CMMI and Six Sigma Partners in Process Improvement (paperback)

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  • Edition: 1st
  • Format: Paperback
  • Copyright: 2007-12-18
  • Publisher: Addison-Wesley Professional
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"In this book, I have found answers to key questions and misconceptions about the relationship between Six Sigma and the Capability Maturity Model Integration [CMMI]....Among my key takeaways is that the relationship between Six Sigma and CMMI exemplifies one of the principles of S4/IEE: CMMI provides process infrastructure that is needed to support a successful Six Sigma strategy."

—Forrest W. Breyfogle III, CEO, Smarter Solutions, Inc.

"Finally, a book that bridges the software and hardware process tool set. To date, there have been hardware and software engineers who for one reason or another have not communicated their process methods. And so, myths formed that convinced the hardware community that CMMI was only for software and likewise convinced the software community that Six Sigma was only for hardware. It is both refreshing and thought provoking to dispel these myths."

—Jack Ferguson, Manager, SEI Appraisal Program, Software Engineering Institute

CMMI and Six Sigma represent two of the best-known process improvement initiatives. Both are designed to enhance work quality and thereby produce business advantages for an organization. It's a misconception that the two are in competition and cannot be implemented simultaneously. Practitioners originally trained in either CMMI or Six Sigma are now finding that the two initiatives work remarkably well together in the pursuit of their common goal.

CMMI® and Six Sigma: Partners in Process Improvement focuses on the synergistic, rather than competitive, implementation of CMMI and Six Sigma—with synergy translating to "faster, better, cheaper" achievement of mission success. Topics range from formation of the value proposition to specific implementation tactics. The authors illustrate how not taking advantage of what both initiatives have to offer puts an organization at risk of sinking time, energy, and money into "inventing" a solution that already exists. Along the way they debunk a few myths about Six Sigma applications in software.

While the authors concentrate on the interoperability of Six Sigma and CMMI, they also recognize that organizations rarely implement only these two initiatives. Accordingly, the discussion turns to the emerging realm of "multimodel" process improvement and strategies and tactics that transcend models to help organizations effectively knit together a single unified internal process standard.

Whether you work in the defense industry, for a commercial organization, or for a government agency—wherever quality and efficiency matter—you'll find this book to be a valuable resource for bridging process issues across domains and building an improvement strategy that succeeds.

Author Biography

Jeannine M. Siviy is the Deputy Director for the Dynamic Systems Program of the Software Engineering Institute (SEI), a Kodak-certified Six Sigma Black Belt, and a leading researcher in the application of Six Sigma to software process improvement. M. Lynn Penn is Director of Program Process Management at Lockheed Martin Information Systems and Global Services (IS&GS), where she oversees policies and process command media, process compliance via audits, and process improvement activities. She is a Lockheed-certified Lean Six Sigma Black Belt. Robert W. Stoddard is a Senior Member of the Technical Staff at the SEI, a Motorola-certified Six Sigma Master Black Belt, and President and CEO of Six Sigma IDS, LLC.

Table of Contents

List of Figures xiii

List of Tables xvii

Foreword by Forrest Breyfogle xix

Foreword by Jack Ferguson xxi

Preface xxiii

Chapter 1: Introduction 1

Chapter 2: CMMI Overview 5

2.1 CMMI at a Glance 6

2.2 Adoption and Deployment 15

2.3 Benefits 16

2.4 CMMI Adoption Myths 17

2.5 Summary 18

Chapter 3: Six Sigma Overview 19

3.1 Six Sigma at a Glance 21

3.2 Deployment 35

3.3 Applying Six Sigma to Software 37

3.4 Six Sigma Myths 39

3.5 Example Benefits 43

3.6 Summary 44

Chapter 4: Multimodel Process Improvement: The Value Proposition 45

4.1 Six Sigma as a Strategic Enabler: An Investigation 47

4.2 Summary 52

Chapter 5: Two Case Studies 55

5.1 Case Study: Lockheed Martin Integrated Systems & Solutions 55

5.2 Case Study: Motorola 75

5.3 Summary 88

Chapter 6: Integrating the CMMI and Six Sigma: Strategies 91

6.1 Sequencing Scenarios 91

6.2 Joint Implementation Strategies 93

6.3 Considerations for Staged and Continuous CMMI Representations 97

6.4 Considerations for Joint Deployment 100

6.5 Summary 105

Chapter 7: Integrating the CMMI and Six Sigma: Design Connections 107

7.1 CMMI Process Areas and Six Sigma Frameworks 107

7.2 CMMI Process Areas and the Six Sigma Toolkit of Analytical Methods 112

7.3 CMMI Project Management Process Areas and Six Sigma Project Management 112

7.4 CMMI Process Outputs as Inputs to Six Sigma and Vice Versa 113

7.5 Summary 114

Chapter 8: Multimodel Process Improvement: The General Case 115

8.1 Depiction of the Process of Process Improvement 116

8.2 Mission Translation and Project Portfolio Management 123

8.3 Model Selection and Strategy 134

8.4 Solution Implementation: Process Architecture and Design 139

8.5 Summary 146

Chapter 9: Sustainment: Your Improvement Project Portfolio 147

9.1 Product Quality Improvement 149

9.2 Cost and Schedule Performance Improvement 158

9.3 Definition and Design of the Decision Analysis Process 172

9.4 IT Operations: Value Stream Mapping with IT Tools 176

9.5 Performance Modeling and Simulation 181

9.6 Summary 188

Chapter 10: Summary and Final Remarks 189

Appendix A: DMAIC Roadmap Guidance Questions 193

Appendix B: DMAIC and CMMI Specific Goals and Generic Practices 197

Appendix C: CMMI Process Areas and the Six Sigma Toolkit 199

Appendix D: "Six Sigma as an Enabler" Research Project: Full Report 203

Appendix E: "Six Sigma as an Enabler" Research Project: Findings, Inferences, Hypotheses 215

Appendix F: Overview of Frequently Used Six Sigma Analytical Methods 227

Appendix G: Measurement Practices 251

Appendix H: Transition Practices 261

Appendix I: Organizational Change Management 267

References 271

Additional Resources 283

Acronyms 299

About the Authors 309

Index 315

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