Cover image for CMMI®Distilled: A Practical Introduction to Integrated Process Improvement

CMMI®Distilled: A Practical Introduction to Integrated Process Improvement

Author Richard Turner , Aaron Clouse , Dennis M. Ahern
Release Date: 2008/05/01
ISBN: 9780321564276
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Book Description

CMMI® (Capability Maturity Model® 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® 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® 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.

Table of Contents

  1. Copyright
  2. List of Figures
  3. Preface
  4. I. Integrated Process Improvement
    1. 1. Why Integrated Process Improvement?
      1. 1.1. Business Objectives and Process Improvement
      2. 1.2. The Engineering Environment of the Twenty-First Century
      3. 1.3. Evolving Engineering Approaches
      4. 1.4. A Proliferation of Models and Standards
      5. 1.5. The Benefits of Integrated Process Improvement
        1. 1.5.1. Cost Benefits
        2. 1.5.2. Clarity of Focus
        3. 1.5.3. Process Integration and Lean Organizations
        4. 1.5.4. Agility
      6. 1.6. Conclusions
    2. 2. Implementing Continuous Improvement
      1. 2.1. Driving Business Performance
      2. 2.2. Elements of Continuous Improvement
        1. 2.2.1. Understanding the Tools for Improvement
        2. 2.2.2. Nurturing a Continuous Improvement Culture
        3. 2.2.3. Providing Strong Leadership
        4. 2.2.4. Linking Improvement to Business Strategies and Results
        5. 2.2.5. Focusing on the Customer
        6. 2.2.6. Making Quality as Important as Cost and Schedule
        7. 2.2.7. Establishing Criteria for Larger Improvement Events
      3. 2.3. Five Keys for Continuous Improvement
        1. 2.3.1. Process Excellence
        2. 2.3.2. CMMI
        3. 2.3.3. Lean Engineering
        4. 2.3.4. Six Sigma
        5. 2.3.5. Knowledge Management
        6. 2.3.6. Using the Five Keys to Continuous Improvement
      4. 2.4. Management of Continuous Improvement Activities
      5. 2.5. Everyone Understands and Participates
      6. 2.6. Pearls of Wisdom
  5. II. The CMMI Models
    1. 3. The CMMI Concept
      1. 3.1. An Overview of CMMI
        1. 3.1.1. Process Content
        2. 3.1.2. Process Improvement
        3. 3.1.3. CMMI and Business Objectives
      2. 3.2. CMMI Objectives
      3. 3.3. The Three Source Models
        1. 3.3.1. The CMM for Software
        2. 3.3.2. The Systems Engineering Capability Model
        3. 3.3.3. The Integrated Product Development CMM
      4. 3.4. CMMI Project Organization
    2. 4. CMMI Content
      1. 4.1. Constellations
      2. 4.2. Process Areas
      3. 4.3. Content Classification
      4. 4.4. Required Materials
      5. 4.5. Expected Materials
      6. 4.6. Informative Materials
      7. 4.7. Additions
      8. 4.8. CMMI Model Foundation
      9. 4.9. Document Map
    3. 5. CMMI Representations
      1. 5.1. Staged Models
      2. 5.2. Continuous Models
      3. 5.3. CMMI Model Representations
        1. 5.3.1. Selection of Process Areas
        2. 5.3.2. Organization of Process Areas
        3. 5.3.3. Equivalent Staging
      4. 5.4. Conclusion
    4. 6. CMMI Dimensions for Measuring Improvement
      1. 6.1. Capability Dimension
      2. 6.2. Maturity Dimension
      3. 6.3. Generic Practices in the Capability Dimension
        1. 6.3.1. Capability Level 0 Generic Practices
        2. 6.3.2. Capability Level 1 Generic Practices
        3. 6.3.3. Capability Level 2 Generic Practices
        4. 6.3.4. Capability Level 3 Generic Practices
        5. 6.3.5. Capability Level 4 Generic Practices
        6. 6.3.6. Capability Level 5 Generic Practices
      4. 6.4. Generic Practices in the Maturity Dimension
      5. 6.5. Organizational Capability Evolution
    5. 7. CMMI Process Areas
      1. 7.1. Foundation Process Areas
        1. 7.1.1. Foundation Process Management Process Areas
          1. 7.1.1.1. Organizational Process Definition
          2. 7.1.1.2. Organizational Process Focus
          3. 7.1.1.3. Organizational Process Performance
          4. 7.1.1.4. Organizational Innovation and Deployment
          5. 7.1.1.5. Organizational Training
        2. 7.1.2. Foundation Project Management Process Areas
          1. 7.1.2.1. Project Planning
          2. 7.1.2.2. Project Monitoring and Control
          3. 7.1.2.3. Integrated Project Management
          4. 7.1.2.4. Quantitative Project Management
          5. 7.1.2.5. Risk Management
        3. 7.1.3. Foundation Engineering Process Areas
          1. 7.1.3.1. Requirements Management
        4. 7.1.4. Foundation Support Process Areas
          1. 7.1.4.1. Configuration Management
          2. 7.1.4.2. Process and Product Quality Assurance
          3. 7.1.4.3. Measurement and Analysis
          4. 7.1.4.4. Decision Analysis and Resolution
          5. 7.1.4.5. Causal Analysis and Resolution
      2. 7.2. Development Constellation
        1. 7.2.1. Development Engineering Process Areas
          1. 7.2.1.1. Requirements Development
          2. 7.2.1.2. Technical Solution
          3. 7.2.1.3. Product Integration
          4. 7.2.1.4. Verification
          5. 7.2.1.5. Validation
        2. 7.2.2. Development Project Management Process Areas
          1. 7.2.2.1. Supplier Agreement Management
      3. 7.3. Acquisition Constellation Process Areas
        1. 7.3.1. Acquisition Process Areas
          1. 7.3.1.1. Agreement Management
          2. 7.3.1.2. Acquisition Requirements Development
          3. 7.3.1.3. Acquisition Technical Management
          4. 7.3.1.4. Acquisition Validation
          5. 7.3.1.5. Acquisition Verification
          6. 7.3.1.6. Solicitation and Supplier Agreement Development
      4. 7.4. Services Constellation Process Areas
        1. 7.4.1. Services Process Management Process Areas
          1. 7.4.1.1. Organizational Service Management (Addition)
        2. 7.4.2. Services Project Management Process Areas
          1. 7.4.2.1. Capacity and Availability Management
          2. 7.4.2.2. Service Continuity (Addition)
        3. 7.4.3. Services Engineering Process Areas
          1. 7.4.3.1. Requirements Management +SVC
        4. 7.4.4. Services Support Process Areas
          1. 7.4.4.1. Problem Management
        5. 7.4.5. Service Establishment and Delivery Process Areas
          1. 7.4.5.1. Incident and Request Management
          2. 7.4.5.2. Service Delivery
          3. 7.4.5.3. Service System Development (Addition)
          4. 7.4.5.4. Service Transition
      5. 7.5. Relationships within CMMI Components
        1. 7.5.1. Relationships among Process Areas
        2. 7.5.2. Relationships between Generic Practices and Process Areas
        3. 7.5.3. Relationships, Complexity, and Common Sense
  6. III. Using CMMI
    1. 8. Picking a Representation
      1. 8.1. Reasons for Liking Staged Models
      2. 8.2. Reasons for Liking Continuous Models
      3. 8.3. Reasons for Choosing a CMMI Representation
    2. 9. Appraisals with CMMI
      1. 9.1. Appraisal Requirements for CMMI
      2. 9.2. Standard CMMI Appraisal Method for Process Improvement: Class A
      3. 9.3. The Role of Appraisals in Continuous Improvement
  7. IV. The Future of CMMI
    1. 10. Evolving CMMI
      1. 10.1. Simplifying the Model
      2. 10.2. A Domain-Independent CMMI Model
      3. 10.3. Collection of Issues for Beyond Version 2.1
        1. 10.3.1. Misunderstanding of Current Model Concepts
        2. 10.3.2. Project and Program Process Improvement
        3. 10.3.3. Process Performance
        4. 10.3.4. Improvement Scope
        5. 10.3.5. Steering Group and Sponsorship
      4. 10.4. A Final Note on CMMI Evolution
    2. Afterword
    3. Three Selections from “A Process Improvement Songbook”
      1. 1. CMMI (Norwegian Wood)
      2. 2. The Team That’s Level One (The House of the Rising Sun)
      3. 3. I Can’t Help Peer Reviewing You (I Can’t Help Falling in Love with You)
    4. A. Summary of CMMI Models
      1. CMMI Model Foundation
        1. Process Management
          1. Organizational Process Definition +IPPD
            1. IPPD Addition
            2. IPPD Addition
          2. Organizational Process Focus
          3. Organizational Process Performance
          4. Organizational Innovation and Deployment
          5. Organizational Training
        2. Project Management
          1. Project Planning
          2. Project Monitoring and Control
          3. Integrated Project Management +IPPD
          4. Risk Management
          5. Quantitative Project Management
        3. Engineering
          1. Requirements Management
        4. Support
          1. Configuration Management
          2. Process and Product Quality Assurance
          3. Measurement and Analysis
          4. Decision Analysis and Resolution
          5. Causal Analysis and Resolution
      2. Generic Goals and Generic Practices
      3. Development Constellation
        1. Engineering
          1. Requirements Development
          2. Technical Solution
          3. Product Integration
          4. Verification
          5. Validation
        2. Project Management
          1. Supplier Agreement Management
      4. Acquisition Constellation
        1. Agreement Management
        2. Acquisition Requirements Development
        3. Acquisition Technical Management
        4. Acquisition Validation
        5. Acquisition Verification
        6. Solicitation and Supplier Agreement Development
      5. Services Constellation
        1. Process Management
          1. Organizational Service Management (Addition)
        2. Project Management
          1. Capacity and Availability Management
          2. Service Continuity (Addition)
        3. Engineering
          1. Requirements Management +SVC
        4. Support
          1. Problem Management
      6. Service Establishment and Delivery
        1. Incident and Request Management
        2. Service Delivery
        3. Service System Development (Addition)
        4. Service Transition
    5. B. References
    6. SEI Figure Credit List
18.222.117.157