Contents Foreword Preface Acknowledgments Book Overview SEI Disclaimer
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lrJDI Introduction
mmmII Engineering Systems Thinking
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CMM® for Software CMM® vl.O to CMM® v1.1 The Need for a Systems Engineering CMM® The Need for an Integrated Model Systems Engineering Software Engineering Integrated Product and Process Development Supplier Sourcing Generating Multiple Models from the CMMI® Framework Hardware and Other Engineering Disciplines Systems Engineering and Systems Management Technology Management Management of Technology Systems Engineering Definition Engineering Systems Thinking Guidance for Action Planning Systems Thinking The Fifth Discipline Laws of Engineering Systems Thinking Summary References
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Contents
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CHAP'TER 2
Oriented to Business Results
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Engineering Competency Quality Management and Continuous Improvement Principles The Five-Level Model Senior Management's Vision Organization's Business Objectives Organization's Measurement Objectives Support for Project Leaders to Manage and Control Better End-to-End Quality Summary References
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Process Improvement Based on the CMMI®
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A Simple View of the CMMI® Process and Business Are Process Descriptions Enough? Other Groupings of Process Areas to Support Process Improvement The CMMI® as the Complete Whole The CMMI® Is Not an Engineering Handbook Sticky Areas Entry Strategies into Process Improvement Training in the CMMI® Focused Training on the Management and Engineering Principles Behind the CMMT®Modei Engineering Workshop Training, Action Planning, and Process Mentoring Quick Check Workshop Assessment Focused Process Area Assessment SEI SCAMPI sM Appraisals Establishing and Maintaining an Action Plan Process Tmprovement for Systems, Hardware, Software, and Business Based on the CMMI® The CMMI® and Engineering Systems Thinking Summary Reference
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The Language of the CMMI®
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Model Model Options CMMI® Product Suite CMMI® Framework CMMI® Architecture Constellation
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Contents
Diseiplines Addition Adequate, Appropriate, as Needed Establish and Maintain Customer Poliey Stakeholder Relevant Stakeholder Projeet Manager Higher Level Management Senior Manager Organization Enterprise Development Product Product Component Work Produet (Life-Cycle Work Product) Nondevelopmental Item (NDI) Commereial Off-the-Shelf (COTS) Projeet Projeet Startup Product Life Cycle Tailoring Guidelines Appraisal Assessment Capability Evaluation Operational Concept and Operational Environment Operational Scenarios Verification Validation Doeument Data Data Management Quality and Process Performance Objeetives Hardware Engineering Systems Engineering Summary Referenees
Senior Management Establish Policies Allocate or Realloeate Resourees Establish Authority and Responsibility Authorize Training Provide Visible Support
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Approve Organizational Commitments Senior Management Oversight Higher Level Management Middle Management Corporate Bridge Risk Management Decision Making Process Improvement Steering Committee Process Owner Project Manager Definition of Project Management Thc Old Project Management Role The New Skills Required of a Project Manager Estimation Project Planning Criticality Monitoring and Controlling Requirements Validation, Functional Architecture, and Alternative Solutions Peer Reviews and Unit Testing Configuration Management Quality Assurance Supplier Management Risk Management Practitioners Process Group Organizational Focus Facilitating the Organization's Process Improvement Activities Engineering Background Organizational Development Skill Process Group Responsibilities Process Group Manager Quality Assurance Configuration Management Integration and Systems Testing Measurement Team Systems Engineering Summary Reference
CHAPTER 6 Enabling Project Managers to Manage and Control Better Through Project Planning and Project Monitoring and Control
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Project Planning Constraints
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Scope Description Work Breakdown Structure Estimation The Project Life Cyde Size Estimation Effort and Cost Schedule Risk Data Management Knowledge and Skills Stakeholder Involvement Project Resources Establishing the Project Plan Commitment Process Overview Project Monitoring and Control Summary References
Enabling Project Managers to Manage and Contral Better Thraugh Risk Management
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Making Decisions Under Conditions of Uncertainty Sources of Risk Risk Parameters Prioritizing Risks Risk Management Strategy Risk Management Plan Risk Monitoring Summary Reference
109 111 112 114 115 117 118 120 120
Enabling Praject Managers to Manage and Contral Better Through Quality Management
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Process and Product Quality Assurance Quality Control Quality Assurance Quality Functions Project Quality Plan Quality Assurance Responsibles Objective Evaluation Quality Assurance Group Configuration Management Integrity Configuration Identification Baselining Change Control
Input Needed to Decide on Proposed Changes Configuration Control Boards Configuration Management System Configuration Management Status Accounting Configuration Auditing Interface Control Control of Supplier CM Functions Release Summary References
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Enabling Project Managers to Manage and Control Better Through Supplier Management
Working with Suppliers Myths About Suppliers When and Why Do We Use Suppliers? Sources of Problems Using Suppliers Different Forms of Suppliers Subcontractors Sister Divisions Other Projects in the Same Division Off-the-Shelf Products Reuse Components Contractors/Resource Hiring Outsourcing Open Source Collaboration to Partner Supplier Agreement Management Requirements Development by the Buyer Requirements Elicitation Deciding to Use a Supplier Describing System Objectives Developing a System Overview Determining and Listing System Constraints Determining Resources Needed Developing a Work Breakdown Structure Creating Initial Estimations Identifying Initial Project Risks Determining a System Realization Strategy Reviewing the Preliminary Project Plan Selecting the Contract Management Team Determining the Desired Buyer-Supplier Relationship Setting Supplier Evaluation Criteria Preparing the Statement of Work and the Request for Proposal Conducting Supplier Capability Evaluations Establishing the Supplier Agreement
Expectation Setting: Getting Started Monitoring Progress and Performance Acceptance Testing Transitioning from Supplier to Buyer Supplier: One of the Project Team Members Summary References
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CHAPTER 10 Enabling Project Managers to Manage and Control Better Through Integrated Project Management
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The Project's Defined Process The Project's Work Environment Plans That Affect the Project Integrated Project Plan Coordination of Relevant Stakeholders Based on the Project's Defined Process Summary Summary of Chapters 6 Through 10 Reference
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Engineering
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CHAPTER 11 The Recursive Nature of Requirements Engineering
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Requirements Development What Are Requirements? Elicitation of Requirements Nonfunctional Requirements Product or Product Component Requirements Operational Concept and Operational Scenarios Architectural and Interface Requirernents Allocation of Requirernents Validation of Requirernents Requirernents Management The Relationship Among RD, TS, and REQM Configuration Management of Requirernents Change Requests Requirernents Criteria for Valid Requirements Cornmitment Process for Changed Requirernents Impact Analysis Requirernents Traceability and Keeping Life-Cycle Work Products Consistent Bidirectional Traceability Summary References
Selecting the "Best" Alternative Solution Satisfying the Selection Criteria Allocation of Requirements as a Solution Set Commercial Off-the-Shelf Products Designing and Implementing the Product or Product Component Preliminary or Top-Level Design Traditional Approach to Systems Architecting Evolutionary Approach to Systems Architecting Detailed Design Technical Data Package Interface Descriptions Implementation Peer Reviews and Unit Testing Product Support Documentation Summary Reference
Why Should We Conduct Reviews? Reviews as a Management Control T 001 Management or Progress Reviews Project Manager Review Milestone Reviews Senior Management Oversight Reviews Peer Reviews Buddy Check Circulation Review Technical Review Inspections Walkthroughs Structured Walkthroughs Steps in the Inspections Process Entry Planning Kickoff Checking Logging Analyzing Process Improvement Brainstorming Edit Exit Testing Purpose of Testing Thought Process Involved in Designing Tests
Key Testing Principles Different Levels of Testing Test Coverage for Software General Observations on Testing Unit Testing and the CMMI® Software Test Planning Unit Test Specification/Procedure Evolutionary Path Summary References
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CHAP1"ER 14 From Components to Products: Gluing the Pieces Together
The Integration Strategy The Integration Environment Product Integration Procedures Readiness for Integration: Interface Requirernents Assembly of Product Components Evaluation of Assembled Product Components Verification Verification Techniques and Methods Systems Testing Versus Bench Testing Validation Validation Techniques and Methods Acceptance Testing Packaging and Delivery Summary
CHAP1"ER 15 Improving Processes at the Organizational Level
Focusing Your Organization's Process Improvement Efforts What Processes Currently Exist? Assessment or Appraisal Other Process Improvement Sources Sampie Improvement Infrastructure Senior Management Advisory Board Steering Committee Engineering Process Group Corporate Engineering Process Group Process Improvement Manager Working Groups Process Liaisons Establishing, Maintaining, and Implementing Action Plans Provide Management Direction
Establish the Working Group Plan Working Group Aetivities Provide Task -Speeifie Training Gather Data Evaluate Proeesses Develop Draft Proeesses Peer Review the Proeesses Investigate and Reeommend Tools for the Proeess Implement Proeess Aetions Identify Pilot Projeet Criteria Seleet the Pilot Projeet Plan the Piloting Phase Train the Piloting Personnel Brief Affeeted Parries Implement the Pilot Evaluate the Results Revise the Proeesses Develop a Proeess Improvement Deployment Plan Train the Proeesses Implement the Improved Proeess Evaluate the Proeesses Ineorporating Lessons Learned Communieate Status and Results of Proeess Improvement Aetivities Continue to Improve Proeess Assets Proeess Asset Library Proeess Elements Proeess Arehiteeture Produet Life-Cycle Models Rapid Applieation Development Work Environment Standards Tailoring Guidelines Organizational Measurement Repository Summary Referenees
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Individual Knowledge and Skills to Integrated Teams
Organizational Training Foeus Core Competeneies Organizational and Projeet-Level Training Training Capability Training Delivery Effeetiveness of the Training
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Contents
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Training, Mentoring, and Coaching Treating the Workforce as Critical Corporate Assets Summary References
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CHAPTER 11 Integrated Teams
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The Concept of the Integrated Team Shared Vision Organizational Process Definition Integrated Work Environment Integrative Leadership and Interpersonal Skills Integrated Project Management: IPPD Addition Preliminary Distribution of Requirements Responsibilities and Authorities The Integrated Team Selection Criteria for Integrated Team Members Integrated Team Charter Integrated Product Team Used by the Department of Defense Summary Reference
CHAPTER 18 Establishing the Measurement Foundation
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Why aSeparate Measurement and Analysis Process Area? 319 Measurement: Is It Really Necessary? 320 Information Needs and Measurement Objectives 321 Quantitative Quality and Process Performance Measurement Objectives 322 Different Project's Business Objectives Supporting a Common Organizational Business Objective-An Example 323 The Value of the Measures 323 324 Basic and Derived Measures Basic Measures 324 Derived Measures 324 Statistical Analysis Techniques and Data Types 325 326 Specify Data Collection and Storage Procedures Specify Analysis Procedures 327 Collect and Analyze the Measurement Data 327 Store the Measurement Data and Analysis Results 327 Effectiveness of Processes 328 Organization's Set of Standard Processes 329 Organization's Measurement Repository 329 Slightly More Advanced Measures 330 Goal-Question-Metric Paradigm 331
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Contents Summary Reference
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Basic Statistics and Probability Distributions
High Maturity and High Performance Techniques to Control Processes in High-Maturity Organizations Statistics Mean Median Mode Variance Probability Distributions Central Limit Theorem Sampling Distribution Importance of the Data Attributes or Discrete Data Variable or Continuous Data Influence of Data Types Measurement System Error Hypothesis Testing Statistical Intervals Confidence Interval Prediction Interval Tolerance Limits Summary References
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Quantitative Management
Quantitative Management Overview Relevant Terminology Organizational Process Performance An Everyday Life Example Process Performance Quantitative Objectives for Quality and Process Performance Process Performance Baselines Process Performance Models Examples of Process Performance Models and Related Statistical Methods Process Performance Model Examples Summary for Organizational Process Performance Quantitative Project Management Project's Quality and Process Performance Objectives Project's Defined Process Which Subprocesses and How Many Will Be Statistically Managed?
Contents Managing the Project's Quantitative Objectives for Quality and Process Performance Additional Ideas for Quantitatively Managing the Project's Objectives for Quality and Process Performance Understanding Variation Using Statistical Techniques Assignable Cause and Exceptional Cause Trial Bounds Voice of the Process-Voice of the Customer Capable Processes Control Charts Histograms Summary References CHAPTER 21 Beyond Stability Causal Analysis and Resolution Quantitative Project Management Techniques for Causal Analysis Five Whys Addressing Defect Causes Was the Change Successful? Organizational Innovation and Deployment: Enabling the Selection and Deployment of Improvements Collecting and Analyzing Improvement Proposals Deploying Improvements Summary References
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CHAPTER 22 Reducing Variation
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Understanding Variation Variation Among Individuals Project's Processes to Reduce Variation Organizational Processes to Reduce Variation Quantitative Project Management Summary Reference
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Institutionalization
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CHAPTER 23 Repeatable, Effective, and Long Lasting
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Are Your Project Members Using Effective Processes? Institutionalization Capability Level 0 Capability Level 1
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Contents Capability Level 2 Generic Practices GP 2.1: Establish an Organizational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management Capability Level 3 Generic Practices GP 3.1: Establish Defined Process GP 3.2: Collect Improvement Information Relationships Between Generic Practices and Process Areas Appraisal Considerations Summary Reference
CHAPTER 24 The Constagedeous Approach to Process Improvement
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Choosing Between the Staged and Continuous CMMI® Representations CMMI® Structure: Staged Versus Continuous Process Improvement Is the Driving Force Myths and Misconceptions Staged Representation Continuous Representation The Constagedeous Approach to Process Improvement Equivalent Staging Case Studies Summary Reference
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CHAPl"ER 25 Applying CMMI® to Manufacturing
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Background and Motivation Initial Analysis Applying CMMI® in BTS and BTP Projects Applying Engineering Process Areas in Manufacturing BTS Projects Applying CMMI® in Manufacturing BTP Projects Applying Project Management Process Areas in Manufacturing Processes Applying Organizational Process Management Process Areas in Manufacturing Processes Applying Support Process Areas in Manufacturing Processes
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An Example of 010 Implementation An Example of CAR Implementation Summary
mmm Summary
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CHAPTER 26
Summary and Concluding Remarks
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The Intent of Practicallnsight into CMMI®, Second Edition Essence of the CMMI® Choosing Between the Staged and Continuous CMMI® Representations High Maturity Support for a Process Improvement Initiative Process and Business
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mmmJEI! Sticky Areas
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SAM-15M Starterkit for Supplier Evaluation Criteria
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Business Orientation and Background Financial Management Core Competencies Process and Quality Management Experience Level Project Management Certifications and Awards Orientation to Buyer
