Real Process Improvement Using the CMMI

Real Process Improvement Using the CMMI(R) 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

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