Real Process Improvement Using the CMMI

Book description

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

  1. COVER PAGE
  2. TITLE PAGE
  3. COPYRIGHT PAGE
  4. DEDICATION
  5. FOREWORD
  6. INTRODUCTION
    1. WHAT YOU’LL MISS IF YOU DON’T READ THIS INTRODUCTION
    2. THE LONG, HARD ROAD TO HERE
    3. WHY THIS BOOK?
    4. GOALS FOR THIS BOOK
    5. WHO CAN BENEFIT FROM THIS BOOK (AND WHO CANNOT!)
    6. HOW TO USE THIS BOOK
    7. SPECIAL SECTIONS
    8. WHAT DO YOU WANT TO DO RIGHT NOW?
  7. 1. NEWS FLASH! THERE IS A LEVEL 1!
    1. QUIZ: WHAT DO YOU THINK? WHAT DO YOU BELIEVE?
    2. THE MODEL AND THE REALITY
    3. SLASH-AND-BURN VERSUS NATURAL PROCESS IMPROVEMENT
    4. CMMI’S PLACE IN THE PROCESS IMPROVEMENT UNIVERSE
    5. INSIDE MATURITY LEVEL 1
    6. DO’S AND DON’TS
    7. QUIZ: WHAT DID YOU LEARN? WHAT WILL YOU DO?
  8. 2. THE ROLE OF ROLES
    1. WHAT DO YOU THINK? WHAT DO YOU BELIEVE?
    2. THE MODEL AND THE REALITY
    3. THE POWER OF KNOWING WHO DOES WHAT
    4. WHAT IS A ROLE? WHAT ARE RESPONSIBILITIES?
    5. DEFINING ROLES
    6. DEFINING INTERORGANIZATIONAL ROLES
    7. DO’S AND DON’TS
    8. WHAT DID YOU LEARN? WHAT WILL YOU DO?
  9. 3. MANAGING THE PROCESS IMPROVEMENT PROJECT
    1. WHAT DO YOU THINK? WHAT DO YOU BELIEVE?
    2. THE MODEL AND THE REALITY
    3. GO WHERE EVERYONE HAS GONE BEFORE
    4. ESTABLISH A COMMON LANGUAGE
    5. DETERMINE THE STARTING POINT FOR CMMI PROCESS IMPROVEMENT
    6. PLANNING THE CMMI PROCESS IMPROVEMENT PROJECT
    7. MONITORING AND CONTROLLING THE PROCESS IMPROVEMENT PROJECT
    8. DO’S AND DON’TS
    9. WHAT DID YOU LEARN? WHAT WILL YOU DO?
  10. 4. PROCESS IMPROVEMENT STRATEGIES THAT WORK
    1. WHAT DO YOU THINK? WHAT DO YOU BELIEVE?
    2. THE MODEL AND THE REALITY
    3. THINKING OUTSIDE CMMI FOR PROCESS IMPROVEMENT
    4. APPLYING A SYSTEMS VIEW TO PROCESS IMPROVEMENT
    5. PROCESS IMPROVEMENT: GOOD, FAST, OR CHEAP
    6. NATURAL PROCESS IMPROVEMENT THROUGH WEEDING AND NURTURING
    7. BUSINESS AND CMMI ALIGNMENT
    8. ORGANIZATIONAL LEARNING AND PROCESS IMPROVEMENT
    9. WORK PRODUCT-BASED APPROACH TO PROCESS IMPROVEMENT
    10. INTEGRATED VERSUS VERTICAL APPROACHES TO PROCESS IMPROVEMENT
    11. DO’S AND DON’TS
    12. WHAT DID YOU LEARN? WHAT WILL YOU DO?
  11. 5. FIVE CRITICAL FACTORS IN SUCCESSFUL PROCESS DEFINITION
    1. WHAT DO YOU THINK? WHAT DO YOU BELIEVE?
    2. THE MODEL AND THE REALITY
    3. WHY A CHAPTER ON PROCESS DEFINITION?
    4. CRITICAL FACTOR 1: MAKE THE PROCESS WHAT PEOPLE DO
    5. CRITICAL FACTOR 2: PLAN PROCESS DEFINITION WORK
    6. CRITICAL FACTOR 3: DEFINE THE PROCESS LANGUAGE FOR YOUR ORGANIZATION
    7. CRITICAL FACTOR 5: FOCUS ON PROCESS IMPLEMENTATION ASSETS
    8. DO’S AND DON’TS
    9. WHAT DID YOU LEARN? WHAT WILL YOU DO?
  12. 6. ACQUIRING PROCESS EXPERTISE AND TOOLS
    1. WHAT DO YOU THINK? WHAT DO YOU BELIEVE?
    2. THE MODEL AND THE REALITY
    3. PROCESS IMPROVEMENT — MAKE VERSUS BUY
    4. PROCESS IMPROVEMENT CANNOT BE OUTSOURCED
    5. SOME REALLY BAD REASONS ORGANIZATIONS ACQUIRE PROCESS EXPERTISE OR TOOLS
    6. WHY BUY INSTEAD OF MAKE
    7. USING IDEAL FOR PROCESS ACQUISITION DECISIONS
    8. THE MATURING CLIENT-CONSULTANT RELATIONSHIP
    9. DECISION CRITERIA FOR CONTRACTING CMMI OR PROCESS CONSULTING
    10. DECISION CRITERIA FOR PURCHASING PROCESS TOOLS
    11. THE NUMBER ONE CONSULTANT OR VENDOR SELECTION CRITERIA: TRUST
    12. DO’S AND DON’TS
    13. WHAT DID YOU LEARN? WHAT WILL YOU DO?
  13. 7. EFFECTIVE CHANGE LEADERSHIP FOR PROCESS IMPROVEMENT
    1. ABOUT YOU, ABOUT THE QUOTE, AND ABOUT THE FUTURE
    2. OUR FUTURE IS YOURS ALONE
    3. THE DIFFERENCE BETWEEN MANAGING AND LEADING CHANGE
    4. A VIEW OF CMMI FROM THE BOARD ROOM
    5. DOING ALL THE RIGHT THINGS FOR ALL THE WRONG REASONS
    6. WHY PROCESS IMPROVEMENT IS SO DIFFICULT
    7. THE LEADER’S ROLE IN CMMI PROCESS IMPROVEMENT
    8. PROVEN TECHNIQUES FOR LEADING PROCESS IMPROVEMENT
  14. 8. PROCESS IMPROVEMENT MYTHS AND METHODOLOGIES
    1. ABOUT THIS CHAPTER
    2. HOW MYTHS ARE BORN
    3. CMMI AND PROCESS IMPLEMENTATION MYTHS
    4. APPRAISAL MYTHS
  15. APPENDIX A
    1. REFERENCES

Product information

  • Title: Real Process Improvement Using the CMMI
  • Author(s): Michael West
  • Release date: February 2004
  • Publisher(s): Auerbach Publications
  • ISBN: 9781135506605