Interpreting the CMMI(c) A Process Improvement Approach

Interpreting the CMMI (R): A Process Improvement Approach, Second Edition

ISBN: 142006052X
EAN: 2147483647

Year: 2005
Pages: 205

Authors: Margaret K. Kulpa, Kent A. Johnson

BUY ON AMAZON

Table of Contents
BackCover
Interpreting the CMMI - A Process Improvement Approach
Section I: Introduction
Chapter 1: Introduction
Why Did We Write This Book?
How to Read This Book
Why Use the CMMI?
Family of CMMs
Terminology
History of the CMMI
Assessment View versus Improvement View
Summary
Notes
Chapter 2: Beginning the Journey
Models
Business Goals and Objectives
Problems
Summary
Model Structure for the Staged Representation
Model Structure for the Continuous Representation
Summary
Chapter 4: CMMI Representations
The Continuous Representation
Which One Should I Use?
Summary
Section II: CMMI Process Areas
Chapter 5: Understanding Maturity Level 2: Managed
Moving from Maturity Level 1 to Level 2
The Process Areas for Maturity Level 2: Managed
Summary
Chapter 6: Understanding Maturity Level 3: Defined
Process Areas for the Maturity Level 3: Defined
Summary
Chapter 7: Understanding Maturity Level 4: Quantitatively Managed
The Process Areas for Maturity Level 4: Quantitatively Managed
Summary
Chapter 8: Understanding Maturity Level 5: Optimizing
The Process Areas for Maturity Level 5: Optimizing
Summary
Section III: Implementation
Chapter 9: Alignment of Multiple Process Improvement Initiatives
Process Improvement Team Structure
Integration of Existing Policies, Processes, and Procedures
Measurement Program
Training Programs
Scenarios
Summary
Notes
Chapter 10: Is the CMMI Right for Small Organizations?
Definitions
Point-Counterpoint
Summary
Notes
Definitions
SCAMPI Fundamentals
Non-Process Improvement Appraisals
Appraisal Classes
Using SCAMPIs in the Field
Reusing Previous Assessment Results
Frequently Asked Questions for Planning and Conducting a SCAMPI
Summary
Notes
Chapter 12: Establishing Your Process Improvement Organization
Set Up
SCAMPI
The Design Phase
The Pilot Phase
The Implementation Phase
Monitoring the Process Improvement Effort
Different Approaches for Process Improvement
Sample Process Improvement Program
Summary
Chapter 13: People, Roles, and Responsibilities
Engineering Process Group (EPG)
Process Action Teams (PATs)
Training for PI Members
EPG and PAT Member Qualifications
Conducting Meetings
Quality Assurance (QA) and the EPG
Summary
Chapter 14: Documentation Guidelines
Definitions
Process Definition Approaches
Summary
Chapter 15: Planning and Tracking the Effort
Tracking the Documentation
Summary
Chapter 16: Defining Processes, Procedures, Policies, and Charters
Defining Procedures
Defining Policies
Charters
Summary
Chapter 17: A Boatload of Metrics
Background
Selecting Metrics for Your Organization
List of Metrics
Level 2
Level 3
Level 4
Level 5
Questions to Ask When Generating and Reviewing Metrics
Planning the Metrics Process
Some Problems You May Encounter
Recommendations
Summary
Chapter 18: Statistical Process Control
Background Information
Seven Common Tools
Representing and Reporting Data
The Tyranny of Control Charts
The Moving Range Control Chart
Computing Limits for the XmR Chart
Hints on How to Read the Charts
c-Charts
u-Charts
Summary
Chapter 19: A High-Maturity Perspective
Event Level Measurement
Process Performance Baseline
Process Performance Model
Transitioning to Level 4
Start Early to Level 4
Transitioning to Level 5
Summary
Chapter 20: Closing Thoughts
Rewards and Punishment
Management Commitment
Quality Assurance Is the Key
Summary
Part IV: Appendices
Appendix A: Comparison of CBA IPIs to SCEs to SCAMPI
Introduction
Training
Conduct
Similarities and Differences
SCAMPI and CMMI
2. The process areas and practices for Levels 4 and 5 do not significantly raise the bar, as higher maturity organizations helped devise this model.
3. Transitioning from the CMM to the CMMI will be a trivial effort.
4. The continuous representation allows you to select fewer process areas to institutionalize.
5. There are fewer procedures to write in the CMMI than in the CMM.
6. CMMI is not prescriptive.
7. CMMI is based on the best practices and lessons learned reported from usage of the CMM.
8. CMMI was the result of overwhelming demand across the industry.
9. CMMI supports organizational business objectives.
10. CMMI leads to consistent assessment results and ratings.
Appendix C: ImplementationOperations Plan Template
Appendix D: Sample Action Plan Template
Detailed Plan
Management of Plan
Appendix E: Sample CMMI Compliance Matrix
Appendix F: Sample CMM Compliance Matrix
Maturity Level 2
Maturity Level 4
Maturity Level 5
Process Management
Project Management
Engineering
Support
Appendix I: Process Example (Short Version)
Appendix J: Process Example (Long Version)
Appendix K: Sample Procedure Template
Appendix L: Sample Policy
Appendix M: Sample PAT Charter
Appendix N: Checklists for Pilot Projects
Checklist for Planning and Conducting Pilots
Checklist for Evaluating the Effectiveness of the Pilot
Appendix O: List of Metrics
Level 3
Level 4
Level 5
Appendix P: Measurement Plan Outline
Appendix Q: References and Further Reading
Index
Index_B
Index_C
Index_D
Index_E
Index_F
Index_G
Index_H
Index_I
Index_J
Index_K
Index_L
Index_M
Index_N
Index_O
Index_P
Index_Q
Index_R
Index_S
Index_T
Index_U
Index_V
Index_W
Index_X
List of Tables
List of Exhibits
Page #200 (Index)
Page #201 (Index)
Page #202 (Index)
Page #203 (Index)
Page #204 (List of Tables)