CMMII Distilled
A Practical Introduction to Integrated Process Improvement
3rd Edition
Published on 1. May 2008
288 pages
978-0-13-270239-3 (ISBN)
Description
CMMI (R) (Capability Maturity Model (R) Integration) is an integrated, extensible framework for improving process capability and quality across an organization. It has become a cornerstone in the implementation of continuous improvement for both industry and governments around the world. Rich in both detail and guidance for a wide set of organizational domains, the CMMI Product Suite continues to evolve and expand.
Updated for CMMI Version 1.2, this third edition of CMMI (R) Distilled again provides a concise and readable introduction to the model, as well as straightforward, no-nonsense information on integrated, continuous process improvement. The book now also includes practical advice on how to use CMMI in tandem with other approaches, including Six Sigma and Lean, as well as new and expanded guidance on preparing for, managing, and using appraisals.
Written so that readers unfamiliar with model-based process improvement will understand how to get started with CMMI, the book offers insights for those more experienced as well. It can help battle-scarred process improvement veterans, and experienced suppliers and acquirers of both systems and services, perform more effectively. CMMI (R) Distilled is especially appropriate for executives and managers who need to understand why continuous improvement is valuable, why CMMI is a tool of choice, and how to maximize the return on their efforts and investments. Engineers of all kinds (systems, hardware, software, and quality, as well as acquisition personnel and service providers) will find ideas on how to perform better.
The three authors, all involved with CMMI since its inception, bring a wealth of experience and knowledge to this book. They highlight the pitfalls and shortcuts that are all too often learned by costly experience, and they provide a context for understanding why the use of CMMI continues to grow around the world.
Updated for CMMI Version 1.2, this third edition of CMMI (R) Distilled again provides a concise and readable introduction to the model, as well as straightforward, no-nonsense information on integrated, continuous process improvement. The book now also includes practical advice on how to use CMMI in tandem with other approaches, including Six Sigma and Lean, as well as new and expanded guidance on preparing for, managing, and using appraisals.
Written so that readers unfamiliar with model-based process improvement will understand how to get started with CMMI, the book offers insights for those more experienced as well. It can help battle-scarred process improvement veterans, and experienced suppliers and acquirers of both systems and services, perform more effectively. CMMI (R) Distilled is especially appropriate for executives and managers who need to understand why continuous improvement is valuable, why CMMI is a tool of choice, and how to maximize the return on their efforts and investments. Engineers of all kinds (systems, hardware, software, and quality, as well as acquisition personnel and service providers) will find ideas on how to perform better.
The three authors, all involved with CMMI since its inception, bring a wealth of experience and knowledge to this book. They highlight the pitfalls and shortcuts that are all too often learned by costly experience, and they provide a context for understanding why the use of CMMI continues to grow around the world.
More details
Edition
3rd edition
Language
English
Place of publication
Boston
United States
Publishing group
Pearson Education (US)
Target group
College/higher education
ISBN-13
978-0-13-270239-3 (9780132702393)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Dennis M. Ahern | Aaron Clouse | Richard Turner
CMMI Distilled
A Practical Introduction to Integrated Process Improvement
Book
05/2008
3rd Edition
Addison Wesley
€37.13
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Persons
Dennis M. Ahern is an advisory engineer at Northrop Grumman Corporation. Previously, he taught at Yale University and the University of Maryland. He was the deputy project manager of the CMMI Development Team, a co-leader of the CMMI Editor Team, and an author of CMMI. He is also a coauthor of CMMI (R) SCAMPI Distilled (Addison-Wesley, 2005).
Aaron Clouse is a senior member of the technical staff at the Software Engineering Institute (SEI). He recently retired from Raytheon Company, where he worked on process improvement programs for more than seventeen years. He has a background in electronic engineering and systems engineering in digital signal processing systems. He was a member of the CMMI Product Team and is an author of CMMI.
Richard Turner, a distinguished service professor in the Stevens Institute School of Systems and Enterprises and a visiting scientist at the SEI, has worked in industry, government, and academia to improve the development and acquisition of software-intensive systems. A member of the original CMMI development team, he has coauthored Balancing Agility and Discipline with Barry Boehm (Addison-Wesley, 2004) and CMMI (R) Survival Guide with Suzanne Garcia (Addison-Wesley, 2007).
Aaron Clouse is a senior member of the technical staff at the Software Engineering Institute (SEI). He recently retired from Raytheon Company, where he worked on process improvement programs for more than seventeen years. He has a background in electronic engineering and systems engineering in digital signal processing systems. He was a member of the CMMI Product Team and is an author of CMMI.
Richard Turner, a distinguished service professor in the Stevens Institute School of Systems and Enterprises and a visiting scientist at the SEI, has worked in industry, government, and academia to improve the development and acquisition of software-intensive systems. A member of the original CMMI development team, he has coauthored Balancing Agility and Discipline with Barry Boehm (Addison-Wesley, 2004) and CMMI (R) Survival Guide with Suzanne Garcia (Addison-Wesley, 2007).
Content
List of Figures ix
Preface xi
Part I. Integrated Process Improvement 3
Chapter 1: Why Integrated Process Improvement? 5
1.1 Business Objectives and Process Improvement 8
1.2 The Engineering Environment of the Twenty-First Century 12
1.3 Evolving Engineering Approaches 14
1.4 A Proliferation of Models and Standards 16
1.5 The Benefits of Integrated Process Improvement 17
1.6 Conclusions 19
Chapter 2: Implementing Continuous Improvement 21
2.1 Driving Business Performance 22
2.2 Elements of Continuous Improvement 25
2.3 Five Keys for Continuous Improvement 32
2.4 Management of Continuous Improvement Activities 43
2.5 Everyone Understands and Participates 45
2.6 Pearls of Wisdom 47
Part II. The CMMI Models 51
Chapter 3: The CMMI Concept 53
3.1 An Overview of CMMI 54
3.2 CMMI Objectives 57
3.3 The Three Source Models 60
3.4 CMMI Project Organization 65
Chapter 4: CMMI Content 69
4.1 Constellations 70
4.2 Process Areas 70
4.3 Content Classification 71
4.4 Required Materials 72
4.5 Expected Materials 74
4.6 Informative Materials 76
4.7 Additions 80
4.8 CMMI Model Foundation 80
4.9 Document Map 81
Chapter 5: CMMI Representations 83
5.1 Staged Models 84
5.2 Continuous Models 85
5.3 CMMI Model Representations 87
5.4 Conclusion 96
Chapter 6: CMMI Dimensions for Measuring Improvement 97
6.1 Capability Dimension 98
6.2 Maturity Dimension 103
6.3 Generic Practices in the Capability Dimension 104
6.4 Generic Practices in the Maturity Dimension 112
6.5 Organizational Capability Evolution 112
Chapter 7: CMMI Process Areas 115
7.1 Foundation Process Areas 119
7.2 Development Constellation 143
7.3 Acquisition Constellation Process Areas 153
7.4 Services Constellation Process Areas 160
7.5 Relationships within CMMI Components 167
Part III. Using CMMI 173
Chapter 8: Picking a Representation 175
8.1 Reasons for Liking Staged Models 176
8.2 Reasons for Liking Continuous Models 178
8.3 Reasons for Choosing a CMMI Representation 180
Chapter 9: Appraisals with CMMI 183
9.1 Appraisal Requirements for CMMI 184
9.2 Standard CMMI Appraisal Method for Process Improvement: Class A 188
9.3 The Role of Appraisals in Continuous Improvement 193
Part IV. The Future of CMMI 197
Chapter 10: Evolving CMMI 199
10.1 Simplifying the Model 200
10.2 A Domain-Independent CMMI Model 201
10.3 Collection of Issues for Beyond Version 2.1 203
10.4 A Final Note on CMMI Evolution 207
Afterword 209
Three Selections from "A Process Improvement Songbook" 211
Appendix A. Summary of CMMI Models 213
Appendix B. References 243
SEI Figure Credit List 249
Index 251
Preface xi
Part I. Integrated Process Improvement 3
Chapter 1: Why Integrated Process Improvement? 5
1.1 Business Objectives and Process Improvement 8
1.2 The Engineering Environment of the Twenty-First Century 12
1.3 Evolving Engineering Approaches 14
1.4 A Proliferation of Models and Standards 16
1.5 The Benefits of Integrated Process Improvement 17
1.6 Conclusions 19
Chapter 2: Implementing Continuous Improvement 21
2.1 Driving Business Performance 22
2.2 Elements of Continuous Improvement 25
2.3 Five Keys for Continuous Improvement 32
2.4 Management of Continuous Improvement Activities 43
2.5 Everyone Understands and Participates 45
2.6 Pearls of Wisdom 47
Part II. The CMMI Models 51
Chapter 3: The CMMI Concept 53
3.1 An Overview of CMMI 54
3.2 CMMI Objectives 57
3.3 The Three Source Models 60
3.4 CMMI Project Organization 65
Chapter 4: CMMI Content 69
4.1 Constellations 70
4.2 Process Areas 70
4.3 Content Classification 71
4.4 Required Materials 72
4.5 Expected Materials 74
4.6 Informative Materials 76
4.7 Additions 80
4.8 CMMI Model Foundation 80
4.9 Document Map 81
Chapter 5: CMMI Representations 83
5.1 Staged Models 84
5.2 Continuous Models 85
5.3 CMMI Model Representations 87
5.4 Conclusion 96
Chapter 6: CMMI Dimensions for Measuring Improvement 97
6.1 Capability Dimension 98
6.2 Maturity Dimension 103
6.3 Generic Practices in the Capability Dimension 104
6.4 Generic Practices in the Maturity Dimension 112
6.5 Organizational Capability Evolution 112
Chapter 7: CMMI Process Areas 115
7.1 Foundation Process Areas 119
7.2 Development Constellation 143
7.3 Acquisition Constellation Process Areas 153
7.4 Services Constellation Process Areas 160
7.5 Relationships within CMMI Components 167
Part III. Using CMMI 173
Chapter 8: Picking a Representation 175
8.1 Reasons for Liking Staged Models 176
8.2 Reasons for Liking Continuous Models 178
8.3 Reasons for Choosing a CMMI Representation 180
Chapter 9: Appraisals with CMMI 183
9.1 Appraisal Requirements for CMMI 184
9.2 Standard CMMI Appraisal Method for Process Improvement: Class A 188
9.3 The Role of Appraisals in Continuous Improvement 193
Part IV. The Future of CMMI 197
Chapter 10: Evolving CMMI 199
10.1 Simplifying the Model 200
10.2 A Domain-Independent CMMI Model 201
10.3 Collection of Issues for Beyond Version 2.1 203
10.4 A Final Note on CMMI Evolution 207
Afterword 209
Three Selections from "A Process Improvement Songbook" 211
Appendix A. Summary of CMMI Models 213
Appendix B. References 243
SEI Figure Credit List 249
Index 251
