Book description
Use Assessments to Drive Process Improvements in Software, Systems, Human Resources, and Beyond
Pioneered by the world's leading innovators in software engineering, assessments have evolved into a remarkably powerful tool for process improvement in areas ranging from systems to services, hardware to human resources.
Unlike audits, assessments are conducted from the inside. When handled correctly, assessments can help transform technical and managerial culture, dramatically improving both quality and profitability. In CMMI Assessments: Motivating Positive Change, two of the field's most respected leaders show exactly how to use them for maximum business advantage. Writing for executives, managers, technical professionals, and assessors themselves, Marilyn Bush and Donna Dunaway illuminate every phase of the assessment process—from planning through post-assessment follow-up.
The authors begin with an expert overview of what assessments entail, when they make sense, how to set achievable goals for them, and how to lead them to success. Next, they "drill down" into each stage of the process, presenting step-by-step instructions and defining the roles and responsibilities of every participant. Coverage includes creating and training assessment teams; identifying assessment products; consolidating interview data and other onsite activities; presenting results; and using those results productively.
Drawing on their unsurpassed experience leading assessments and mentoring assessors, they offer deep insights into the real-world challenges and obstacles you'll face—and proven solutions. They also present an extended case study showing how a real software development organization drove continuous improvement through four years of iterative assessments—moving from CMM Level 2 to elite Level 5 status, and driving dramatic business benefits along the way.
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Table of contents
- Copyright
- Foreword
- Preface
- Acknowledgments
- About the Authors
-
1. Why do Assessments?
- 1.1. What Assessments Do
- 1.2. The Four Principal Functions of Assessments
- 1.3. The Analytical Function of Assessments
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1.4. Assessments Function as Fulcrums of Positive Change
- 1.4.1. Assessments Effect Change by Involving and Motivating Organizations in Efforts of Self-Analysis
- 1.4.2. Assessments Effect Change Because They Help the Workers in an Organization Understand That Processes, Not People, Need to Be Fixed
- 1.4.3. Assessments Effect Change Because They Provide a Voice for Change Agents
- 1.4.4. Assessments Effect Change Because They Foster Follow-On Activities
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1.5. Assessments Transform Organizations by the Way They Work
- 1.5.1. Assessments Transform Organizations by Getting Different People to See the Same Things the Same Way
- 1.5.2. Assessments Transform Organizations by Helping Senior Management’s Efforts at Unification
- 1.5.3. Assessments Transform Organizations by Softening a Culture of Blame, Permitting Staff the Freedom to Think About What Goes Wrong and How to Correct It
- 1.5.4. Assessments Transform Organizations by Encouraging People to Think Across Boundaries
- 1.5.5. Assessments Transform Organizations by Consolidating a Party of Improvement
- 1.5.6. Assessments Transform Organizations by Helping to Institutionalize Rigorous Analysis
- 1.6. Assessments Educate as They Analyze, Motivate, and Transform
- 1.7. Why Gaming the Results of an Assessment Doesn’t Help (Though Many Try)
- 1.8. Can Assessments Really Change an Organization? A Preview of an Extended Case History to Be Found in Chapter 12
- 1.9. Bottom-Line Profit and Cost Numbers: Assessments Pay
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2. A Brief History of Process Improvement Methodologies and Assessment Methods
- 2.1. The Beginnings of Modern Software Assessment Methodology
- 2.2. The SEI Capability Maturity Model
- 2.3. The Three Principal Advantages of a Modern Software Assessment over Traditional Manufacturing-Based Audit Procedures
- 2.4. A Second Path Toward Software Process Improvement Assessments: The History of ISO-9000-3, Bootstrap, SPICE, and the CMMI
- 2.5. The CMMI: An Enlarged Structure and Scope
- 2.6. A Hybrid Assessment Approach: The CMMI SCAMPI
- 2.7. Informal or Reduced Assessments: Class B and Class C Assessments
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3. Assessments: An Executive Overview
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3.1. What Are a Senior Executive’s Responsibilities?
- 3.1.1. Choosing an Assessment Methodology and Reference Model
- 3.1.2. Selecting a Lead Assessor
- 3.1.3. Establishing (with the Lead Assessor) the Business Goals and the Scope of the Assessment
- 3.1.4. Appointing an Assessment Sponsor from Senior Management
- 3.1.5. Establishing Appropriate Organizational Understanding
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3.2. What Are the Phases of an Assessment?
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3.2.1. Phase One of an Assessment: Planning and Preparation Activities
- 3.2.1.1. Choosing a Time
- 3.2.1.2. Appointing an Organization Site Coordinator
- 3.2.1.3. The Assessment Plan
- 3.2.1.4. Creating an Assessment Team
- 3.2.1.5. Defining the Final Assessment Products
- 3.2.1.6. Selecting Projects to Be Assessed
- 3.2.1.7. Selecting People to Be Interviewed
- 3.2.1.8. Distribution of Questionnaires
- 3.2.1.9. Assessment Team Training
- 3.2.1.10. The Assessment Team’s Last Pre-Onsite Activities
- 3.2.2. Phase Two of the Assessment: Onsite Activities
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3.2.3. Phase Three: Summing Up and Presenting the Results
- 3.2.3.1. Consolidating Draft Findings
- 3.2.3.2. Draft Findings Meetings
- 3.2.3.3. Final Findings Consolidation and the Establishment of Ratings, Usually Including a Capability Maturity Level Rating
- 3.2.3.4. Presenting Final Findings Informally to the Assessment Sponsor (Optional)
- 3.2.3.5. The Final Findings Presentation
- 3.2.3.6. Post-Final Findings Meeting Executive Session (Optional)
- 3.2.3.7. Assessment Team Wrap-Up
-
3.2.1. Phase One of an Assessment: Planning and Preparation Activities
- 3.3. Cost: How Much Time and Effort Does an Assessment Require?
-
3.1. What Are a Senior Executive’s Responsibilities?
- 4. Planning and Preparing for an Assessment, Part 1: Senior Management Responsibilities
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5. Planning and Preparing for an Assessment, Part 2: Choosing a Time. Formulating an Assessment Plan. Appointing an Organization Site Coordinator and Organizing Logistics
- 5.1. Choosing a Time for the Assessment
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5.2. The Assessment Plan
- 5.2.1. How Far in Advance to Begin Formulating the Assessment Plan
- 5.2.2. How (and by Whom) the Assessment Plan Is Written
- 5.2.3. General Features
- 5.2.4. While the Details of the Assessment Plan Are Being Finalized: A List of Interim Tasks
- 5.2.5. A Full-Scale Template of a Working Assessment Plan
- 5.2.6. The Assessment Plan: Managing Resources and Estimating Costs
- 5.3. Managing Logistics: Appointing an Organization Site Coordinator
- 5.4. Assessment Readiness: When Is an Organization Ready for an Assessment?
- 6. Planning and Preparing for an Assessment, Part 3: Creating an Assessment Team. Selecting Projects to Be Assessed. Selecting People to Be Interviewed. Defining the Final Assessment Products. Distributing Questionnaires
-
7. Planning and Preparing for an Assessment, Part 4: Assessment Team Training and Post-Training Activities
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7.1. Assessment Team Training
- 7.1.1. The Lead Assessor’s Team Training and Leadership Responsibilities
- 7.1.2. Training the Assessment Team in the Reference Model
- 7.1.3. Training the Team in the CBA IPI and SCAMPI Assessment Methodologies
- 7.1.4. Topics Covered During an Assessment Team Training Course
- 7.1.5. Assessment Team Training: Team Building
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7.2. The Assessment Team’s Pre-Onsite Organization and Activities
- 7.2.1. Managing and Facilitating Responsibilities for the Tasks Ahead
- 7.2.2. The Assessment Team Examines Questionnaire Responses
- 7.2.3. The Assessment Team Begins to Review Documents
- 7.2.4. The Assessment Team Elaborates the Assessment Plan
- 7.2.5. The Assessment Team Begins to Develop Interview Questions
- 7.3. Preparing Organization Participants for What Is to Come
-
7.1. Assessment Team Training
- 8. Onsite Activities, Part 1: The Kick-Off Meeting and Other Presentations. Collecting and Managing Documents Throughout the Assessment. Problems Associated with Immature Organizations
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9. Onsite Activities, Part 2: Interviewing
- 9.1. Interviewing: An Overview
- 9.2. Interviewing Dynamics
- 9.3. Assessment Team Roles During the Interview
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9.4. The Stages of an Interview
- 9.4.1. Opening the Interview
- 9.4.2. Phases of the Interview
- 9.4.3. Typical Sequences of Questions in an Interview
- 9.4.4. Typical Time Allotments for Interview Questions
- 9.4.5. Looking for Specific Information: Kinds of Interview Questions
- 9.4.6. Direct or Open-Ended Questions in an Interview
- 9.4.7. Additional Sample Questions
- 9.4.8. More Details: Sample Technical Questions Concerning the Area of Software Project Planning (Similar Questions Must Be Formulated for Every Technical Area)
- 9.4.9. Judgmental Statements Are to Be Avoided
- 9.4.10. Closing the Interview
- 9.5. Note Taking
- 9.6. Different Interviews for Different Jobholders
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10. Onsite Activities, Part 3: The Day-to-Day Consolidation of Data
- 10.1. Consolidating Data: An Overview
- 10.2. Team Members Take Notes and Prepare to Construct “Observations” About Questionnaires, Documentation Reviews, Presentations, and Interviews
- 10.3. Transforming Notes into Observations
- 10.4. How Consolidation Produces Day-to-Day Alterations in the Assessment Plan
- 10.5. Consolidation Is a Consensus Process
- 10.6. Warning: Consensus Must Not Be Deferred Until the Final Stages of an Assessment
- 10.7. A Lurking Disaster to Consensus: Misunderstanding the Model
- 10.8. The Special Requirements of the SCAMPI Consolidation Approach
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11. The Final Stages of an Onsite Assessment: Summing Up and Presenting Results
- 11.1. Consolidating Draft Findings
- 11.2. Draft Findings Meetings: An Overview
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11.3. The Team’s Final Consolidation: Ratings, Including the Maturity Level Rating
- 11.3.1. Final Consolidation
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11.3.2. Rating: The Process
- 11.3.2.1. Prerequisites for Rating
- 11.3.2.2. Final Rating Process
- 11.3.2.3. Rating Goals
- 11.3.2.4. Rating of Process Areas/Key Process Areas
- 11.3.2.5. Maturity Level Ratings
- 11.3.2.6. An Example of How Initial Questions Lead to Rating Determinations as Traced from a Technical Interview Through Final Findings
- 11.3.3. Ratings: The Process Is Not Always Smooth
- 11.4. CMMI Continuous Model
- 11.5. The Preparation of Final Findings
- 11.6. Presenting Final Findings Informally to Senior Management (Optional)
- 11.7. The Final Findings Presentation
- 11.8. Post-Final Findings Executive Session (Optional)
- 11.9. Assessment Wrap-Up
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12. How to Use the Results of an Assessment Productively
- 12.1. Introduction: After an Assessment
- 12.2. Who? (Who Drives a Disciplined Post-Assessment Plan? Who Makes It Work?)
- 12.3. When Should Post-Assessment Planning Begin? How Ambitious Should It Be?
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12.4. What Does a Post-Assessment Improvement Plan Look Like? How Should It Unfold? In What Spirit Should It Be Undertaken?
- 12.4.1. The Principles of Building a Post-Assessment Process Improvement Action Plan
- 12.4.2. The Contents of a Post-Assessment Process Improvement Action Plan: An Overview
- 12.4.3. A Template of a Simple Plan to Identify and Track the Execution of Improvement Goals
- 12.4.4. The Components of a Thorough Process Improvement Plan: A Template Designed for a Mature Organization
- 12.4.5. A Common Temptation: Trying to Run Before You Walk
- 12.4.6. Why Maturity Levels Can’t Be Skipped
- 12.4.7. Planning for Reiterated Assessments
- 12.5. After the Plan: Managing the Introduction of Improved Processes
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12.6. Creating, Tracking, and Implementing a Post-Assessment Plan for Process Improvement
- 12.6.1. Background
- 12.6.2. A Summary of the First Assessment’s Findings
- 12.6.3. Organization Z’s Post-Assessment Efforts and the Difference They Made One and Two Years Afterwards
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12.6.4. Two Years Later: Organization Z’s Second CBA IPI Assessment
- 12.6.4.1. Organization Z’s Second Assessment: Summary of Achievements
- 12.6.4.2. Organization Z’s Second Assessment: Remaining Issues
- 12.6.4.3. Organization Z Second Assessment Findings
- 12.6.4.4. A Sample of Organization Z’s Proposals After a Second Assessment and What Difference They Made One and Two Years Later
- 12.6.5. Four Years Later: Organization Z’s Third CBA IPI Assessment, Undertaken Two Years After the Second Assessment and Four Years After the First Assessment
- 12.6.6. The Payoffs for a Level 5 Organization
- References
Product information
- Title: CMMI® Assessments: Motivating Positive Change
- Author(s):
- Release date: February 2005
- Publisher(s): Addison-Wesley Professional
- ISBN: 9780321179357
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