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Tables of Contents for Real Process Improvement Using the Cmmi
Chapter/Section Title
Page #
Page Count
1 News Flash! There Is a Level 1!
1
46
Quiz: What Do You Think? What Do You Believe?
1
1
The Model and the Reality
1
4
Slash-and-Burn versus Natural Process Improvement
5
4
The Slash-and-Burn Approach
6
1
Symptoms of the Slash-and-Burn Approach
6
1
Results from the Slash-and-Burn Approach
7
1
Why People Slash-and-Burn
8
1
CMMI's Place in the Process Improvement Universe
9
1
Inside Maturity Level 1
10
34
Writing and Documentation
13
3
Finding and Leveraging the EBP
15
1
Previous or Concurrent Quality or Improvement Initiatives
16
5
ISO 9001:2000 and CMMI
19
2
Six Sigma and CMMI
21
1
Project Management Discipline
21
6
Project Management for Process Improvement
22
1
CMMI and PMBOK Similarities and Differences
23
1
CMMI and PMBOK Strengths and Weaknesses
23
4
Organizational Standards
27
4
Training Programs
31
1
Training Personnel, Tools, and Budget
32
1
Meeting Management and CMMI
32
7
Measurements and Measures
39
5
Everything Starts with the Strategy and It Starts at the Top
40
1
A Holistic Measurement Program
41
3
Do's and Don'ts
44
1
Do
44
1
Don't
44
1
Quiz: What Did You Learn? What Will You Do?
45
2
2 The Role of Roles
47
24
What Do You Think? What Do You Believe?
47
1
The Model and the Reality
47
2
The Power of Knowing Who Does What
49
7
When Good Roles Go Bad
51
1
Why Defining Roles and Responsibilities Is So Hard
52
4
You Say "System Engineer," I Hear "Project Manager"
52
1
I Know What I Do, But Don't Ask Me to Explain It
53
1
More Roles than People
54
1
More People than Roles
55
1
Fear of Accountability
56
1
What Is a Role? What Are Responsibilities?
56
3
The Difference between Titles and Roles
58
1
Defining Roles
59
7
Where to Start
61
1
CMMI Process Improvement Roles
62
4
Defining Interorganizational Roles
66
3
Collaborative Roles and Responsibilities Definition
67
1
Identify and Work toward Common Goals
68
1
Get Your Own House in Order First
68
1
Do's and Don'ts
69
1
Do
69
1
Don't
69
1
What Did You Learn? What Will You Do?
70
1
3 Managing the Process Improvement Project
71
62
What Do You Think? What Do You Believe?
71
3
The Model and the Reality
74
1
Go Where Everyone Has Gone Before
75
2
Establish a Common Language
77
1
Determine the Starting Point for CMMI Process Improvement
78
26
Using Appraisals to Determine the Current State
80
1
What the Organization Already Has
81
16
Everyday Appraisals
84
1
Listen, Don't Talk So Much
84
4
Reviewing Documents with a Natural Eye and an Open Mind
88
5
Mapping What You Discover to CMMI
93
4
What the Organization Needs or Wants (but Does Not Have)
97
7
GQM Lite: A Quick-Start Approach for Process Improvement
98
6
Planning the CMMI Process Improvement Project
104
22
Identifying and Involving Stakeholders
105
1
Establishing the Process Improvement Project Team
106
6
Establishing the Project Work Breakdown Structure
112
10
Where to Start
112
1
The Process Improvement WBS Content
113
9
Estimating the Process Improvement Work
122
1
CMMI Process Improvement Effort and Cost Estimate Considerations
123
1
Process Improvement Project Assumptions
123
1
Process Improvement Project Risks
124
2
Overly Optimistic Schedules
126
1
Insufficient Risk Management
126
1
Abandonment of Planning Under Pressure
126
1
Code Like Hell Programming
126
1
Monitoring and Controlling the Process Improvement Project
126
3
The Cost, Schedule, and Quality Paradigm
127
2
Do's and Don'ts
129
1
Do
129
1
Don't
130
1
What Did You Learn? What Will You Do?
130
3
4 Process Improvement Strategies That Work
133
52
What Do You Think? What Do You Believe?
133
1
The Model and the Reality
133
2
Thinking Outside CMMI for Process Improvement
135
2
Applying a Systems View to Process Improvement
137
10
Losing Sight of the Forest
137
1
Fixes That Backfire
138
6
The Race to Maturity Levels
139
3
Process for Its Own Sake
142
1
Strategies for Fixes That Backfire
143
1
Shifting the Burden
144
3
Strategies for Dealing with Shifting the Burden
145
2
Why Systems Thinking?
147
1
Process Improvement: Good, Fast, or Cheap
147
8
Fast and Expensive Maturity Levels; Not Good Process Improvement
148
3
Approaches Employed
149
1
Additional Characteristics
150
1
Fast and Cheap Maturity Levels; Not Good Process Improvement
151
2
Approaches Employed
151
1
Additional Characteristics
152
1
Balanced Process Improvement; Fast Enough, Reasonably Priced, and Good Enough
153
2
Approaches Employed
153
1
Characteristics
154
1
Natural Process Improvement through Weeding and Nurturing
155
5
Weeding
155
2
Nurturing
157
8
System or Product Change Practices
157
1
Project Management
158
1
Quality Assurance
158
2
Business and CMMI Alignment
160
5
Organizational Learning and Process Improvement
165
8
Vicarious Learning and Benchmarking
166
2
Example
166
2
Vicarious Learning and Benchmarking Pros
168
1
Vicarious Learning and Benchmarking Cons
168
1
Simulation
168
2
Example
169
1
Simulation Pros
170
1
Simulation Cons
170
1
Prototyping
170
2
Example
171
1
Prototyping Pros
171
1
Prototyping Cons
172
1
Online Learning
172
1
Work Product-Based Approach to Process Improvement
173
1
Integrated versus Vertical Approaches to Process Improvement
174
6
The Downside to a Process Area Approach to CMMI Implementation
175
1
An Integrated Approach for Developing an Integrated Process System
176
4
Standards
176
1
Communication
177
1
Traceability and Integration
177
1
Tailoring and Tailorability
178
1
Document Management
179
1
Process Implementation
179
1
Do's and Don'ts
180
2
Do
181
1
Don't
181
1
What Did You Learn? What Will You Do?
182
3
5 Five Critical Factors In Successful Process Definition
185
30
What Do You Think? What Do You Believe?
185
1
The Model and the Reality
185
2
Why a Chapter on Process Definition?
187
1
Critical Factor 1: Make the Process What People Do
187
2
Critical Factor 2: Plan Process Definition Work
189
2
Defining and Estimating Process Definition Tasks
189
1
Building the Process Definition Teams
190
1
Critical Factor 3: Define the Process Language for Your Organization
191
16
Defining Process Assets
192
1
Defining the Language of Your Organization
193
14
Defining "Organization"
194
1
Defining "System" and "System Engineering"
194
1
Defining "Project"
195
2
Defining "Stakeholder" and "Relevant Stakeholder"
197
1
Documenting the Organization's Language
198
2
Process Asset Content
200
1
Format and Style
200
4
Process Asset Quality
204
2
Process Usage and Customer Environment
206
1
Critical Factor 5: Focus on Process Implementation Assets
207
5
Give the Deliverers Deliverables
209
1
Show, Don't Tell
210
2
Do's and Don'ts
212
1
Do
212
1
Don't
213
1
What Did You Learn? What Will You Do?
213
2
6 Acquiring Process Expertise and Tools
215
18
What Do You Think? What Do You Believe?
215
1
The Model and the Reality
215
2
Process Improvement - Make versus Buy
217
1
Process Improvement Cannot Be Outsourced
217
1
Some Really Bad Reasons Organizations Acquire Process Expertise or Tools
218
2
Bad Process Acquisition Reason 1: They Had a Cool Booth at the SEPGSM Conference
218
1
Bad Process Acquisition Reason 2: They Guarantee Your Organization Will Be Certified at CMM/CMMI Level in X Months
219
1
Bad Process Acquisition Reason 3: They're Great Golfing Partners
219
1
Bad Process Acquisition Reason 4: They're Cheap
220
1
Bad Process Acquisition Reason 5: They Used to Work at
220
1
Why Buy Instead of Make
220
1
Using IDEAL for Process Acquisition Decisions
221
2
The Maturing Client-Consultant Relationship
223
3
What Usually Happens
224
1
What Should Happen
225
1
Decision Criteria for Contracting CMMI or Process Consulting
226
1
What Is the Candidate Consultant Really Selling?
226
1
What Do the Candidate Consultants Say about ROI on Process Improvement?
226
1
Is Your Decision Based on the Consultant's Reputation or Verifiable Historical Performance?
226
1
How Interested Is the Consultant in Learning about Your Organization's Current Process Capability or Organizational Maturity?
227
1
Decision Criteria for Purchasing Process Tools
227
1
The Number One Consultant or Vendor Selection Criteria: Trust
228
1
Do's and Don'ts
229
1
Do
229
1
Don't
230
1
What Did You Learn? What Will You Do?
230
3
7 Effective Change Leadership for Process Improvement
233
18
About You, about the Quote, and about the Future
233
2
Our Future is Yours Alone
235
1
The Difference between Managing and Leading Change
236
1
A View of CMMI from the Board Room
237
1
Doing All the Right Things for All the Wrong Reasons
238
3
The Holy Grail/Silver Bullet Syndrome
238
1
Corporate Lemmingology
239
1
A Golf-Course Mentality of CMMI-Based Process Improvement
240
1
Why Process Improvement Is So Difficult
241
4
Appropriate and Inappropriate Process Improvement Decisions
241
3
Why?
242
1
When?
242
1
Who?
243
1
Which Questions Are Not Yours to Answer
243
1
Effective and Ineffective Implementation
244
1
The Leader's Role in CMMI Process Improvement
245
2
Proven Techniques for Leading Process Improvement
247
4
Things You Should Do
247
2
Things You Should Not Do
249
2
8 Process Improvement Myths and Methodologies
251
10
About This Chapter
251
1
How Myths Are Born
252
1
CMMI and Process Implementation Myths
253
4
Myth or Methodology: CMM or CMMI Gives Organizations Requirements for Developing Successful Processes
253
1
Myth or Methodology: Having Higher Maturity Levels Ensures a Software Development Organization Will Be Successful
254
1
Myth or Methodology: Before Implementing CMM or CMMI, Organizations Are Usually in Total Chaos
254
1
Myth or Methodology: The Primary and Best Reason for Process Improvement Is to Achieve Maturity Levels
255
1
Myth or Methodology: CMM or CMMI Will Fix All Your
Software and Systems Engineering Problems
256
1
Myth or Methodology: Model-Based Process Improvement Doesn't Affect What I Do
257
1
Myth or Methodology: CMM and CMMI Is Rocket Science and Only a Few Geniuses Understand It
257
1
Appraisal Myths
257
4
Myth or Methodology: When an Organization Passes an Appraisal, It Gets Certified by SEI at a CMM Maturity Level
258
1
Myth or Methodology: For an Assessment to Be Official, It Needs to Be Led by Someone from outside the Company
259
1
Myth or Methodology: You're Not Allowed to Have People from Your Own Organization on the Assessment Team
260
1
Appendix A References
261
4
Index
265