001:2000 and CMMI

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290 Index Case 1 (continued) quality assurance step, 231 other step, 218, 223–24 quality policy step, 230 PAs establishing/invoking practices, 215 resource provision step, 230 product realization step, 217, 222 verification/validation step, 232 purchasing implementation step, 217, 222 See also Transition cases QMS definition/planning step, 216, 219–20 Case 4, 233–34 quality assurance step, 216, 221 challenge, 233 quality policy step, 216, 219 ISO 9001:1994 organization operating at resource provision, 216, 220 CMM ® level 2, 234 verification/validation step, 217, 222 ISO 9001:1994 organization operating at See also Transition cases CMM ® level 3, 234 Case 2, 224–29 causal analysis and resolution (CAR), 117–18 approach for organizations at CMM ® CMMI ® to ISO 9001:2000 mapping, 279 maturity level 2, 225 as maturity level 5 PA, 172–73 approach for organizations at CMM ® purpose, 117 maturity level 3, 225–29 See also Process areas (PAs) configuration management step, 226 CMM ® defined, 224–25 appraisals, 121 illustrated, 225, 229 architecture, 41 management responsibility, authority, basis, 38 communication step, 226 CMMI ® vs., 155–75 measurement and analysis step, 227 common features, 39–40, 155 measurement tracking, reviewing, auditing defined, 35 step, 228 institutionalization, 155–61 other step, 228 stable management processes, 123 process improvement steps, 226–28 as staged model, 38 product realization steps, 227 sunset schedule, 79 purchase implementation step, 227 transitioning from, 177–201 QMS definition/plan step, 226 CMM ® Based Appraisal for Internal Process quality assurance step, 227 Improvement (CBA IPI), 22 quality policy step, 226 CMMI ® , 78–118 resource provision step, 226 Ability to Perform (AB), 157–59 verification/validation step, 227 analysis of data, 148 See also Transition cases CMM ® vs., 155–75 Case 3, 229–32 Commitment to Perform (CO), 157 configuration management step, 231 commonalities, 129–31 defined, 229 common features, 156 illustrated, 233 continual improvement, 148 management responsibility, authority, continuous representation, 80, 83, 86–88, communication step, 230 173–74 measurement, tracking, reviewing, auditing control of monitoring/measuring devices, step, 232 145–46 measurement and analysis step, 231 control of nonconforming products, 148 other step, 232 corrective action, 148 process improvement steps, 230–32 creation, 3–4 product realization steps, 231 customer-related processes, 143–44 purchasing implementation step, 232 customer satisfaction, 147 QMS definition/plan step, 230 defined, 4
Index 291 design and development, 144–45 configuration management, 277 as detailed document, 9 decision analysis and resolution, 278 detail level, 134 defined, 268 differences, 131–32 of generic goals, 281 Directing Implementation (DI), 159–60 of generic practices, 280 FAA-iCMM ® and, 56 integrated project management for IPPD, features comparison, 122 272–73 goals, 79 integrated teaming, 273 institutionalization, 83–86, 155–61 measurement and analysis, 278 internal audit, 147 organizational environment and integration, ISO 9001:2000 relationship, 149–51 278–79 ISO 9001:2000 similarities, 8–9 organizational innovation and deployment, ISO 9001:2000 synergy, 5, 7–10, 121–52 270 ISO requirements not covered by, 151–52 organizational process definition, 269–70 management responsibility and, 139–41 organizational process focus, 269 maturity levels, 10 organizational process performance, 270 maturity vs. capability levels, 81–82 PAs, 269–79 measurement, analysis, improvement and, process and product quality assurance, 146–49 277–78 model representations, 80, 81 product integration, 276 monitoring/measurement of processes, 147 project monitoring and control, 271–72 monitoring/measurement of product, project planning, 271 147–48 quantitative project management, 274 PAs, 98–118 requirements development, 274–75 planning, 142 requirements management, 274 premise, 123 risk management, 273 preventative action, 149 supplier agreement and management, 272 process improvement illustration, 9 technical solution, 275–76 production and service provision, 145 validation, 277 product realization and, 142–46 verification, 276–77 product suite, 79 See also Mappings purchasing, 145 CMMI ® transition, 177–201 QMS and, 137–38 alternative approaches, 182 releases, 79 basic approach, 180–92 resource management and, 141–42 CMM ® maturity level 2 to CMMI ® maturity stable management processes, 123 level 3, 198–201 staged representation, 80, 83, 86, 191–92 continuous approach, 200–201 steward, 251 continuous representation (implementing strengths, 132–33 engineering PAs), 190–91 stress management, 206 institutionalization approach, 182–83 success, 78 institutionalization approach (continuous systems approach, 80 representation), 183–85 terminology comparison, 126 institutionalization approach (continuous Verifying Implementation (VE), 160–61 representation variant), 185–89 version 1.1, 80–81 with ISO 9001:1994/CMM ® experience, weaknesses, 133–34 233–34 CMMI ® to ISO 9001:2000 mapping, 268–81 with ISO 9001:1994 experience/without causal analysis and resolution, 279 CMM ® experience, 229–32
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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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206 Approaches Using ISO-CMMI ® Sy
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Page 261 and 262: CHAPTER 8 8.1 SCAMPI SM Contents 8.
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Page 308 and 309: 286 Acronyms SCAMPI SM Standard CMM
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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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