PREFACE
Purpose of This Book
Audience
Organization of This Book
How to Use This Book
Readers New to Process Improvement
Readers Experienced with Process Improvement
Readers Familiar with CMMI
Additional Information and Reader Feedback
ACKNOWLEDGMENTS
PART ONE--ABOUT CMMI
1 INTRODUCTION
About Capability Maturity Models
Evolution of CMMI
Coverage of the Bodies of Knowledge
Systems Engineering
Software Engineering
Integrated Product and Process Development
Supplier Sourcing
Selecting Disciplines
Process Areas for Systems Engineering
Process Areas for Software Engineering
Process Areas for Intesgrated Product and Process Development
Process Areas for Supplier Sourcing
Multiple Disciplines
A Conclusion
Resolving Different Approaches of CMMs
Choosing a Representation
Continuous Representation
Staged Representation
Comparison of the Continuous and Staged Representations
Factors in Your Decision
Why Not Both Representations?
Choosing Your Approach to Process Improvement
Scenario 1
Scenario 2
The Advantages of CMMI
2 PROCESS AREA COMPONENTS
Required, Expected, and Informative Components
Required Components
Expected Components
Informative Components
Components Associated with Part Two
Process Areas
Purpose Statements
Introductory Notes
Belated Process Areas
Specific Goals
Generic Goals
Practice-lo-Goal Relationship Tables
Specific Practices
Typical Work Products
Subpractices
Generic Practices
Generic Practice Elaborations
Supporting Informative Components
Notes
Examples
Discipline Amplifications
References
Numbering Scheme
Typographical Conventions
Representation-Specific Content
Discipline-Specific Content
PROCESS INSTITUTIONALIZATION
Overview
3 Process Institutionalization
Performed Process
Managed Process
Defined Process
Quantitatively Managed Process
Optimizing Process
Relationships among Processes
Generic Goals and Generic Practices
GG 1 Achieve Specific Goals
GG 2 Institutionalize a Managed Process
GG 3 Institutionalize a Defined Process
GG 4 Institut!onalize a Quantitatively Managed Process
GG 5 Institutionalize an Optimizing Process
Applying Generic Practices
Process Areas That Support Generic Practices
4 RELATIONSHIPS AMONG PROCESS AREAS
Four Categories of CMMI Process Areas
Process Management
Fundamental Process Management Process Areas
Progressive Process Management Process Areas
Project Management
Fundamental Project Management Process Areas
Progressive Project Management Process Areas
Engineering
Engineering Process Areas and Recursion
Support
Fundamental Support Process Areas
Progressive Support Process Areas
5 TYING IT ALL TOGETHER
Understanding Levels
Structures of the Continuous and Staged Representations
Understanding Capability Levels
Capability Level 0: Incomplete
Capability Level 1: Performed
Capability Level 2: Managed
Capability Level 3: Defined
Capability Level 4: Quantitatively Managed
Capability Level 5: Optimizing
Advancing through Capability Levels
Understanding Maturity Levels
Maturity Level 1: Initial
Maturity Level 2: Managed
Maturity Level 3: Defined
Maturity Level 4: Quantitatively Managed
Maturity Level S: Optimizing
Advancing through Maturity Levels,
Process Areas
Specific Practices
Base and Advanced Practices
Generic Goals and Practices
Common Features
Representation Comparison
Equivalent Staging
6 USING CMMI MODELS
Interpreting CMMI Models
Appraisals and Benchmarking
Appraisal Requirements for CMMI
ISO/IEC 15504 Compatibility and Conformance
Adopting CMMI
Organizations with Experience
Organizations New to Process improvement
CMMI Model Training
Model Tailoring
Tailoring Constraints for Process Improvement
Tailoring Constraints for Benchmarking
Planning Tailoring for Benchmarking
Appraisal Considerations
7 CMMI CASE STUDY: UNITED SPACE ALLIANCE, LLC
Background
USA Mission and Vision
Deploying Company Goals
Process Ownership
CMMI Case Study Activity
The Initiating Phase
Project Selection
Primary Avionics Software System Project Background
Cockpit Avionics Upgrade Project Background
CMMI Model Selection and Scope
CMMI Training
CMM! Supplemental Resources
The Diagnosing Phase
Collecting Information
Recording Observations
CMMI Model Results
Engineering Process Areas
Requirements Management and Requirements Development
Technical Solution
Product Integration
Verification and Validation
Project Management Process Areas
Project Planning
Project Monitoring and Control
Integrated Project Management
Supplier Agreement Management
Risk Management
Quantitative Project Management
Process Management Process Areas
Organizational Process Focus and Organizational
Process Definition
Organizational Training[
Organizational Process Performance
Organizational Innovation and Deployment
Support Process Areas
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis
Decision Analysis and Resolution
Causal Analysis and Resolution
Lessons Learned
Interpretation Issues
Next Steps
PART TWO--THE PROCESS AREAS
CAUSAL ANALYSIS AND RESOLUTION
CONFIGURATION MANAGEMENT
DECISION ANALYSIS AND RESOLUTION
INTEGRATED PROJECT MANAGEMENT
INTEGRATED SUPPLIER MANAGEMENT
INTEGRATED TEAMING
MEASUREMENT AND ANALYSIS
ORGANIZATIONAL ENVIRONMENT FOR INTEGRATION
ORGANIZATIONAL INNOVATION AND DEPLOYMENT
ORGANIZATIONAL PROCESS DEFINITION
ORGANIZATIONAL PROCESS FOCUS
ORGANIZATIONAL PROCESS PERFORMANCE
ORGANIZATIONAL TRAINING
PRODUCT INTEGRATION
PROJECT MONITORING AND CONTROL
PROJECT PLANNING
PROCESS AND PRODUCT QUALITY ASSURANCE
QUANTITATIVE PROJECT MANAGEMENT
REQUIREMENTS DEVELOPMENT
REQUIREMENTS MANAGEMENT
RISK MANAGEMENT
SUPPLIER AGREEMENT MANAGEMENT
TECHNICAL SOLUTION
VALIDATION
VERIFICATION
PART THREE--THE APPENDICES AND GLOSSARY
A REFERENCES
Publicly Available Sources
Regularly Updated Sources
B ACRONYMS
CMMI PROJECT PARTICIPANTS
Product Team
Sponsors
Steering Group
Configuration Control Board
Stakeholders/Reviewers
GLOSSARY
INDEX
鄂公网安备 42010302001612号 