Real Process Improvement Using the CMMI

Published:
February 24, 2004 by Auerbach Publications - 304 Pages
Author(s):
Michael West, Natural SPI Inc., Salt Lake City, Utah, USA

Purchasing Options

Hardback
$83.95
Add to cart
ISBN 9780849321092
Cat# AU2109
 

Features

  • Shows how to adapt your company’s practices to implement a CMMI process improvement program
  • Bridges the gap between process improvement professionals and software developers
  • Provides case studies that demonstrate how concepts have proven successful in real organizations
  • Includes do’s and don’ts checklists that offer quick synopses of chapter content

    • Summary

    Real Process Improvement Using the CMMI® presents readers with non-academic, real-world approaches to process improvement via CMMI. The author provides concepts and techniques for CMMI-based process improvement which are as effective as they are innovative. Professionals at all levels from system engineers to CEOs will find a wealth of practical guidance and new ways to look at model-based process improvement that have already benefited large and small organizations in a variety of environments. Using plain language and enlightening illustrations, the author identifies the most critical concepts of the CMMI, and explains how to turn those concepts into real process improvement.

    This book provides you with key information that will significantly benefit all CMMI process improvement efforts. Topics include:

    ·        Ways to discover and understand the business goals and drivers for successful process improvement initiatives

    ·        How to recognize the structures and practices many organizations already have in place that can accelerate process improvement, even before they begin using the CMMI

    ·        Planning and managing the process improvement project

    ·        Innovative, untraditional yet highly effective and proven strategies for CMMI-based process improvement

    ·         A thorough debunking of many of the costly and wasteful myths surrounding CMMI-based improvement

    Table of Contents

    vii
    News Flash! There Is a Level 1!
    Quiz: What Do You Think? What Do You Believe?
    The Model and the Reality
    Slash-and-Burn versus Natural Process Improvement
    CMMI’s Place in the Process Improvement Universe
    Inside Maturity Level 1
    Writing and Documentation
    Do’s and Don’ts
    Quiz: What Did You Learn? What Will You Do?
    The Role of Roles
    What Do You Think? What Do You Believe?
    The Model and the Reality
    The Power of Knowing Who Does What
    What Is a Role? What Are Responsibilities?
    Defining Roles
    Defining Interorganizational Roles
    Do’s and Don’ts
    What Did You Learn? What Will You Do?
    Managing the Process Improvement Project
    What Do You Think? What Do You Believe?
    The Model and the Reality
    Go Where Everyone Has Gone Before
    Establish a Common Language
    Determine the Starting Point for CMMI Process Improvement
    Planning the CMMI Process Improvement Project
    Monitoring and Controlling the Process Improvement Project
    Do’s and Don’ts
    What Did You Learn? What Will You Do?
    Process Improvement Strategies That Work
    What Do You Think? What Do You Believe?
    The Model and the Reality
    Thinking Outside CMMI for Process Improvement
    Applying a Systems View to Process Improvement
    Process Improvement: Good, Fast, or Cheap
    Natural Process Improvement through Weeding and Nurturing
    Business and CMMI Alignment
    Organizational Learning and Process Improvement
    Work Product-Based Approach to Process Improvement
    Integrated versus Vertical Approaches to Process Improvement
    Do’s and Don’ts
    What Did You Learn? What Will You Do?
    Five Critical Factors in Successful Process Definition
    What Do You Think? What Do You Believe?
    The Model and the Reality
    Why a Chapter on Process Definition? 187
    Critical Factor 1: Make the Process What People Do
    Critical Factor 2: Plan Process Definition Work
    Critical Factor 3: Define the Process Language for Your Organization
    Critical Factor 5: Focus on Process Implementation Assets
    Do’s and Don’ts
    What Did You Learn? What Will You Do?
    Acquiring Process Expertise and Tools
    What Do You Think? What Do You Believe?
    The Model and the Reality
    Process Improvement — Make versus Buy
    Process Improvement Cannot Be Outsourced
    Some Really Bad Reasons Organizations Acquire Process Expertise
    or Tools
    Why Buy Instead of Make
    Using IDEAL for Process Acquisition Decisions
    The Maturing Client–Consultant Relationship
    Decision Criteria for Purchasing Process Tools
    The Number One Consultant or Vendor Selection Criteria: Trust
    Do’s and Don’ts
    What Did You Learn? What Will You Do?
    Effective Change Leadership for Process Improvement
    About You, about the Quote, and about the Future
    Our Future is Yours Alone
    The Difference between Managing and Leading Change
    A View of CMMI from the Board Room
    Doing All the Right Things for All the Wrong Reasons
    Why Process Improvement Is So Difficult
    The Leader’s Role in CMMI Process Improvement
    Proven Techniques for Leading Process Improvement
    Process Improvement Myths and Methodologies
    About This Chapter
    How Myths Are Born
    CMMI and Process Implementation Myths
    Appraisal Myths
    Appendix A
    References  

    Editorial Reviews

    "Michael West does a great service for many potential CMM or CMMI adopters by explaining the differences between pro forma and in-depth organizational process improvement. He shows the difference between attacking symptoms and addressing root causes. He debunks various myths about CMMs and provides case studies from experience showing that the myths are dangerous to believe…If you're contemplating any sort of process improvement effort, this book can help you a great deal in defining and getting the results you'd like to achieve."
    --Dr. Barry Boehm
    Director, USC Center for Software Engineering

    Related Titles