Practical Insight into CMMI

Name: Practical Insight into CMMI
Brand: Artech House
Price: 113.99 EUR
Availability: OnlineOnly

Tim Kasse(Autor*in)

Artech House (Verlag)

1. Auflage

Erschienen am 1. Januar 2004

322 Seiten

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978-1-58053-626-4 (ISBN)

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Inhalt

Practical Insight into CMMI ®
Contents vii
Foreword by Bob Rassa xix
Foreword by Mike Phillips xxi
Preface xxiii
Acknowledgments xxvii
Book Overview xxix
CHAPTER 1 Engineering Systems Think 1
CMM for Software 1
Software Product Engineering 2
The need for a systems engineering CMM 2
The need for an integrated model 3
Systems engineering and systems management 4
Engineering systems thinking 6
Summary 11
CHAPTER 2 Oriented-to-Business Results 13
State of the practice for software engineering 13
Support for the organization's business objectives 15
Support for senior management's vision 16
Support for project leaders to better manage and control 17
End-to-end quality 17
Summary 18
References 19
CHAPTER 3 Process Improvement Based on CMMI 21
The resulting quagmire of standards and models developed to govern the systems/software engineering processes 21
CMMI and ISO 9001:2000 25
Process improvement for software, systems, and business based on CMMI 27
CMMI and engineering systems thinking 27
Summary 29
References 29
CHAPTER 4 CMMI Speak 31
Model 31
Model options 32
Disciplines 32
Adequate, appropriate, as needed 33
Establish and maintain 33
Customer 34
Policy 34
Stakeholder 35
Relevant stakeholder 35
Project manager 36
Senior manager 36
Organization 36
Enterprise 37
Development 37
Product 37
Product component 37
Work product: Life-cycle work product 37
Project 39
Appraisal 39
Assessment 39
Tailoring guidelines 39
Verification 40
Validation 40
Goal 40
Objective 40
Document 40
Quality and process performance objectives 40
Operational concept and operational environment 41
Operational scenarios 41
Systems engineering 42
Summary 43
CHAPTER 5 Roles and Responsibilities 45
Senior management 45
Middle management 49
Project manager 52
Practitioners 58
Process group 59
Facilitating the organization's process improvement activities 59
Engineering background 60
Quality assurance 62
Configuration Management 64
Integration and system testing 65
Measurement team 66
Systems engineering 67
Summary 68
Reference 68
CHAPTER 6 The Evolutionary Differences Between CMM for Software and CMMI 69
An integrated approach 70
Two representations 70
CMMI process area contents 71
Process area upgrades and additions 73
Project management concepts process areas 74
Project Monitoring and Control 74
Engineering concepts process areas 76
Process management concepts process areas 79
Integrated Teaming Concepts process areas 79
Quantitative management concepts process areas 80
Optimizing concepts process areas 81
An incremental path to move from CMM for Software to CMMI 82
Summary 83
CHAPTER 7 Enabling the Project Leader to Better Manage and Control Through Project Planning and Project Monitoring and Control 85
Project planning 86
Estimation 90
Project monitoring and control 96
Summary 98
CHAPTER 8 Enabling the Project Leader to Better Manage and Control Through Risk Management 99
Risk management 99
Summary 106
CHAPTER 9 Enabling the Project Leader to Better Manage and Control Through Quality Management 107
Process and Product Quality Assurance 107
Configuration Management 113
Summary 125
CHAPTER 10 Enabling the Project Leader to Better Manage and Control Through Supplier Management 127
Supplier Agreement Management 127
Integrated Supplier Management 134
Summary 135
CHAPTER 11 Enabling the Project Leader to Better Manage and Control Through Integrated Project Management 137
Integrated Project Management 137
A project's defined process 137
Summary 139
CHAPTER 12 The Recursive Nature of Requirements Engineering 141
Requirements development 141
Requirements Management 150
Summary 154
CHAPTER 13 Alternative Solutions 157
Selecting the best alternative solution 157
Designing and implementing the product or product component 161
Summary 166
CHAPTER 4 From Components to Products: Gluing the Pieces Together 167
The integration strategy 167
Integration environment 168
Product Integration procedures 169
Readiness for integration 169
Assembly of product components 170
Evaluation of assembled product components 170
Packaging and delivery 171
Verification and Validation 172
Summary 173
CHAPTER 15 Improving Processes at the Organizational Level 175
Focusing your organization's process improvement efforts 176
Process assets 192
Process architecture 195
Summary 199
References 199
CHAPTER 16 The Knowledge and Skills Base 201
Organizational training focus 201
Core competencies 201
Organizational and project level training 202
Training capability 203
Training delivery 204
Effectiveness of the training 205
Training, mentoring, and coaching 205
Am I considered a critical corporate asset? 206
Summary 208
Reference 208
CHAPTER 17 Integrated Teams 209
The concept of the integrated team 209
Shared vision 210
Organizational environment for integration 211
Integrated Project Management (IPPD) 212
The integrated team 214
Summary 215
CHAPTER 18 Reducing Variation 217
Understanding variation 217
Variation among individuals 218
Projects' processes to reduce variation 218
Organizational processes to reduce variation 219
Quantitative Project Management 220
Summary 220
Reference 221
CHAPTER 19 Techniques for Establishing a Measurement Program 223
Measurement: Is it really necessary? 223
Measurement and Analysis 224
Organization's set of standard processes 230
Quantitative project management 232
Summary 240
References 241
CHAPTER 20 Beyond Stability 243
Causal analysis 244
Quantitative project management techniques for causal analysis 244
Addressing defect causes 248
Was the change successful? 249
Enabling the selection and deployment of improvements 249
Collecting and analyzing improvement proposals 250
Deploying improvements 251
Summary 252
Reference 252
CHAPTER 21 Repeatable, Effective, and Long-Lasting 253
Are your project members using effective processes? 253
Institutionalization 254
Capability level 2 generic practices 255
Capability level 3 generic practices 259
Summary 259
CHAPTER 22 The Constagedeous Approach to Process Improvement 261
Choosing between the staged and continuous CMMI representations 261
CMMI structure: Staged versus continuous 262
Process improvement is the driving force 264
Myths and misconceptions 266
The constagedeous approach to process improvement 269
Summary 270
Selected Bibliography 271
About the Author 275
Index 277

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