Practical Insight into CMMI
1st Edition
Published on 1. January 2004
322 pages
978-1-58053-626-4 (ISBN)
Description
Taking you beyond the Capability Maturity Model(R) to the integrated world of systems and software, this comprehensive resource presents CMMI(R) in a manner that easy to comprehend by higher-level managers and practitioners alike. The book gives you a clear picture of the activities an organization would be engaged in if their systems and software engineering processes were based on CMMI(R). You learn the roles and responsibilities of professionals at all levels, from senior and middle management to project leaders and quality assurance personnel.
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Tim Kasse
Practical Insight into CMMI
Book
06/2004
Artech House Publishers
€88.09
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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
