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Systematic process improvement using ISO 9001:2000 and CMMI

Systematic process improvement using ISO 9001:2000 and CMMI

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2.3 Typical <strong>process</strong> <strong>improvement</strong> approaches 19<br />

• Process assessment describes an actual <strong>process</strong> capability that can be<br />

compared to a target capability.<br />

• Process <strong>improvement</strong> is a continuous <strong>process</strong>.<br />

• Process <strong>improvement</strong> should be implemented as a project.<br />

• Use measurements for monitoring <strong>process</strong> <strong>improvement</strong> progress <strong>and</strong><br />

for making corrections.<br />

• Use <strong>process</strong> assessments to determine if desired <strong>process</strong> <strong>improvement</strong><br />

results were met.<br />

• Perform risk management by assessing implementation risk as well<br />

as the risk of failure in the <strong>improvement</strong> initiative.<br />

As an international st<strong>and</strong>ard, <strong>ISO</strong> TR 15504 contains all the necessary<br />

tools for implementing <strong>process</strong> <strong>improvement</strong> including the reference model,<br />

<strong>process</strong> assessment guidelines, <strong>and</strong> <strong>process</strong> <strong>improvement</strong> planning guidelines.<br />

Although Part 7 is an integral part of the st<strong>and</strong>ard, it does not m<strong>and</strong>ate<br />

the use of a specific <strong>process</strong> model or assessment methodology, thus enabling<br />

organizations to use any compatible framework or assessment method.<br />

The <strong>process</strong> <strong>improvement</strong> approach has eight steps based on the <strong>process</strong><br />

<strong>improvement</strong> principles just described. Those steps are shown in Figure 2.2<br />

<strong>and</strong> listed here:<br />

1. Examine the organization’s needs <strong>and</strong> business goals. Each organization<br />

needs to establish its <strong>process</strong> <strong>improvement</strong> goals <strong>and</strong> link them to<br />

business objectives <strong>and</strong> goals. An additional benefit of stating <strong>process</strong><br />

<strong>improvement</strong> goals in terms of business objectives is that senior<br />

management gets meaningful visibility into <strong>process</strong> <strong>improvement</strong><br />

results.<br />

2. Initiate <strong>process</strong> <strong>improvement</strong>. Experience shows that the most successful<br />

<strong>process</strong> <strong>improvement</strong> efforts are run as projects <strong>and</strong> are based on<br />

written plans. Process <strong>improvement</strong> plans specify the <strong>process</strong><br />

<strong>improvement</strong> scope (in terms of organizational entities <strong>and</strong> <strong>process</strong>es<br />

to be included in the <strong>improvement</strong> effort), outline project phases,<br />

establish milestones, <strong>and</strong> identify risks <strong>and</strong> the management<br />

approach.<br />

3. Prepare for <strong>and</strong> conduct a <strong>process</strong> assessment. To measure progress <strong>and</strong><br />

the success of a <strong>process</strong> <strong>improvement</strong> initiative, a <strong>process</strong> baseline<br />

is required. Several assessment methods, associated with particular

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