Practical Insight into CMMI ® -- Contents vii -- Foreword by Bob Rassa xix -- Foreword by Mike Phillips xxi -- Preface xxiii -- Acknowledgments xxvii -- Book Overview xxix -- CHAPTER 1 Engineering Systems Think 1 -- CMM for Software 1 -- Software Product Engineering 2 -- The need for a systems engineering CMM 2 -- The need for an integrated model 3 -- Systems engineering and systems management 4 -- Engineering systems thinking 6 -- Summary 11 -- CHAPTER 2 Oriented-to-Business Results 13 -- State of the practice for software engineering 13 -- Support for the organization's business objectives 15 -- Support for senior management's vision 16 -- Support for project leaders to better manage and control 17 -- End-to-end quality 17 -- Summary 18 -- References 19 -- CHAPTER 3 Process Improvement Based on CMMI 21 -- The resulting quagmire of standards and models developed to govern the systems/software engineering processes 21 -- CMMI and ISO 9001:2000 25 -- Process improvement for software, systems, and business based on CMMI 27 -- CMMI and engineering systems thinking 27 -- Summary 29 -- References 29 -- CHAPTER 4 CMMI Speak 31 -- Model 31 -- Model options 32 -- Disciplines 32 -- Adequate, appropriate, as needed 33 -- Establish and maintain 33 -- Customer 34 -- Policy 34 -- Stakeholder 35 -- Relevant stakeholder 35 -- Project manager 36 -- Senior manager 36 -- Organization 36 -- Enterprise 37 -- Development 37 -- Product 37 -- Product component 37 -- Work product: Life-cycle work product 37 -- Project 39 -- Appraisal 39 -- Assessment 39 -- Tailoring guidelines 39 -- Verification 40 -- Validation 40 -- Goal 40 -- Objective 40 -- Document 40 -- Quality and process performance objectives 40 -- Operational concept and operational environment 41 -- Operational scenarios 41 -- Systems engineering 42 -- Summary 43 -- CHAPTER 5 Roles and Responsibilities 45.

Senior management 45 -- Middle management 49 -- Project manager 52 -- Practitioners 58 -- Process group 59 -- Facilitating the organization's process improvement activities 59 -- Engineering background 60 -- Quality assurance 62 -- Configuration Management 64 -- Integration and system testing 65 -- Measurement team 66 -- Systems engineering 67 -- Summary 68 -- Reference 68 -- CHAPTER 6 The Evolutionary Differences Between CMM for Software and CMMI 69 -- An integrated approach 70 -- Two representations 70 -- CMMI process area contents 71 -- Process area upgrades and additions 73 -- Project management concepts process areas 74 -- Project Monitoring and Control 74 -- Engineering concepts process areas 76 -- Process management concepts process areas 79 -- Integrated Teaming Concepts process areas 79 -- Quantitative management concepts process areas 80 -- Optimizing concepts process areas 81 -- An incremental path to move from CMM for Software to CMMI 82 -- Summary 83 -- CHAPTER 7 Enabling the Project Leader to Better Manage and Control Through Project Planning and Project Monitoring and Control 85 -- Project planning 86 -- Estimation 90 -- Project monitoring and control 96 -- Summary 98 -- CHAPTER 8 Enabling the Project Leader to Better Manage and Control Through Risk Management 99 -- Risk management 99 -- Summary 106 -- CHAPTER 9 Enabling the Project Leader to Better Manage and Control Through Quality Management 107 -- Process and Product Quality Assurance 107 -- Configuration Management 113 -- Summary 125 -- CHAPTER 10 Enabling the Project Leader to Better Manage and Control Through Supplier Management 127 -- Supplier Agreement Management 127 -- Integrated Supplier Management 134 -- Summary 135 -- CHAPTER 11 Enabling the Project Leader to Better Manage and Control Through Integrated Project Management 137 -- Integrated Project Management 137.

A project's defined process 137 -- Summary 139 -- CHAPTER 12 The Recursive Nature of Requirements Engineering 141 -- Requirements development 141 -- Requirements Management 150 -- Summary 154 -- CHAPTER 13 Alternative Solutions 157 -- Selecting the best alternative solution 157 -- Designing and implementing the product or product component 161 -- Summary 166 -- CHAPTER 4 From Components to Products: Gluing the Pieces Together 167 -- The integration strategy 167 -- Integration environment 168 -- Product Integration procedures 169 -- Readiness for integration 169 -- Assembly of product components 170 -- Evaluation of assembled product components 170 -- Packaging and delivery 171 -- Verification and Validation 172 -- Summary 173 -- CHAPTER 15 Improving Processes at the Organizational Level 175 -- Focusing your organization's process improvement efforts 176 -- Process assets 192 -- Process architecture 195 -- Summary 199 -- References 199 -- CHAPTER 16 The Knowledge and Skills Base 201 -- Organizational training focus 201 -- Core competencies 201 -- Organizational and project level training 202 -- Training capability 203 -- Training delivery 204 -- Effectiveness of the training 205 -- Training, mentoring, and coaching 205 -- Am I considered a critical corporate asset? 206 -- Summary 208 -- Reference 208 -- CHAPTER 17 Integrated Teams 209 -- The concept of the integrated team 209 -- Shared vision 210 -- Organizational environment for integration 211 -- Integrated Project Management (IPPD) 212 -- The integrated team 214 -- Summary 215 -- CHAPTER 18 Reducing Variation 217 -- Understanding variation 217 -- Variation among individuals 218 -- Projects' processes to reduce variation 218 -- Organizational processes to reduce variation 219 -- Quantitative Project Management 220 -- Summary 220 -- Reference 221.

CHAPTER 19 Techniques for Establishing a Measurement Program 223 -- Measurement: Is it really necessary? 223 -- Measurement and Analysis 224 -- Organization's set of standard processes 230 -- Quantitative project management 232 -- Summary 240 -- References 241 -- CHAPTER 20 Beyond Stability 243 -- Causal analysis 244 -- Quantitative project management techniques for causal analysis 244 -- Addressing defect causes 248 -- Was the change successful? 249 -- Enabling the selection and deployment of improvements 249 -- Collecting and analyzing improvement proposals 250 -- Deploying improvements 251 -- Summary 252 -- Reference 252 -- CHAPTER 21 Repeatable, Effective, and Long-Lasting 253 -- Are your project members using effective processes? 253 -- Institutionalization 254 -- Capability level 2 generic practices 255 -- Capability level 3 generic practices 259 -- Summary 259 -- CHAPTER 22 The Constagedeous Approach to Process Improvement 261 -- Choosing between the staged and continuous CMMI representations 261 -- CMMI structure: Staged versus continuous 262 -- Process improvement is the driving force 264 -- Myths and misconceptions 266 -- The constagedeous approach to process improvement 269 -- Summary 270 -- Selected Bibliography 271 -- About the Author 275 -- Index 277.