Practical Insight into CMMI

Tim Kasse9781580536257, 1-58053-625-5

Practical Insight into CMMIR is an essential reference for engineering, IT and management professionals striving to grasp the “look and feel of a successful business oriented process improvement implementation”. Taking you beyond the Capability Maturity ModelR to the integrated world of systems and software, this comprehensive resource presents CMMIR in a manner that is easy to comprehend by higher-level managers and practitioners alike. Written by a world-renowned expert in the field, the book offers a clear picture of the activities an organization would be engaged in if their systems and software engineering processes were based on CMMIR. The book teaches the roles and responsibilities of professionals at all levels, from senior and middle management to project leaders and quality assurance personnel.Offering a full appreciation of the power of CMMIR to enhance systems and software process improvement initiatives, this invaluable reference captures the essence of each of process area by presenting it in a practical context. From project monitoring and control, quality management, and requirements engineering, to risk management, integrated teams, and measurement programs, this authoritative volume provides you with a complete understanding of CMMIR and the benefits of this integrated approach in your organization.

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Table of contents :
Team DDU……Page 1
Contents……Page 8
Foreword by Bob Rassa……Page 20
Foreword by Mike Phillips……Page 22
Preface……Page 24
Acknowledgments……Page 28
Book overview……Page 30
CMM v1.0 to CMMv1.1……Page 40
The need for a systems engineering CMM……Page 41
Integrated Product and Process Development……Page 42
Systems engineering and systems management……Page 43
Management of technology……Page 44
Engineering systems thinking……Page 45
Systems thinking……Page 46
The Fifth Discipline……Page 47
Laws of engineering systems thinking……Page 48
Summary……Page 50
References……Page 51
Examples of software systems problems……Page 52
Engineering competency……Page 53
Support for the organization’s business objectives……Page 54
Support for senior management’s vision……Page 55
End-to-end quality……Page 56
Summary……Page 57
References……Page 58
The resulting quagmire of standards and models developed to govern the systems/software engineering processes……Page 60
CMMI and ISO 9001:2000……Page 64
CMMI to ISO 9001:2000 correlation……Page 65
CMMI and engineering systems thinking……Page 66
References……Page 68
Model……Page 70
Disciplines……Page 71
Establish and maintain……Page 72
Policy……Page 73
Relevant stakeholder……Page 74
Organization……Page 75
Work product: Life-cycle work product……Page 76
Tailoring guidelines……Page 78
Quality and process performance objectives……Page 79
Operational scenarios……Page 80
Systems engineering……Page 81
References……Page 82
Establish policies……Page 84
Authorize training……Page 85
Provide visible support……Page 86
Senior management oversight……Page 87
Process improvement steering committee……Page 88
Process owner……Page 89
The new skills required of a project manager……Page 91
Estimation……Page 92
Criticality……Page 93
Peer reviews and unit testing……Page 94
Configuration Management (CM)……Page 95
Supplier management……Page 96
Practitioners……Page 97
Facilitating the organization’s process improvement activities……Page 98
Process group responsibilities……Page 99
Process group manager……Page 100
Quality assurance……Page 101
Configuration Management……Page 103
Integration and system testing……Page 104
Measurement team……Page 105
Systems engineering……Page 106
Reference……Page 107
6 The Evolutionary Differences Between CMM for Software and CMMI……Page 108
Two representations……Page 109
Introductory notes……Page 110
Specific practices……Page 111
Process area upgrades and additions……Page 112
Project Monitoring and Control……Page 113
Integrated Supplier Management……Page 114
Requirements Development……Page 115
Requirements Management……Page 116
Decision Analysis and Resolution……Page 117
Integrated Teaming Concepts process areas……Page 118
Quantitative management concepts process areas……Page 119
Organizational Innovation and Deployment……Page 120
An incremental path to move from CMM for Software to CMMI……Page 121
Summary……Page 122
7 Enabling the Project Leader to Better Manage and Control Through Project Planning and Project Monitoring and Control……Page 124
Project planning……Page 125
Constraints……Page 126
Scope description……Page 127
Work breakdown structure……Page 128
The life cycle……Page 129
Size estimation……Page 130
Risk……Page 132
Stakeholder involvement……Page 133
Establishing the project plan……Page 134
Project monitoring and control……Page 135
Summary……Page 137
Risk management……Page 138
Making decisions under conditions of uncertainty……Page 139
Categorizing risks……Page 140
Risk management strategy……Page 141
Risk monitoring……Page 143
Summary……Page 145
Quality control……Page 146
Quality functions……Page 147
Project quality plan……Page 148
Quality assurance responsibles……Page 149
Objective evaluation……Page 150
Quality assurance group……Page 151
Integrity……Page 152
Configuration identification……Page 153
Baselining……Page 154
Change control……Page 157
Change control boards……Page 158
Configuration Management status accounting……Page 160
Configuration auditing……Page 162
Control of supplier CM functions……Page 163
Summary……Page 164
Supplier Agreement Management……Page 166
When and why do we use suppliers?……Page 167
Different forms of suppliers……Page 168
Supplier management activities……Page 169
Supplier agreement……Page 170
Commercial off the shelf (COTS)……Page 171
Supplier: One of the project team’s members……Page 172
Integrated Supplier Management……Page 173
Summary……Page 174
A project’s defined process……Page 176
Integrated project plan……Page 177
Summary……Page 178
What are requirements?……Page 180
Elicitation of requirements……Page 183
Customer requirements……Page 184
Nonfunctional requirements……Page 185
Operational concept and operational scenarios……Page 186
Allocation of requirements……Page 187
Validation of requirements……Page 188
The relationship among RD, TS, and RM……Page 189
Configuration Management of requirements change requests……Page 190
Impact analysis……Page 191
Bidirectional traceability……Page 192
Summary……Page 193
Reference……Page 194
Selecting the best alternative solution……Page 196
Allocation of requirements as a solution set……Page 197
Commercial off-the-shelf products……Page 199
Traditional approach to systems architecting……Page 200
Detailed design……Page 201
Interface descriptions……Page 203
Peer reviews and unit testing……Page 204
Summary……Page 205
The integration strategy……Page 206
Integration environment……Page 207
Readiness for integration……Page 208
Verification techniques and methods……Page 209
Packaging and delivery……Page 210
Verification and Validation……Page 211
Summary……Page 212
15 Improving Processes at the Organizational Level……Page 214
What processes currently exist?……Page 215
Sample improvement infrastructure……Page 216
Senior management advisory board……Page 217
Steering committee……Page 218
Software/systems engineering process group (SEPG)……Page 221
Working groups……Page 223
Process liaisons……Page 224
Establishing, maintaining, and implementing action plans……Page 225
Process assets……Page 231
Process asset library……Page 232
Process elements……Page 233
Product life-cycle models……Page 234
Support environment……Page 235
Organizational measurement repository……Page 237
References……Page 238
Core competencies……Page 240
Organizational and project level training……Page 241
Training capability……Page 242
Training delivery……Page 243
Training, mentoring, and coaching……Page 244
Am I considered a critical corporate asset?……Page 245
Reference……Page 247
The concept of the integrated team……Page 248
Shared vision……Page 249
Integrative leadership and interpersonal skills……Page 250
Integrated Project Management (IPPD)……Page 251
Preliminary distribution of requirements……Page 252
Selection criteria for integrated team members……Page 253
Summary……Page 254
Understanding variation……Page 256
Projects’ processes to reduce variation……Page 257
Organizational processes to reduce variation……Page 258
Summary……Page 259
Reference……Page 260
Measurement: Is it really necessary?……Page 262
Measurement and Analysis……Page 263
Establish measurement objectives……Page 264
Specify data collection and storage procedures……Page 265
Collect and analyze the measurement data……Page 266
Basic measures……Page 267
Effectiveness of processes……Page 268
Organization’s measurement repository……Page 269
Slightly more advanced measure……Page 270
Process performance baselines……Page 271
Quantitative project management……Page 273
Understanding variation……Page 274
Assignable cause and exceptional cause……Page 276
Capable processes……Page 277
Histograms……Page 278
Summary……Page 279
References……Page 280
20 Beyond Stability……Page 282
Quantitative project management techniques for causal analysis……Page 283
Addressing defect causes……Page 287
Enabling the selection and deployment of improvements……Page 288
Collecting and analyzing improvement proposals……Page 289
Deploying improvements……Page 290
Reference……Page 291
Are your project members using effective processes?……Page 292
Institutionalization……Page 293
Capability level 2 generic practices……Page 294
Summary……Page 298
Choosing between the staged and continuous CMMI representations……Page 300
CMMI structure: Staged versus continuous……Page 301
Process improvement is the driving force……Page 303
Myths and misconceptions (staged)……Page 305
Continuous representation……Page 306
Positive influences on process improvement (continuous)……Page 307
The constagedeous approach to process improvement……Page 308
Summary……Page 309
Selected Bibliography……Page 310
About the Author……Page 314
Index……Page 316