Systematic process improvement using ISO 9001:2000 and CMMI

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Disclaimer of Warranty Special permission to use 1. Capability Maturity Model ® for Software, Version 1.1, CMU/SEI-93-TR-24, © 1993 by Carnegie Mellon University, 2. Key Practices of the Capability Maturity Model ® for Software, Version 1.1, CMU/SEI-93-TR-25, © 1993 by Carnegie Mellon University, 3. Capability Maturity Model Integration ® (CMMI ® ), v1.1, Continuous Representation, CMU/ SEI-2002-TR-003, © 2001 by Carnegie Mellon University, 4. Capability Maturity Model Integration ® (CMMI ® ), v1.1, Staged Representation, CMU/SEI- 2002-TR-004, © 2001 by Carnegie Mellon University, 5. IDEAL SM : A User’s Guide for Software Process Improvement, CMU/SEI-96-HB-001, © 1996 by Carnegie Mellon University, 6. Standard CMMI ® Appraisal Method for Process Improvement SM (SCAMPI SM ), Version 1.1: Method Definition Document, CMU/SEI-2001-HB-001, © 2001 by Carnegie Mellon University in Systematic Process Improvement Using ISO 9001:2000 and CMMI ® is granted by the Software Engineering Institute. The SEI and CMU do not directly or indirectly endorse this work. NO WARRANTY. THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN ‘‘AS IS’’ BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WAR- RANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT.
Contents Foreword . . . . . . . . . . . . . . . xi Preface . . . . . . . . . . . . . . . . xv Acknowledgments . . . . . . . . . . . . xix 1 Introduction . . . . . . . . . . . . . . 1 1.1 Role of frameworks in developing process improvement strategies 4 1.2 Process improvement approaches 5 1.3 Syngergy 7 References 11 2 Process Improvement . . . . . . . . . . . 13 2.1 Why worry about process improvement 13 2.2 Why is process improvement so difficult 14 2.3 Typical process improvement approaches 15 2.3.1 Plan–Do–Check–Act 16 2.3.2 ISO 15504, Part 7 17 2.3.3 IDEAL SM 21 2.3.4 Evolutionary spiral process 24 2.3.5 ISO 9004:2000 26 2.3.6 Brute force 27 2.4 Summary 27 References 29 vii
Page 3 and 4: Systematic Process Improvement Usin
Page 5 and 6: Systematic Process Improvement Usin
Page 7: To our wives, Mirta and Susan, and
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
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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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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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