CMMI Distilled A Practical Introduction to Integrated Process Improvement

by Ahern, Dennis M.; Clouse, Aaron; Turner, Richard

• ISBN13: 9780321186133
• ISBN10: 0321186133
• Edition: 2nd
• Format: Paperback
• Copyright: 2003-09-23
• Publisher: Addison-Wesley Professional

Summary

bull; Eases the path toward CMMI implementation with examples from pioneering organizations who have already used CMMI to their benefit bull; Expanded coverage of how process improvement can impact business goals, and how management can support CMMI adoption bull; Technical changes reflect the CMMI 1.1, the latest version of the process improvement standard

Author Biography

Dennis M. Ahern is an advisory engineer at Northrop Grumman Corporation. Previously, he taught at Yale University and the University of Maryland. He was the deputy project manager of the CMMI Product Development Team and a co-leader of the CMMI Editor Team. He is also an author of CMMI.

Aaron Clouse is an engineering fellow at Raytheon Company. He was a member of the CMMI Editor Team and is an author of CMMI.

Richard Turner, a research professor in engineering management and systems engineering at the George Washington University, approaches balanced software development and acquisition with broad industry and government experience and a skeptical attitude toward best practices. In support of the U.S. Department of Defense, he is responsible for identifying and transitioning new software technology into the development and acquisition of complex, software-intensive defense systems. Dr. Turner was on the original author team for Capability Maturity Model Integration (CMMI) and is coauthor off CMMI Distilled, Second Edition (Addison-Wesley, 2004).

Table of Contents

Figure List

Preface

Integrated Process Improvement

Why Integrated Process Improvement?

The Engineering Environment of the Twenty-First Century

Concurrent Engineering and the Cross-Discipline Team

A Proliferation of Models and Standards

The Benefits of Integrated Process Improvement

Conclusions

Implementing Integrated Process Improvement

The Cmmi Models

The CMMI Concept

CMMI Project Organization

CMMI Objectives

The Three Source Models

Process Areas

An Extensible Framework

CMMI Content

Content Classification

Required Materials

Expected Materials

Informative Materials

Document Map

CMMI Representations

Staged Models

Continuous Models

CMMI Model Representations

CMMI Dimensions for Measuring Improvement

Capability Dimension

Maturity Dimension

Generic Practices in the Capability Dimension

Generic Practices in the Maturity Dimension

Organizational Capability Evolution.

CMMI Process Areas

Process Management Process Areas

Project Management Process Areas

Engineering Process Areas

Support Process Areas

Integrated Product and Process Development Process Areas

Acquisition Process Areas

Relationships with CMMI Components

Using Cmmi

Selecting the Appropriate Disciplines

The Discipline Dilemma

Your Situation

The IPPD Extension

The Acquisition Extension

Selecting the Appropriate Model

Picking a Representation

Reasons for Liking Staged Models

Reasons for Liking Continuous Models

Reasons for Choosing a CMMI Representation

Appraisals with CMMI

Assessment Requirements for CMMI

Standard CMMI Assessment Method for Process Improvement

Using Assessments in Process Improvement

Making a CMMI Model Your Own (Tailoring)

The Future of Cmmi

Evolving CMMI

Single Versus Dual Representations

Collection of Issues for Version 1.1 and Beyond

Afterword

The Charge of the CMMI Product Team

Summary of CMMI-SE/SW/IPPD Models: Summary of Continuous Representation

Summary of CMMISE/SW/IPPD Models: Summary of Staged Representation

References

Resources

The Maven

Index

Table of Contents provided by Publisher. All Rights Reserved.

Excerpts

Since the first edition ofCMMI Distilledwas published, there have been significant changes in the CMMI world. As promised, CMMI-SE/SW/IPPD/SS version 1.1 was released in 2002. Later that year, CMMI-SW was released. In just three years we have seen amazing worldwide adoption rates of the CMMI Product Suite, with implementation evenly divided between government suppliers and commercial sector organizations. The suite has become recognized as the cutting edge of process-improvement technology. There has been considerable activity in the availability of CMMI-based material, as well. In February 2003, the SEI published its hardbound reference version of the complete model with practitioner information and guidance. The number of technical notes and other guidance published continues to increase. CMMI Transition Partners (licensed by SEI, and currently numbering over 100) have developed their own supplementary materials. Given this explosion of material, along with the continuing ability to download from the Web the models and other components of the Product Suite, we felt a real need to bring out a second edition ofCMMI Distilled. Here are some of the important reasons: CMMI version 1.1 contains improvements over version 1.0 (which formed the basis for our first edition). CMMI is now a recognized and widely adopted model, so that some of the material concerning the creation of CMMI and its relationship to the legacy models is less important to current readers. The pioneer case studies are somewhat out of date. Even with the publication of the CMMI reference book, the need continues for a broader, more succinct view of CMMI, one that is readily accessible to executives, managers, and practitioners, as well as to the simply curious. The readers of the first edition ofCMMI Distilledsent us thoughtful comments, suggestions, and requests. Candidly, another major reason was that we were running out of copies of the last edition with which to impress friends and family members, and figured a new edition would be more fun than simply ordering more books. Organization of the Book The book is divided into four major parts. Part I introduces integrated process improvement and provides a rationale for undertaking such an approach. This material is both a primer for the novice and ammunition to gain management support for the process improvement champion. It offers general guidance as well as specific hints on implementation, including pointers to support the migration from legacy process improvement activities and accomplishments. Part I also provides "Pearl of Wisdom" that are based on lessons learned from the pioneering organizations that blazed the trail toward integrated process improvement. If you wish to start your reading with the details of CMMI, you could save this first part for review at a later time. Part II describes the work of the CMMI Team. The CMMI philosophy, architecture, and models are presented, and examples of the models are annotated in detail to provide a better understanding of their contents. This part also includes some of the rationale for specific CMMI decisions and help in navigating the rather daunting CMMI models. Part III builds on the first two parts and offers the authors' practical guidance in the use of the CMMI products. It suggests heuristics for choosing models and representations appropriate for a specific organization. It also describes CMMI appraisals and explains how to tailor the CMMI products to fit an organization and enhance the probability of success in applying CMMI. Part IV presents some musings on the future of CMMI. These informed speculations reflect some of the discussions held formally and informally during and since CMMI development. The ideas included are intended to invite discussion and spark innovation, but not, as the sportswriters say, "as the basis for a