Systematic process improvement using ISO 9001:2000 and CMMI

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40 Framework Introduction Table 3.3 CMM ® Common Features Common Feature Description Commitment to Perform Ability to Perform Activities Performed Measurement and Analysis Verifying Implementation Describes the actions the organization must take to ensure that the process is established and will endure. This typically involves establishing organizational policies and senior management sponsorship. Describes the preconditions such as training and resources that must exist to implement the software process competently. Involves establishing plans and procedures, performing the work, tracking it, and taking corrective actions as necessary. Addresses measurements to determine the status and effectiveness of the activities performed. Describes the steps to ensure that the activities are performed in compliance with established processes. Includes reviews and audits by management and software quality assurance. the institutionalization common features. The CMM ® architecture is shown in Figure 3.3. A maturity level is achieved by satisfying all of the goals of all of the KPAs at that maturity level. The goals are satisfied by addressing the practices in all five common features for that KPA. The example in Figure 3.3 [7] shows how a practice (Activity 9) is traced though a common feature (Activities Performed) to a KPA goal (Software Project Planning Goal 1) and finally to a maturity level (Level 2: Repeatable). 3.3.2 Key process areas In this section, we summarize the CMM ® KPAs at each maturity level. Maturity level 2: Repeatable Organizations at level 2 can be summarized as being disciplined because planning and tracking of the software project is stable and earlier successes can be repeated. The project’s processes are under the effective control of a project management system, following realistic plans based on the performance of previous projects. The KPAs at maturity level 2 are as follows: • Requirements Management (RM); • Software Project Planning (SPP);
3.3 CMM ® for software 41 Figure 3.3 The CMM ® architecture. • Software Project Tracking and Oversight (SPTO); • Software Subcontract Management (SSM); • Software Quality Assurance (SQA); • Software Configuration Management (SCM).
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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 . . . . . . . . .
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: 3.3 CMM ® for software 39 Figure 3
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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
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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
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Page 101 and 102: 4.2 CMMI ® 79 resistance to this p
Page 103 and 104: 4.2 CMMI ® 81 and staged represent
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Page 109 and 110: 4.2 CMMI ® 87 Table 4.7 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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206 Approaches Using ISO-CMMI ® Sy
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CHAPTER 8 8.1 SCAMPI SM Contents 8.
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8.1 SCAMPI SM 241 Appraisal Framewo
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8.1 SCAMPI SM 243 within the select
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8.1 SCAMPI SM 245 Figure 8.2 Charac
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8.1 SCAMPI SM 247 • Organizationa
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8.1 SCAMPI SM 249 relevant stakehol
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8.1 SCAMPI SM 251 time in the appra
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8.2 ISO 9001:2000 registration proc
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8.3 TickIT 259 Figure 8.5 TickIT st
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8.5 Summary 261 in Chapter 7, achie
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CHAPTER 9 Contents Document Mapping
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9.1 Mapping: ISO 9001:2000 to the C
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9.1 Mapping: ISO 9001:2000 to the C
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9.2 Inverse mapping: CMMI ® to ISO
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284 Acronyms FAM FAA-iCMM ® Apprai
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286 Acronyms SCAMPI SM Standard CMM
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Index A audience, this book, xv-xvi
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Index 291 design and development, 1
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Index 293 technical solution (TS),
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Index 295 ISO 9001:2000 transition,
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Index 297 organizational innovation
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Index 299 S supplier agreement mana
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Systematic process improvement using ISO 9001:2000 and CMMI

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