Description
Taylor & Francis Ltd Interpreting The Cmmi (R) 2008 Edition by Margaret K. Kulpa, Kent A. Johnson
Written by experienced process improvement professionals who have developed and implemented computer based systems in organizations around the world, Interpreting the CMMI (R): A Process Improvement Approach, Second Edition provides you with specific techniques for performing process improvement. Employing everyday language and supported by real world examples, the authors describe the fundamental concepts of the CMMI model, covering goals, practices, architecture, and definitions, and provide a structured approach for implementing the concepts of the CMMI into any organization. They discuss getting started in the process improvement effort, as well as how to continue on to high maturity. They walk you through the myriad of charts and graphs involved in statistical process control and offer practical recommendations. They also provide information on blending different process improvement initiatives into organizational programs (including agile development), and in this edition include more in-depth information. The authors distill the knowledge gained in their combined 70 years of experience in project management, software engineering, systems engineering, metrics, quality assurance, appraisals, training, process improvement, and team building. Whether you are new to process improvement or an experienced professional, this volume will save you time wasted on false starts, false promises by marketers, and failed deadlines. The authors have been responsible for successfully implementing process improvement in several different organizations. This book is based on real-life experience, not on academic theories. It provides workable solutions to inherent challenges such as appropriate roles and responsibility, resistance to change, and meaningful documentation, thus transforming CMMI concepts into practical applications. Section I: Introduction Introduction What is the CMMI (R)? Why Did We Write This Book? How to Read This Book Why use CMMI? Family of CMMs Terminology History of the CMMI Assessment View versus Improvement View Changes from CMMI Version 1.1 to CMMI Version 1.2 Changes to Our Book, Interpreting the CMMI, from First Edition to Second Edition Beginning the Journey Introduction What is Process Improvement? What is a Process? Models Business Goals and Objectives Problems Structure of the CMMI Terms and Definitions CMMI Model Structure Model Structure for the Staged Representation Maturity Levels Process Areas (PAs) Goals 33 Practices Relationship between Goals and Practices Model Structure for the Continuous Representation Process Management Project Management Engineering Support Goals and Practices Generic Goals and Practices Target Profile Target Staging Achievement Profile Capability Level Profile Other Components Required, Expected, and Informative Components CMMI Representations The Staged Representation Maturity Level 1-Initial Maturity Level 2-Managed Maturity Level 3-Defined Maturity Level 4-Quantitatively Managed Maturity Level 5-Optimizing The Continuous Representation Capability Level 0: Incomplete Capability Level 1: Performed Capability Level 2: Managed Capability Level 3: Defined Capability Level 4: Quantitatively Managed Capability Level 5: Optimizing Which One Should I Use? It Depends Our Mandate Section II: CMMI Process Areas Understanding Maturity Level 2: Managed Moving from Level 1 to Level 2 The Process Areas for Maturity Level 2: Managed Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Understanding Maturity Level 3: Defined Moving from Level 2 to Level 3 Process Areas for the Maturity Level 3: Defined Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Integrated Project Management + IPPD Risk Management Decision Analysis and Resolution Understanding Maturity Level 4: Quantitatively Managed Moving from Level 3 to Level 4 The Process Areas for Maturity Level 4: Quantitatively Managed Organizational Process Performance Quantitative Project Management Understanding Maturity Level 5: Optimizing Moving from Level 4 to Level 5 The Process Areas for Maturity Level 5: Optimizing Organizational Innovation and Deployment Causal Analysis and Resolution Section III: Implementation Alignment of Multiple Process Improvement Initiatives Process Improvement Team Structure Integration of Existing Polices, Processes, and Procedures Collect and Review the Policies, Processes, and Procedures Examine the Interfaces Review the Roles Consider Life Cycles Consider the Level of Detail Consider the Format Measurement Programs Collect and Review the Related Documentation Collect Examples of Measures Presented to Management Identify All the Groups (or Individuals) with Measurement Responsibility Identify How the Measures Are Being Collected Create a Measurement Log Training Programs Identify Which Training Programs Are in Scope Identify All Sources of Training Identify and Collect All Training Plans and Schedule Identify All Training Courses Scenarios Scenario One: Merged Teams Scenario Two: Separate but Equal Is CMMI Right for Small Organizations? Definitions Systems Engineering Software Engineering Integrated Product and Process Development Acquisition The Staged Representation (The Architecture in Use by the Software CMM) The Continuous Representation (The Architecture in Use by the Systems Engineering Models) Maturity Levels Capability Levels SCAMPI Small Organizations Point-Counterpoint Establishing Your Process Improvement Organization Set Up SCAMPI The Design Phase The Pilot Phase Select the Pilot Project(s) Document the Success Criteria Train Pilot Participants Monitor the Pilot Efforts Refine Policies/Procedures Based on Pilot Results After the Pilots The Implementation Phase Monitoring the Process Improvement Effort Sample Process Improvement Program ABC Corporation Process Improvement (PI) Program Different Approaches for Process Improvement The Traditional Approach to PI. An Alternate Approach People, Roles, and Responsibilities Process Improvement Champions, Sponsors, and Groups 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 Documentation Guidelines Introduction Definitions Process Definition Approaches Identify Workshop Parameters Prepare Workshop Activities and Materials Manage Workshop Logistics Facilitate Workshops Document Workshop Outcomes Analyze Workshop Findings Planning and Tracking the Effort Defining Plans The PI Plan Implementation/Operations Plan Action Plans Communications Plans Tracking the Documentation Defining Processes, Procedures, Policies, and Charters Defining Processes Activity Entry Criteria Activity Exit Criteria Activity Input Criteria Activity Output Criteria Activity Performed By What Activity Comes Next? Defining Procedures Defining Policies Charters Section IV: Measurement Measurement within the CMMI The Measurement and Analysis Process Area The Engineering Process Areas The CMMI Measurement Focus Evolution of Measurement A Boatload of Metrics Background Selecting Metrics for Your Organization List of Metrics Level 2 Requirements Management Project Planning Project Monitoring and Control Measurement and Analysis Supplier Agreement Management Process and Product Quality Assurance (QA) Configuration Management (CM) Level 3 Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Integrated Project Management + IPPD Risk Management Decision Analysis and Resolution Level 4 Organizational Process Performance Quantitative Project Management Level 5 Organizational Innovation and Deployment Causal Analysis and Resolution Questions to Ask When Generating and Reviewing Metrics Planning the Metrics Process Some Problems You May Encounter Recommendations Recommendations to Improve the Metrics Identification and Collection Process Itself Recommendations to Improve Actual Performance on Projects Statistical Process Control Background Information Seven Common Tools Check Sheet Run Chart Histogram Pareto Chart Scatter Diagram/Chart Cause and Effect/Fishbone Diagram Control Chart Representing and Reporting Data The Tyranny of Control Charts Individuals and Moving Range Control Chart (XmR) Computing Limits for the XmR Chart Hints on How to Read the Charts c-Charts u-Charts A High-Maturity Perspective So How Do You Use a PPB with Your Projects Process Performance Model PPB Elements (Lines 1-10) Historical Effort Distribution (Line 12) Estimates Actuals by Phase (Line 18) Prediction Based on Actual When Available or Best Estimate (Line 20) Transitioning to Level 4 Select the Measures That Will Be the Basis for Your PPBs and PPMs Collect the Measures Identified from the Projects Analyze the Data from the Projects Establish Organizational PPBs and PPMs from the Project Data Derive Project Goals Select Critical Subprocesses to be Managed by the Project Select the Process Performance Baselines to be Used by the Project Select the Process Performance Model(s) to be Used by the Project Manage the Project Quantitatively Start Early to Level 4 Transitioning to Level 5 Create an Organizational Group Responsible for the Collection of Improvement Suggestions for Both Process and Technology Establish a Well-Defined Process for Improvement Proposals Establish Process Improvement Goals Clearly Communicate Process Improvement Activities and Goals to the Staff Section V: Appraisals Appraisals Using the CMMI Definitions SCAMPI Fundamentals Non-Process Improvement Appraisals Appraisal Classes Which Class Appraisal Method Should I Use Using SCAMPI A in the Field Additional Requirements for High Maturity SCAMPI A Appraisals Reusing Previous Appraisal Results Frequently Asked Questions for Planning and Conducting a SCAMPI A The SCAMPI A Approach Our Perspective What Is a SCAMPI A Appraisal? Plan and Prepare for Appraisal Phase Analyze Requirements Process Develop the Appraisal Plan Process Select and Prepare the Team Process Obtain and Inventory Initial Objective Evidence Process Prepare for Appraisal Conduct Process Conduct Appraisal Phase Prepare Participants Process Examine and Verify Objective Evidence Processes Validate Preliminary Findings Process Generate Appraisal Results Process Report Results Phase Deliver Appraisal Results Process Package and Archive Appraisal Assets Process Those Damn PIIDs! What ARE PIIDS and Why Must I Use Them? What Do the PIIDs Look Like? So Why Do PIIDs Take So Much Time? How Can I Screw Up a PIID? Data Consolidation Worksheets Section VI: Odds and Ends Agile and the CMMI What is Agile? Agile Methods What is Scrum? Complementary Approaches How CMMI Can Be Used with Agile Establish and Maintain an Organizational Policy for Planning and Performing Agile Methods (GP 2.1) Establish and Maintain the Plan for Performing Agile Methods (GP 2.2) Provide Adequate Resources for Performing Agile Methods (GP 2.3) Assign Responsibility and Authority for Performing Agile Methods (GP 2.4) Train the People Performing Agile Methods (GP 2.5) Place Designated Work Products under Appropriate Level of Configuration Management (GP 2.6) Identify and Involve the Relevant Stakeholders as Planned (GP2.7) Monitor and Control Agile Methods Against the Plan and Take Appropriate Corrective Action (GP 2.8) Objectively Evaluate Adherence to the Agile Methods and Address Noncompliance (GP2.9) Review the Activities, Status, and Results of the Agile Methods with Higher-Level Management and Resolve Issues (GP2.10) Establish and Maintain the Description of Agile Methods (GP3.1) Collect the Results from Using Agile Methods to Support Future Use and Improve the Organization's Approach to Agile Methods (GP 3.2) Using Agile in High-Maturity Organizations Agile Approach to Process Improvement and SCAMPI Closing Thoughts Process Improvement Invades Your Life Change Management Rewards and Punishment Management Commitment Quality Assurance Is the Key CMMI Perspective References and Further Reading Section VII: Appendices Appendix A: Comparing CBI-IPI to SCE to SCAMPI Appendix B: Myths and Legends of the CMMI Appendix C: Checklists for Pilot Projects Appendix D: Organizational In-Brief to SCAMPI Team Indexshow more