Process Improvement Essentials: (O'Reilly Ser.)

Today, technology has become too much a part of overall corporate success for its effectiveness to be left to chance. The stakes are too high. Fortunately, the idea of 'quality management' is being reinvigorated. In the last decade process programs have become more and more prevalent. And, out of all the available options, three have moved to the top of the chain. These three are: The 9001:2000 Quality Management Standard from the International Standards Organization; The Capability Maturity Model Integration from the Software Engineering Institute; and Six Sigma, a methodology for improvement shaped by companies such as Motorola, Honeywell, and General Electric. These recognized and proven quality programs are rising in popularity as more technology managers are looking for ways to help remove degrees of risk and uncertainty from their business equations, and to introduce methods of predictability that better ensure success. Process Improvement Essentials combines the foundation needed to understand process improvement theory with the best practices to help individuals implement process improvement initiatives in their organization. The three leading programs: ISO 9001:2000, CMMI, and Six Sigma--amidst the buzz and hype--tend to get lumped together under a common label. This book delivers a combined guide to all three programs, compares their applicability, and then sets the foundation for further exploration. It's a one-stop-shop designed to give you a working orientation to what the field is all about.

Table of Contents:
Preface Part One. Process and Process Improvement 1. Introduction A Path of Quality The Innovation/Chaos Paradox Marshal Extra Forces If- Moving Forward Summary 2. The Case for Process An American Success Story The Conscious Organization Some Number Stories Six Common Myths Benefits of Process Summary 3. Establishing Your Process Program Using IDEAL Establishing Executive Sponsorship Aligning with Business Objectives Identifying Improvement Opportunities Establishing the Process Team Choose Your Model (or Not) Developing Process Program Components Training Program Rollout Institutionalization Helpful Change Agent Skills Summary 4. Sustaining Process Improvement 1. Remember What You Do 2. Weld Business Success to Program Success 3. Participate 4. Training 5. Support Compliance 6. Active Feedback Mechanisms 7. Promote Performance Incentives 8. Celebrate Success 9. Public Announcements 10. Measure, Measure 11. Periodic Reassessment 12. Appreciate the Journey Summary Part Two. Three Major Process Improvement Standards 5. ISO 9001:2000 A Brief History of ISO 9001:2000 ISO 9001 Ownership The Structure and Design of ISO 9001:2000 ISO 9000: Sections 1 Through 3 Section 4. Quality Management System Section 5. Management Responsibility Section 6. Resource Management Section 7. Product Realization Section 8. Measurement, Analysis, and Improvement For a Deeper Look Summary 6. The Capability Maturity Model Integration (for Development) A Brief History of CMMI CMMI Ownership Technology Disciplines Covered Under CMMI CMMI-Dev Structure and Design Generic Goals of CMMI The Process Areas of CMMI Project Management Process Areas Engineering Process Areas Support Process Areas Process Management Process Areas Implementing CMMI For a Deeper Look Summary 7. Six Sigma A Brief History of Six Sigma Six Sigma Ownership Six Sigma Structure and Design Define Measure Analyze Improve Control The Six Sigma Team For a Deeper Look Summary 8. Considerations for Adoption Summary index

About the Author :
James R Persse, PhD is an IT professional specializing in Process Management, Continuous Quality Improvement, Software Process Improvement, Industry Best Practices Design, and Cultural and Organizational Change. He has held executive positions in the healthcare, telecom, and technology industries, and serves now as a process consultant for companies adopting CMMI, ITIL, ISO 9001:2000, and CobiT.