Real Process Improvement Using the CMMI: 1st Edition (Hardback) book cover

Real Process Improvement Using the CMMI

1st Edition

By Michael West

Auerbach Publications

304 pages | 54 B/W Illus.

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Hardback: 9780849321092
pub: 2004-02-24
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Description

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

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

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  

Subject Categories

BISAC Subject Codes/Headings:
BUS053000
BUSINESS & ECONOMICS / Quality Control
COM051230
COMPUTERS / Software Development & Engineering / General
TEC032000
TECHNOLOGY & ENGINEERING / Quality Control