Practical insight into CMMI / Tim Kasse.

ISBN:

9781580536264

9781580536257

Title:

Practical insight into CMMI / Tim Kasse.

Author:

Kasse, Tim.

Personal Author:

Kasse, Tim.

Publication Information:

Boston, MA : Artech House, 2004.

Physical Description:

1 online resource (xxxvi, 281 pages) : illustrations.

Series:

Artech House computing library

Local Note:

eBooks on EBSCOhost

Subject Term:

Capability maturity model (Computer software)

Computer software -- Development.

Format:

Electronic Resources

Electronic Access:

Click here to view

Publication Date:

2004

Publication Information:

Boston, MA : Artech House, 2004.

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
005.10685 22	1:E-BOOK	1	1:ONLINE	Searching... Unknown

Practical Insight into CMMI(r) is an essential reference for engineering, IT and management professionals striving to grasp the "look and feel of a successful business oriented process improvement implementation." Taking you beyond the Capability Maturity Model(r) to the integrated world of systems and software, this comprehensive resource presents CMMI(r) in a manner that is easy to comprehend by higher-level managers and practitioners alike. Written by a world-renowned expert in the field, the book offers a clear picture of the activities an organization would be engaged in if their systems and software engineering processes were based on CMMI(r). The book teaches the roles and responsibilities of professionals at all levels, from senior and middle management to project leaders and quality assurance personnel. Offering a full appreciation of the power of CMMI(r) to enhance systems and software process improvement initiatives, this invaluable reference captures the essence of each of process area by presenting it in a practical context. From project monitoring and control, quality management, and requirements engineering, to risk management, integrated teams, and measurement programs, this authoritative volume provides you with a complete understanding of CMMI(r) and the benefits of this integrated approach in your organiza

Author Notes

Tim Kasse holds a B.S. in systems engineering from the University of Arizona, Tucson and an M.A.S. in computer science from Southern Methodist University.

Mr. Kasse is manager and principle consultant for Kasse Initiatives LLC. He has over 30 years of software engineering experience.

Bob RassaMike Phillips

Foreword	p. xix
Foreword	p. xxi
Preface	p. xxiii
Acknowledgments	p. xxviii
Book overview	p. xxix
1 Engineering Systems Think	p. 1
CMM for Software	p. 1
Software Product Engineering	p. 2
The need for a systems engineering CMM	p. 2
The need for an integrated model	p. 3
Systems engineering and systems management	p. 4
Engineering systems thinking	p. 6
Summary	p. 11
References	p. 12
2 Oriented-to-Business Results	p. 13
State of the practice for software engineering	p. 13
Support for the organization's business objectives	p. 15
Support for senior management's vision	p. 16
Support for project leaders to better manage and control	p. 17
End-to-end quality	p. 17
Summary	p. 18
References	p. 19
3 Process Improvement Based on CMMI	p. 21
The resulting quagmire of standards and models developed to govern the systems/software engineering processes	p. 21
CMMI and ISO 9001:2000	p. 25
Process improvement for software, systems, and business based on CMMI	p. 27
CMMI and engineering systems thinking	p. 27
Summary	p. 29
References	p. 29
4 CMMI Speak	p. 31
Model	p. 31
Model options	p. 32
Disciplines	p. 32
Adequate, appropriate, as needed	p. 33
Establish and maintain	p. 33
Customer	p. 34
Policy	p. 34
Stakeholder	p. 35
Relevant stakeholder	p. 35
Project manager	p. 36
Senior manager	p. 36
Organization	p. 36
Enterprise	p. 37
Development	p. 37
Product	p. 37
Product component	p. 37
Work product: Life-cycle work product	p. 37
Project	p. 39
Appraisal	p. 39
Assessment	p. 39
Tailoring guidelines	p. 39
Verification	p. 40
Validation	p. 40
Goal	p. 40
Objective	p. 40
Document	p. 40
Quality and process performance objectives	p. 40
Operational concept and operational environment	p. 41
Operational scenarios	p. 41
Systems engineering	p. 42
Summary	p. 43
References	p. 43
5 Roles and Responsibilities	p. 45
Senior management	p. 45
Middle management	p. 49
Project manager	p. 52
Practitioners	p. 58
Process group	p. 59
Facilitating the organization's process improvement activities	p. 59
Engineering background	p. 60
Quality assurance	p. 62
Configuration Management	p. 64
Integration and system testing	p. 65
Measurement team	p. 66
Systems engineering	p. 67
Summary	p. 68
Reference	p. 68
6 The Evolutionary Differences Between CMM for Software and CMMI	p. 69
An integrated approach	p. 70
Two representations	p. 70
CMMI process area contents	p. 71
Process area upgrades and additions	p. 73
Project management concepts process areas	p. 74
Project Monitoring and Control	p. 74
Engineering concepts process areas	p. 76
Process management concepts process areas	p. 79
Integrated Teaming Concepts process areas	p. 79
Quantitative management concepts process areas	p. 80
Optimizing concepts process areas	p. 81
An incremental path to move from CMM for Software to CMMI	p. 82
Summary	p. 83
7 Enabling the Project Leader to Better Manage and Control Through Project Planning and Project Monitoring and Control	p. 85
Project planning	p. 86
Estimation	p. 90
Project monitoring and control	p. 96
Summary	p. 98
8 Enabling the Project Leader to Better Manage and Control Through Risk Management	p. 99
Risk management	p. 99
Summary	p. 106
9 Enabling the Project Leader to Better Manage and Control Through Quality Management	p. 107
Process and Product Quality Assurance	p. 107
Configuration Management	p. 113
Summary	p. 125
10 Enabling the Project Leader to Better Manage and Control Through Supplier Management	p. 127
Supplier Agreement Management	p. 127
Integrated Supplier Management	p. 134
Summary	p. 135
11 Enabling the Project Leader to Better Manage and Control Through Integrated Project Management	p. 137
Integrated Project Management	p. 137
A project's defined process	p. 137
Summary	p. 139
12 The Recursive Nature of Requirements Engineering	p. 141
Requirements development	p. 141
Requirements Management	p. 150
Summary	p. 154
Reference	p. 155
13 Alternative Solutions	p. 157
Selecting the best alternative solution	p. 157
Designing and implementing the product or product component	p. 161
Summary	p. 166
14 From Components to Products: Gluing the Pieces Together	p. 167
The integration strategy	p. 167
Integration environment	p. 168
Product Integration procedures	p. 169
Readiness for integration	p. 169
Assembly of product components	p. 170
Evaluation of assembled product components	p. 170
Packaging and delivery	p. 171
Verification and Validation	p. 172
Summary	p. 173
15 Improving Processes at the Organizational Level	p. 175
Focusing your organization's process improvement efforts	p. 176
Process assets	p. 192
Process architecture	p. 195
Summary	p. 199
References	p. 199
16 The Knowledge and Skills Base	p. 201
Organizational training focus	p. 201
Core competencies	p. 201
Organizational and project level training	p. 202
Training capability	p. 203
Training delivery	p. 204
Effectiveness of the training	p. 205
Training, mentoring, and coaching	p. 205
Am I considered a critical corporate asset?	p. 206
Summary	p. 208
Reference	p. 208
17 Integrated Teams	p. 209
The concept of the integrated team	p. 209
Shared vision	p. 210
Organizational environment for integration	p. 211
Integrated Project Management (IPPD)	p. 212
The integrated team	p. 214
Summary	p. 215
18 Reducing Variation	p. 217
Understanding variation	p. 217
Variation among individuals	p. 218
Projects' processes to reduce variation	p. 218
Organizational processes to reduce variation	p. 219
Quantitative Project Management	p. 220
Summary	p. 220
Reference	p. 221
19 Techniques for Establishing a Measurement Program	p. 223
Measurement: Is it really necessary?	p. 223
Measurement and Analysis	p. 224
Organization's set of standard processes	p. 230
Quantitative project management	p. 232
Summary	p. 240
References	p. 241
20 Beyond Stability	p. 243
Causal analysis	p. 244
Quantitative project management techniques for causal analysis	p. 244
Addressing defect causes	p. 248
Was the change successful?	p. 249
Enabling the selection and deployment of improvements	p. 249
Collecting and analyzing improvement proposals	p. 250
Deploying improvements	p. 251
Summary	p. 252
Reference	p. 252
21 Repeatable, Effective, and Long-Lasting	p. 253
Are your project members using effective processes?	p. 253
Institutionalization	p. 254
Capability level 2 generic practices	p. 255
Capability level 3 generic practices	p. 259
Summary	p. 259
22 The Constagedeous Approach to Process Improvement	p. 261
Choosing between the staged and continuous CMMI representations	p. 261
CMMI structure: Staged versus continuous	p. 262
Process improvement is the driving force	p. 264
Myths and misconceptions	p. 266
The constagedeous approach to process improvement	p. 269
Summary	p. 270
Selected Bibliography	p. 271

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