Real Process Improvement Using the CMMI
C
Capability maturity, 1
Capability Maturity Model for Software (CMM-SW), 9, xviii-xix
Capability Maturity Model Integration (CMMI), 9 “10; see also Process improvements
appraisal myths in, 257 “260
business strategy and goal perspectives, 17
in businesses, 160 “164
and chaos in organizations, 254 “255
contracting, 226 “227, xxvi
and fixing software/systems engineering problems, 256
institutionalization in, 27
vs. ISO 9001:2000, 19 “20
mapping to, 90 “97
and meeting management, 32 “39
myths and methodologies in, 252 “259, xxi, xxvi
problems in implementing, xix
process area approach to, 175 “176
and process improvements, xx
project closure in, 26 “27
vs. Project Management Body of Knowledge (PMBOK ), 23 “27
project management disciplines in, 21 “23
project origination in, 26
project planning in, 26
race to maturity levels, 139 “142
relationship with Balanced Scorecard and GQM, 41
vs. Six Sigma, 21
view from executive or senior management level, 237
wrong reasons in implementing, 238 “240
Causal loop diagram, 138
Change agents , 62
Change Control Board member, 64 , 91
Change leadership, 234 “236
Change management, 199 , 236
Change Request (CR), 157
Chief executive officer (CEO), 55
Churn rate, 92
Client-consultant relationship, 223 “224
CMMI-based process improvements, 1 “3; see also Capability Maturity Model Integration (CMMI); Organizations; Process improvements
approaches to, 135 “136
appropriate and inappropriate decisions in, 241 “243
assumptions in, 123 “124
change leadership in, 234 “235
and chaos in organizations, 254 “255
classification as project, 75 “76
common language in, 77 “78
communication in, 177
consultants , 217 “220, 226 “229
cost estimation in, 123
document management in, 179
do s and don ts in, 129 “130, 180 “182
effective and ineffective implementation of, 244 “245
Everyday Appraisal, 84
implementing, 179 “180, xxii
information-gathering interviews in, 84 “88
key words and phrases in, 78
leadership in, 234 “235, 245 “247
managing, 72 “73
meta- components , 176 “178
monitoring and controlling, 126 “129
myths and methodologies in, 252 “259
planning, 104 “126
process area approach to, 175 “176
project phases in, 107 “109
project teams in, 106 “109
reviewing documents in, 88 “93
roles in, 62 “65
scope of, xx
solutions providers, 217 “220, 226 “229
sponsors of, 57
stakeholders in, 105 “106, 107 “109 , xxvi
standards, 176 “177
starting point for, 78 “80, 244 , xxvi
support for, 136
tailoring and tailorability, 178
techniques in, 44
traceability and integration, 177 “178
wrong reasons in implementing, 238 “240
Coding, 126
Command-and-control work environments, 6, 142
Commercial-off-the-shelf (COTS) integration, 18
CMMI translatability and adoptability in, 162 “164
and project definition, 75
Communication, 177
Competency, 53 “54, 173 “174
Compliance matrix, 93
Computer Sciences Corp., xviii
Configuration Control Board member, 64
Configuration engineers , 64
Configuration management (CM), 11
adoptability, 164
defining, 199
people in, 64
roles and responsibilities, 65
Configuration managers, 64
Consensus, in decision-making, 38
Consultants, 217
acquiring services of, 218 “220
evaluation of, 226 “227
relationship with clients , 223 “225
selection criteria, 228 “229
Contract managers, 64
Contract officers, 64
Contracts, 13
Control, 9
Corporate downsizing, 138
Corporate lemmingology, 239 “240
Costs, 127 “129
of learning, 166
in CMMI process improvements, 92 , 123
overrun , 146
Critical Chain, 16
Six Sigma, 17
Culture, organizational, 112 “113
Customer relationship management (CRM), 16
Customers, 65
involvement in CMMI projects, 109
representatives, 90
roles and responsibilities of, 110
service representatives, 57
support center, 159