Real Process Improvement Using the CMMI

Chapter 1: News Flash! There is a Level 1!

Figure 1.1: Chapter 1: What Do You Think? What Do You Believe?

Figure 1.2: EBPs Interleaved with CMMI Process Areas

Figure 1.3: Mapping Multiple and Quality Improvement Initiatives to Business Goals

Figure 1.4: A Development Life Cycle for Organizational Standards

Figure 1.5: BSC, CMMI, and GQM Relationship within the Context of a Business

Figure 1.6: Case Study: JT3 OSSP Measures Linkage to Business Goals and Strategy

Figure 1.7: Chapter 1: What Did You Learn? What Will You Do?

Chapter 2: The Role of Roles

Figure 2.1: Chapter 2: What Do You Think? What Do You Believe?

Figure 2.2: Organization Size and Number of Roles

Figure 2.3: Chapter 2: What Did You Learn? What Will You Do?

Chapter 3: Managing the Process Improvement Project

Figure 3.1: Chapter 3: What Do You Think? What Do You Believe?

Figure 3.2: IDEAL Model

Figure 3.3: Sample E-Mail Note Containing Use of Process Evidence

Figure 3.4: CMMI Mapping (1 of 3)

Figure 3.5: CMMI Mapping (2 of 3): Quilt

Figure 3.6: CMMI Mapping (3 of 3): Graphs

Figure 3.7: Mission Statement Deconstruction

Figure 3.8: TYBRIN Procurement Process Improvement GQM Lite Mapping

Figure 3.9: Process Improvement Project Phase 1 Tasks

Figure 3.10: Process Improvement Project Phase 2 Tasks

Figure 3.11: Process Improvement Project Phase 3 Tasks

Figure 3.12: Process Improvement Project Phase 4 Tasks

Figure 3.13: Process Improvement Project Phase 5 Tasks

Figure 3.14: JT3 Pilot Plan and Status Matrix

Figure 3.15: Chapter 3: What Did You Learn? What Will You Do?

Chapter 4: Process Improvement Strategies that Work

Figure 4.1: Chapter 4: What Do You Think? What Do You Believe?

Figure 4.2: Process Improvement Fixes That Backfire Causal Loop Diagram

Figure 4.3: The Relationship between Organization Size, Internal Infrastructure, and Profits

Figure 4.4: The Race to Maturity Levels

Figure 4.5: Process Improvement Shifting the Burden Causal Loop Diagram

Figure 4.6: Fast and Expensive Maturity Levels; Not Good Process Improvement

Figure 4.7: Fast and Cheap Maturity Levels; Not Good Process Improvement

Figure 4.8: Balanced Process Improvement: Fast Enough, Reasonably Priced, and Good Enough

Figure 4.9: The Four Main Types of Organizational Learning

Figure 4.10: Chapter 4: What Did You Learn? What Will You Do?

Chapter 5: Five Critical Factors in Successful Process Definition

Figure 5.1: Chapter 5: What Do You Think? What Do You Believe?

Figure 5.2: Process Asset Terms Which Often Do Not Get Defined

Figure 5.3: Rationale for Defining Policy, Process, and Procedure

Figure 5.4: Chapter 5: What Did You Learn? What Will You Do?

Chapter 6: Acquiring Process Expertise and Tools

Figure 6.1: Chapter 6: What Do You Think? What Do You Believe?

Figure 6.2: Scoping the Process Improvement Project before Outsourcing

Figure 6.3: Using IDEAL as a Framework for Acquiring Process Expertise

Figure 6.4: How the Client Consultant Relationship Usually Matures

Figure 6.5: How the Client Consultant Relationship Should Mature

Figure 6.6: Chapter 6: What Did You Learn? What Will You Do?

Chapter 7: Effective Change Leadership for Process Improvement

Figure 7.1: Finding Where Leaders Live in the Organization

Figure 7.2: The Holy Grail/Silver Bullet (HG/SB) Syndrome

Figure 7.3: Corporate Lemmingology

Figure 7.4: A Golf Course Understanding of Process Improvement

Figure 7.5: Why Success Is So Difficult

Figure 7.6: Where to Start CMMI-Based Process Improvement