Real Process Improvement Using the Cmmi

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ISBN: 9780849321092 | 0849321093
Cover: Hardcover
Copyright: 2/24/2004

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Real Process Improvement Using the CMMI presents readers with non-academic, real-world approaches to process improvement via CMMI. The author provides concepts and techniques for CMMI-based process improvement which are as effective as they are innovative. Professionals at all levels from system engineers to CEOs will find a wealth of practical guidance and new ways to look at model-based process improvement that have already benefited large and small organizations in a variety of environments. Using plain language and enlightening illustrations, the author identifies the most critical concepts of the CMMI, and explains how to turn those concepts into real process improvement.

1 News Flash! There Is a Level 1!

(46)

Quiz: What Do You Think? What Do You Believe?

(1)

The Model and the Reality

(4)

Slash-and-Burn versus Natural Process Improvement

(4)

The Slash-and-Burn Approach

(1)

Symptoms of the Slash-and-Burn Approach

(1)

Results from the Slash-and-Burn Approach

(1)

Why People Slash-and-Burn

(1)

CMMI's Place in the Process Improvement Universe

(1)

Inside Maturity Level 1

(34)

Writing and Documentation

(3)

Finding and Leveraging the EBP

(1)

Previous or Concurrent Quality or Improvement Initiatives

(5)

ISO 9001:2000 and CMMI

(2)

Six Sigma and CMMI

(1)

Project Management Discipline

(6)

Project Management for Process Improvement

(1)

CMMI and PMBOK Similarities and Differences

(1)

CMMI and PMBOK Strengths and Weaknesses

(4)

Organizational Standards

(4)

Training Programs

(1)

Training Personnel, Tools, and Budget

(1)

Meeting Management and CMMI

(7)

Measurements and Measures

(5)

Everything Starts with the Strategy and It Starts at the Top

(1)

A Holistic Measurement Program

(3)

Do's and Don'ts

(1)

Don't

(1)

Quiz: What Did You Learn? What Will You Do?

(2)

2 The Role of Roles

(24)

What Do You Think? What Do You Believe?

(1)

The Model and the Reality

(2)

The Power of Knowing Who Does What

(7)

When Good Roles Go Bad

(1)

Why Defining Roles and Responsibilities Is So Hard

(4)

You Say "System Engineer," I Hear "Project Manager"

(1)

I Know What I Do, But Don't Ask Me to Explain It

(1)

More Roles than People

(1)

More People than Roles

(1)

Fear of Accountability

(1)

What Is a Role? What Are Responsibilities?

(3)

The Difference between Titles and Roles

(1)

Defining Roles

(7)

Where to Start

(1)

CMMI Process Improvement Roles

(4)

Defining Interorganizational Roles

(3)

Collaborative Roles and Responsibilities Definition

(1)

Identify and Work toward Common Goals

(1)

Get Your Own House in Order First

(1)

Do's and Don'ts

(1)

Don't

(1)

What Did You Learn? What Will You Do?

(1)

3 Managing the Process Improvement Project

(62)

What Do You Think? What Do You Believe?

(3)

The Model and the Reality

(1)

Go Where Everyone Has Gone Before

(2)

Establish a Common Language

(1)

Determine the Starting Point for CMMI Process Improvement

(26)

Using Appraisals to Determine the Current State

(1)

What the Organization Already Has

(16)

Everyday Appraisals

(1)

Listen, Don't Talk So Much

(4)

Reviewing Documents with a Natural Eye and an Open Mind

(5)

Mapping What You Discover to CMMI

(4)

What the Organization Needs or Wants (but Does Not Have)

(7)

GQM Lite: A Quick-Start Approach for Process Improvement

(6)

Planning the CMMI Process Improvement Project

104

(22)

Identifying and Involving Stakeholders

105

(1)

Establishing the Process Improvement Project Team

106

(6)

Establishing the Project Work Breakdown Structure

112

(10)

Where to Start

112

(1)

The Process Improvement WBS Content

113

(9)

Estimating the Process Improvement Work

122

(1)

CMMI Process Improvement Effort and Cost Estimate Considerations

123

(1)

Process Improvement Project Assumptions

123

(1)

Process Improvement Project Risks

124

(2)

Overly Optimistic Schedules

126

(1)

Insufficient Risk Management

126

(1)

Abandonment of Planning Under Pressure

126

(1)

Code Like Hell Programming

126

(1)

Monitoring and Controlling the Process Improvement Project

126

(3)

The Cost, Schedule, and Quality Paradigm

127

(2)

Do's and Don'ts

129

(1)

129

(1)

Don't

130

(1)

What Did You Learn? What Will You Do?

130

(3)

4 Process Improvement Strategies That Work

133

(52)

What Do You Think? What Do You Believe?

133

(1)

The Model and the Reality

133

(2)

Thinking Outside CMMI for Process Improvement

135

(2)

Applying a Systems View to Process Improvement

137

(10)

Losing Sight of the Forest

137

(1)

Fixes That Backfire

138

(6)

The Race to Maturity Levels

139

(3)

Process for Its Own Sake

142

(1)

Strategies for Fixes That Backfire

143

(1)

Shifting the Burden

144

(3)

Strategies for Dealing with Shifting the Burden

145

(2)

Why Systems Thinking?

147

(1)

Process Improvement: Good, Fast, or Cheap

147

(8)

Fast and Expensive Maturity Levels; Not Good Process Improvement

148

(3)

Approaches Employed

149

(1)

Additional Characteristics

150

(1)

Fast and Cheap Maturity Levels; Not Good Process Improvement

151

(2)

Approaches Employed

151

(1)

Additional Characteristics

152

(1)

Balanced Process Improvement; Fast Enough, Reasonably Priced, and Good Enough

153

(2)

Approaches Employed

153

(1)

Characteristics

154

(1)

Natural Process Improvement through Weeding and Nurturing

155

(5)

Weeding

155

(2)

Nurturing

157

(8)

System or Product Change Practices

157

(1)

Project Management

158

(1)

Quality Assurance

158

(2)

Business and CMMI Alignment

160

(5)

Organizational Learning and Process Improvement

165

(8)

Vicarious Learning and Benchmarking

166

(2)

Example

166

(2)

Vicarious Learning and Benchmarking Pros

168

(1)

Vicarious Learning and Benchmarking Cons

168

(1)

Simulation

168

(2)

Example

169

(1)

Simulation Pros

170

(1)

Simulation Cons

170

(1)

Prototyping

170

(2)

Example

171

(1)

Prototyping Pros

171

(1)

Prototyping Cons

172

(1)

Online Learning

172

(1)

Work Product-Based Approach to Process Improvement

173

(1)

Integrated versus Vertical Approaches to Process Improvement

174

(6)

The Downside to a Process Area Approach to CMMI Implementation

175

(1)

An Integrated Approach for Developing an Integrated Process System

176

(4)

Standards

176

(1)

Communication

177

(1)

Traceability and Integration

177

(1)

Tailoring and Tailorability

178

(1)

Document Management

179

(1)

Process Implementation

179

(1)

Do's and Don'ts

180

(2)

181

(1)

Don't

181

(1)

What Did You Learn? What Will You Do?

182

(3)

5 Five Critical Factors In Successful Process Definition

185

(30)

What Do You Think? What Do You Believe?

185

(1)

The Model and the Reality

185

(2)

Why a Chapter on Process Definition?

187

(1)

Critical Factor 1: Make the Process What People Do

187

(2)

Critical Factor 2: Plan Process Definition Work

189

(2)

Defining and Estimating Process Definition Tasks

189

(1)

Building the Process Definition Teams

190

(1)

Critical Factor 3: Define the Process Language for Your Organization

191

(16)

Defining Process Assets

192

(1)

Defining the Language of Your Organization

193

(14)

Defining "Organization"

194

(1)

Defining "System" and "System Engineering"

194

(1)

Defining "Project"

195

(2)

Defining "Stakeholder" and "Relevant Stakeholder"

197

(1)

Documenting the Organization's Language

198

(2)

Process Asset Content

200

(1)

Format and Style

200

(4)

Process Asset Quality

204

(2)

Process Usage and Customer Environment

206

(1)

Critical Factor 5: Focus on Process Implementation Assets

207

(5)

Give the Deliverers Deliverables

209

(1)

Show, Don't Tell

210

(2)

Do's and Don'ts

212

(1)

212

(1)

Don't

213

(1)

What Did You Learn? What Will You Do?

213

(2)

6 Acquiring Process Expertise and Tools

215

(18)

What Do You Think? What Do You Believe?

215

(1)

The Model and the Reality

215

(2)

Process Improvement - Make versus Buy

217

(1)

Process Improvement Cannot Be Outsourced

217

(1)

Some Really Bad Reasons Organizations Acquire Process Expertise or Tools

218

(2)

Bad Process Acquisition Reason 1: They Had a Cool Booth at the SEPGSM Conference

218

(1)

Bad Process Acquisition Reason 2: They Guarantee Your Organization Will Be Certified at CMM/CMMI Level in X Months

219

(1)

Bad Process Acquisition Reason 3: They're Great Golfing Partners

219

(1)

Bad Process Acquisition Reason 4: They're Cheap

220

(1)

Bad Process Acquisition Reason 5: They Used to Work at

220

(1)

Why Buy Instead of Make

220

(1)

Using IDEAL for Process Acquisition Decisions

221

(2)

The Maturing Client-Consultant Relationship

223

(3)

What Usually Happens

224

(1)

What Should Happen

225

(1)

Decision Criteria for Contracting CMMI or Process Consulting

226

(1)

What Is the Candidate Consultant Really Selling?

226

(1)

What Do the Candidate Consultants Say about ROI on Process Improvement?

226

(1)

Is Your Decision Based on the Consultant's Reputation or Verifiable Historical Performance?

226

(1)

How Interested Is the Consultant in Learning about Your Organization's Current Process Capability or Organizational Maturity?

227

(1)

Decision Criteria for Purchasing Process Tools

227

(1)

The Number One Consultant or Vendor Selection Criteria: Trust

228

(1)

Do's and Don'ts

229

(1)

229

(1)

Don't

230

(1)

What Did You Learn? What Will You Do?

230

(3)

7 Effective Change Leadership for Process Improvement

233

(18)

About You, about the Quote, and about the Future

233

(2)

Our Future is Yours Alone

235

(1)

The Difference between Managing and Leading Change

236

(1)

A View of CMMI from the Board Room

237

(1)

Doing All the Right Things for All the Wrong Reasons

238

(3)

The Holy Grail/Silver Bullet Syndrome

238

(1)

Corporate Lemmingology

239

(1)

A Golf-Course Mentality of CMMI-Based Process Improvement

240

(1)

Why Process Improvement Is So Difficult

241

(4)

Appropriate and Inappropriate Process Improvement Decisions

241

(3)

Why?

242

(1)

When?

242

(1)

Who?

243

(1)

Which Questions Are Not Yours to Answer

243

(1)

Effective and Ineffective Implementation

244

(1)

The Leader's Role in CMMI Process Improvement

245

(2)

Proven Techniques for Leading Process Improvement

247

(4)

Things You Should Do

247

(2)

Things You Should Not Do

249

(2)

8 Process Improvement Myths and Methodologies

251

(10)

About This Chapter

251

(1)

How Myths Are Born

252

(1)

CMMI and Process Implementation Myths

253

(4)

Myth or Methodology: CMM or CMMI Gives Organizations Requirements for Developing Successful Processes

253

(1)

Myth or Methodology: Having Higher Maturity Levels Ensures a Software Development Organization Will Be Successful

254

(1)

Myth or Methodology: Before Implementing CMM or CMMI, Organizations Are Usually in Total Chaos

254

(1)

Myth or Methodology: The Primary and Best Reason for Process Improvement Is to Achieve Maturity Levels

255

(1)

Myth or Methodology: CMM or CMMI Will Fix All Your

Software and Systems Engineering Problems

256

(1)

Myth or Methodology: Model-Based Process Improvement Doesn't Affect What I Do

257

(1)

Myth or Methodology: CMM and CMMI Is Rocket Science and Only a Few Geniuses Understand It

257

(1)

Appraisal Myths

257

(4)

Myth or Methodology: When an Organization Passes an Appraisal, It Gets Certified by SEI at a CMM Maturity Level

258

(1)

Myth or Methodology: For an Assessment to Be Official, It Needs to Be Led by Someone from outside the Company

259

(1)

Myth or Methodology: You're Not Allowed to Have People from Your Own Organization on the Assessment Team

260

(1)

Appendix A References

261

(4)

Index

265

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Real Process Improvement Using the Cmmi

Summary

Author Biography

Table of Contents

Supplemental Materials

FREE SHIPPING

Rent More, Save More! Use code: BBRENTAL

5% off 1 book, 7% off 2 books, 10% off 3+ books

Real Process Improvement Using the Cmmi

Summary

Author Biography

Table of Contents

Supplemental Materials

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