Practical Insight into CMMI, Second Edition | by Tim Kasse | ISBN: 9781596932753. Quality Management Books. Professional Education and Training. Download Adobe E-Book.
Practical Insight into CMMI, Second Edition
by Tim Kasse
ISBN:9781596932753
Offering a full appreciation of the power of CMMI to enhance systems and software process improvement initiatives, this invaluable reference captures the essence of each of process area by presenting it in a practical context.
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Practical Insight into CMMI, Second Edition
Foreword
Preface
Overview
Practical Insight into CMMI®
Book Overview
Part I: Introduction
Part II: Project Management
Part III: Engineering
Part IV: An Organizational Focus
Part V: Individual Knowledge and Skills to Integrated Teams
Part VI: Measurement and Analysis to High Maturity
Part VII: Institutionalization
Part VIII: Advanced Concepts
Part IX: Summary
Appendices
SEI Disclaimer
Part I – Introduction
Chapter 1 – Engineering Systems Thinking
CMM® for Software
The Need for a Systems Engineering CMM®
The Need for an Integrated Model
Generating Multiple Models from the CMMI® Framework
Hardware and other Engineering Disciplines
Systems Engineering and Systems Management
Engineering Systems Thinking
Summary
Chapter 2 – Oriented to Business Results
Engineering Competency
Quality Management and Continuous Improvement Principles
The Five-Level Model
Senior Management’s Vision
Organization’s Business Objectives
Organization’s Measurement Objectives
Support for Project Leaders to Manage and Control Better
End-to-End Quality
Summary
Chapter 3 – Process Improvement Based on the CMMI®
A Simple View of the CMMI®
Process and Business
Are Process Descriptions Enough?
Other Groupings of Process Areas to Support Process Improvement
The CMMI® as the Complete Whole
The CMMI® is Not an Engineering Handbook
Sticky Areas
Entry Strategies into Process Improvement
Process Improvement for Systems, Hardware, Software, and Business Based on the CMMI®
The CMMI® and Engineering Systems Thinking
Summary
Chapter 4 – The Language of the CMMI®
Model
Model Options
CMMI® Product Suite
CMMI® Framework
CMMI® Architecture
Constellation
Disciplines
Addition
Adequate, Appropriate, as Needed
Establish and Maintain
Customer
Policy
Stakeholder
Relevant Stakeholder
Project Manager
Higher Level Management
Senior Manager
Organization
Enterprise
Development
Product
Product Component
Work Product (Life-Cycle Work Product)
Nondevelopmental Item (NDI)
Commercial Off-the-Shelf (COTS)
Project
Project Startup
Product Life Cycle
Tailoring Guidelines
Appraisal
Assessment
Capability Evaluation
Operational Concept and Operational Environment
Operational Scenarios
Verification
Validation
Document
Data
Data Management
Quality and Process Performance Objectives
Hardware Engineering
Systems Engineering
Summary
Chapter 5 – Roles and Responsibilities
Overview
Senior Management
Higher Level Management
Middle Management
Project Manager
Practitioners
Process Group
Quality Assurance
Configuration Management
Integration and Systems Testing
Measurement Team
Systems Engineering
Summary
Part II – Project Management
Chapter 6 – Enabling Project Managers to Manage and Control Better through Project Planning and Project Monitoring and Control
Overview
Project Planning
Estimation
Commitment Process Overview
Project Monitoring and Control
Summary
Chapter 7 – Enabling Project Managers to Manage and Control Better through Risk Management
Making Decisions under Conditions of Uncertainty
Sources of Risk
Risk Parameters
Prioritizing Risks
Risk Management Strategy
Risk Management Plan
Risk Monitoring
Summary
Chapter 8 – Enabling Project Managers to Manage and Control Better through Quality Management
Process and Product Quality Assurance
Configuration Management
Release
Summary
Chapter 9 – Enabling Project Managers to Manage and Control Better through Supplier Management
Working with Suppliers
Myths about Suppliers
When and Why Do We Use Suppliers?
Sources of Problems Using Suppliers
Different Forms of Suppliers
Supplier Agreement Management
Acceptance Testing
Transitioning from Supplier to Buyer
Supplier: One of the Project Team Members
Summary
Chapter 10 – Enabling Project Managers to Manage and Control Better through Integrated Project Management
Overview
The Project’s Defined Process
Summary
Part III – Engineering
Chapter 11 – The Recursive Nature of Requirements Engineering
Requirements Development
Requirements Management
Summary
Chapter 12 – Solution Definition
Selecting the “Best” Alternative Solution
Designing and Implementing the Product or Product Component
Summary
Chapter 13 – Reviews and Testing
Why Should We Conduct Reviews?
Reviews as a Management Control Tool
Management or Progress Reviews
Peer Reviews
Steps in the Inspections Process
Testing
Unit Testing and the CMMI®
Summary
Chapter 14 – From Components to Products—Gluing the Pieces Together
The Integration Strategy
The Integration Environment
Product Integration Procedures
Readiness for Integration: Interface Requirements
Assembly of Product Components
Evaluation of Assembled Product Components
Verification
Validation
Acceptance Testing
Packaging and Delivery
Summary
Part IV – An Organizational Focus
Chapter 15 – Improving Processes at the Organizational Level
Focusing Your Organization’s Process Improvement Efforts
Sample Improvement Infrastructure
Establishing, Maintaining, and Implementing Action Plans
Incorporating Lessons Learned
Communicate Status and Results of Process Improvement Activities
Continue to Improve
Process Assets
Rapid Application Development
Summary
Part V – Individual Knowledge and Skills to Integrated Teams
Chapter 16 – The Knowledge and Skills Base
Overview
Organizational Training Focus
Core Competencies
Organizational and Project-Level Training
Training Capability
Training Delivery
Effectiveness of the Training
Training, Mentoring, and Coaching
Treating the Workforce as Critical Corporate Assets
Summary
Chapter 17 – Integrated Teams
The Concept of the Integrated Team
Shared Vision
Organizational Process Definition
Integrated Project Management: IPPD Addition
The Integrated Team
Integrated Product Team Used by the Department of Defense
Summary
Part VI – Measurement and Analysis to High Maturity
Chapter 18 – Establishing the Measurement Foundation
Why a Separate Measurement and Analysis Process Area?
Measurement: Is it Really Necessary?
Information Needs and Measurement Objectives
Different Project’s Business Objectives Supporting a Common Organizational Business Objective—An Example
The Value of the Measures
Basic and Derived Measures
Statistical Analysis Techniques and Data Types
Specify Data Collection and Storage Procedures
Specify Analysis Procedures
Collect and Analyze the Measurement Data
Store the Measurement Data and Analysis Results
Effectiveness of Processes
Organization’s Set of Standard Processes
Goal-Question-Metric Paradigm
Summary
Chapter 19 – Basic Statistics and Probability Distributions
High Maturity and High Performance
Techniques to Control Processes in High-Maturity Organizations
Statistics
Importance of the Data
Statistical Intervals
Summary
Chapter 20 – Quantitative Management
Quantitative Management Overview
Relevant Terminology
Organizational Process Performance
Quantitative Project Management
Summary
Chapter 21 – Beyond Stability
Overview
Causal Analysis and Resolution
Quantitative Project Management Techniques for Causal Analysis
Addressing Defect Causes
Was the Change Successful?
Organizational Innovation and Deployment: Enabling the Selection and Deployment of Improvements
Collecting and Analyzing Improvement Proposals
Deploying Improvements
Summary
Chapter 22 – Reducing Variation
Understanding Variation
Variation among Individuals
Project’s Processes to Reduce Variation
Organizational Processes to Reduce Variation
Quantitative Project Management
Summary
Part VII – Institutionalization
Chapter 23 – Repeatable, Effective, and Long Lasting
Are Your Project Members Using Effective Processes?
Institutionalization
Capability Level 2 Generic Practices
Capability Level 3 Generic Practices
Relationships between Generic Practices and Process Areas
Appraisal Considerations
Summary
Part VIII – Advanced Concepts
Chapter 24 – The Constagedeous Approach to Process Improvement
Choosing between the Staged and Continuous CMMI® Representations
CMMI® Structure: Staged versus Continuous
Process Improvement is the Driving Force
Myths and Misconceptions
The Constagedeous Approach to Process Improvement
Summary
Chapter 25 – Applying CMMI® to Manufacturing
Background and Motivation
Initial Analysis
Applying Engineering Process Areas in Manufacturing BTS Projects
Applying CMMI® in Manufacturing BTP Projects
Applying Project Management Process Areas in Manufacturing Processes
Applying Organizational Process Management Process Areas in Manufacturing Processes
Applying Support Process Areas in Manufacturing Processes
An Example of OID Implementation
An Example of CAR Implementation
Summary
Part IX – Summary
Chapter 26 – Summary and Concluding Remarks
The Intent of Practical Insight into CMMI®, Second Edition
Essence of the CMMI®
Choosing between the Staged and Continuous CMMI® Representations
High Maturity
Support for a Process Improvement Initiative
Process and Business
Appendix A – Sticky Areas
Project Management
Configuration Management
Data Management
Quality Assurance
Peer Reviews (Inspections and Structured Walkthroughs)
Unit Testing
Interface Testing
Measurement and Analysis
Risk Management
Supplier Management
Engineering Process Areas
Appendix B – SAM-ISM Starterkit for Supplier Evaluation Criteria
Business Orientation and Background
Financial
Management
Core Competencies
Process and Quality Management
Experience Level
Project Management
Certifications and Awards
Orientation to Buyer
Appendix C – Quantitative Management Vocabulary
Selected Bibliography
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Practical Insight into CMMI, Second Edition | by Tim Kasse | 2008 … « Improvers on
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