Practical Insight into CMMI, 2nd Edition

Practical Insight into CMMI® Second Edition......Page 2
Contents......Page 8
Foreword......Page 24
Preface......Page 26
Benefits......Page 27
Acknowledgments......Page 32
Part I: Introduction......Page 34
Part II: Project Management......Page 36
Part III: Engineering......Page 37
Part IV: An Organizational Focus......Page 39
Part VI: Measurement and Analysis to High Maturity......Page 40
Part IX: Summary......Page 43
SEI Disclaimer......Page 46
PART I Introduction......Page 48
The Need for a Systems Engineering CMM®......Page 50
The Need for an Integrated Model......Page 51
Generating Multiple Models from the CMMI® Framework......Page 52
Hardware and Other Engineering Disciplines......Page 53
Systems Engineering and Systems Management......Page 54
Engineering Systems Thinking......Page 56
Summary......Page 61
Engineering Competency......Page 62
Quality Management and Continuous Improvement Principles......Page 63
The Five-Level Model......Page 65
Senior Management’s Vision......Page 66
Organization’s Business Objectives......Page 69
Organization’s Measurement Objectives......Page 70
End-to-End Quality......Page 71
Summary......Page 72
A Simple View of the CMMI®......Page 74
Process and Business......Page 75
Other Groupings of Process Areas to Support Process Improvement......Page 76
The CMMI® as the Complete Whole......Page 79
The CMMI® Is Not an Engineering Handbook......Page 80
Sticky Areas......Page 81
Entry Strategies into Process Improvement......Page 82
Process Improvement for Systems, Hardware, Software, and BusinessBased on the CMMI®......Page 88
The CMMI® and Engineering Systems Thinking......Page 90
Summary......Page 91
Model......Page 92
CMMI® Framework......Page 93
Constellation......Page 94
Adequate, Appropriate, as Needed......Page 95
Customer......Page 96
Stakeholder......Page 97
Project Manager......Page 98
Organization......Page 99
Product Component......Page 100
Project......Page 102
Tailoring Guidelines......Page 103
Operational Scenarios......Page 104
Data......Page 105
Quality and Process Performance Objectives......Page 106
Systems Engineering......Page 107
Summary......Page 108
Senior Management......Page 110
Higher Level Management......Page 114
Middle Management......Page 115
Project Manager......Page 118
Practitioners......Page 124
Process Group......Page 125
Quality Assurance......Page 128
Configuration Management......Page 130
Integration and Systems Testing......Page 131
Measurement Team......Page 132
Systems Engineering......Page 133
Summary......Page 134
PART II Project Management......Page 136
CHAPTER 6 Enabling Project Managers to Manageand Control Better Through Project Planning and Project Monitoring and Control......Page 137
Project Planning......Page 138
Estimation......Page 142
Commitment Process Overview......Page 151
Project Monitoring and Control......Page 152
Summary......Page 153
Making Decisions Under Conditions of Uncertainty......Page 156
Sources of Risk......Page 158
Risk Parameters......Page 159
Prioritizing Risks......Page 161
Risk Management Strategy......Page 162
Risk Management Plan......Page 164
Risk Monitoring......Page 165
Summary......Page 167
Process and Product Quality Assurance......Page 168
Configuration Management......Page 175
Summary......Page 191
Myths About Suppliers......Page 194
When and Why Do We Use Suppliers?......Page 197
Sources of Problems Using Suppliers......Page 198
Different Forms of Suppliers......Page 199
Supplier Agreement Management......Page 205
Acceptance Testing......Page 223
Transitioning from Supplier to Buyer......Page 224
Supplier: One of the Project Team Members......Page 227
Summary......Page 228
CHAPTER 10 Enabling Project Managers to Manage and Control Better Through Integrated Project Management......Page 230
The Project’s Defined Process......Page 231
Summary......Page 236
PART III Engineering......Page 238
Requirements Development......Page 240
Requirements Management......Page 251
Summary......Page 255
Selecting the “Best” Alternative Solution......Page 258
Designing and Implementing the Product or Product Component......Page 262
Summary......Page 267
Why Should We Conduct Reviews?......Page 270
Management or Progress Reviews......Page 271
Peer Reviews......Page 273
Steps in the Inspections Process......Page 280
Testing......Page 283
Unit Testing and the CMMI®......Page 289
Summary......Page 293
The Integration Strategy......Page 296
The Integration Environment......Page 297
Readiness for Integration: Interface Requirements......Page 298
Verification......Page 300
Validation......Page 302
Packaging and Delivery......Page 303
Summary......Page 304
PART IV An Organizational Focus......Page 306
Focusing Your Organization’s Process Improvement Efforts......Page 308
Sample Improvement Infrastructure......Page 310
Establishing, Maintaining, and Implementing Action Plans......Page 318
Process Assets......Page 325
Rapid Application Development......Page 332
Summary......Page 338
PART V Individual Knowledge and Skills to Integrated Teams......Page 340
Core Competencies......Page 342
Organizational and Project-Level Training......Page 344
Training Delivery......Page 345
Effectiveness of the Training......Page 346
Training, Mentoring, and Coaching......Page 348
Treating the Workforce as Critical Corporate Assets......Page 349
Summary......Page 351
The Concept of the Integrated Team......Page 354
Organizational Process Definition......Page 355
Integrated Project Management: IPPD Addition......Page 357
The Integrated Team......Page 359
Integrated Product Team Used by the Department of Defense......Page 360
Summary......Page 363
PART VI Measurement and Analysis to High Maturity......Page 364
Why a Separate Measurement and Analysis Process Area?......Page 366
Measurement: Is It Really Necessary?......Page 367
Information Needs and Measurement Objectives......Page 368
The Value of the Measures......Page 370
Basic and Derived Measures......Page 371
Statistical Analysis Techniques and Data Types......Page 372
Specify Data Collection and Storage Procedures......Page 373
Store the Measurement Data and Analysis Results......Page 374
Effectiveness of Processes......Page 375
Organization’s Set of Standard Processes......Page 376
Summary......Page 378
High Maturity and High Performance......Page 382
Statistics......Page 383
Importance of the Data......Page 391
Statistical Intervals......Page 395
Summary......Page 397
Quantitative Management Overview......Page 400
Organizational Process Performance......Page 401
Quantitative Project Management......Page 412
Summary......Page 425
CHAPTER 21 Beyond Stability......Page 428
Causal Analysis and Resolution......Page 429
Quantitative Project Management Techniques for Causal Analysis......Page 430
Addressing Defect Causes......Page 435
Organizational Innovation and Deployment: Enabling the Selection andDeployment of Improvements......Page 436
Collecting and Analyzing Improvement Proposals......Page 437
Deploying Improvements......Page 438
Summary......Page 439
Understanding Variation......Page 442
Variation Among Individuals......Page 443
Organizational Processes to Reduce Variation......Page 444
Quantitative Project Management......Page 445
Summary......Page 446
PART VII IInstitutionalization......Page 448
Are Your Project Members Using Effective Processes?......Page 450
Institutionalization......Page 451
Capability Level 2 Generic Practices......Page 452
Capability Level 3 Generic Practices......Page 458
Relationships Between Generic Practices and Process Areas......Page 459
Summary......Page 460
PART VIII Advanced Concepts......Page 462
CMMI® Structure: Staged Versus Continuous......Page 464
Process Improvement Is the Driving Force......Page 466
Myths and Misconceptions......Page 467
The Constagedeous Approach to Process Improvement......Page 470
Summary......Page 474
Initial Analysis......Page 476
Applying Engineering Process Areas in Manufacturing BTS Projects......Page 478
Applying Project Management Process Areas in ManufacturingProcesses......Page 479
Applying Organizational Process Management Process Areas inManufacturing Processes......Page 480
Applying Support Process Areas in Manufacturing Processes......Page 481
An Example of CAR Implementation......Page 482
Summary......Page 483
PART IX Summary......Page 486
Essence of the CMMI®......Page 488
Support for a Process Improvement Initiative......Page 489
Process and Business......Page 491
APPENDIX A Sticky Areas......Page 492
Business Orientation and Background......Page 498
Core Competencies......Page 499
Project Management......Page 500
Orientation to Buyer......Page 501
APPENDIX C Quantitative Management Vocabulary......Page 502
Selected Bibliography......Page 504
About the Author......Page 510
Index......Page 512