
Practical Insight into CMMI
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Content
- 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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