---

Real Process Improvement Using the CMMI

ISBN: 0849321093
EAN: 2147483647

Year: 2004
Pages: 110

Authors: Michael West

BUY ON AMAZON

• Table of Contents
• BackCover
• Real Process Improvement Using the CMMI
• Foreword
• Introduction
• THE LONG, HARD ROAD TO HERE
• WHY THIS BOOK?
• GOALS FOR THIS BOOK
• WHO CAN BENEFIT FROM THIS BOOK (AND WHO CANNOT)
• HOW TO USE THIS BOOK
• SPECIAL SECTIONS
• WHAT DO YOU WANT TO DO RIGHT NOW?
• Chapter 1: News Flash There is a Level 1
• THE MODEL AND THE REALITY
• SLASH-AND-BURN VERSUS NATURAL PROCESS IMPROVEMENT
• CMMI S PLACE IN THE PROCESS IMPROVEMENT UNIVERSE
• INSIDE MATURITY LEVEL 1
• DO S AND DON TS
• QUIZ: WHAT DID YOU LEARN? WHAT WILL YOU DO?
• Chapter 2: The Role of Roles
• THE MODEL AND THE REALITY
• THE POWER OF KNOWING WHO DOES WHAT
• WHAT IS A ROLE? WHAT ARE RESPONSIBILITIES?
• DEFINING ROLES
• DEFINING INTERORGANIZATIONAL ROLES
• DO S AND DON TS
• WHAT DID YOU LEARN? WHAT WILL YOU DO?
• Chapter 3: Managing the Process Improvement Project
• THE MODEL AND THE REALITY
• GO WHERE EVERYONE HAS GONE BEFORE
• ESTABLISH A COMMON LANGUAGE
• DETERMINE THE STARTING POINT FOR CMMI PROCESS IMPROVEMENT
• PLANNING THE CMMI PROCESS IMPROVEMENT PROJECT
• MONITORING AND CONTROLLING THE PROCESS IMPROVEMENT PROJECT
• DO S AND DON TS
• WHAT DID YOU LEARN? WHAT WILL YOU DO?
• Chapter 4: Process Improvement Strategies that Work
• THE MODEL AND THE REALITY
• THINKING OUTSIDE CMMI FOR PROCESS IMPROVEMENT
• APPLYING A SYSTEMS VIEW TO PROCESS IMPROVEMENT
• PROCESS IMPROVEMENT: GOOD, FAST, OR CHEAP
• NATURAL PROCESS IMPROVEMENT THROUGH WEEDING AND NURTURING
• BUSINESS AND CMMI ALIGNMENT
• ORGANIZATIONAL LEARNING AND PROCESS IMPROVEMENT
• WORK PRODUCT-BASED APPROACH TO PROCESS IMPROVEMENT
• INTEGRATED VERSUS VERTICAL APPROACHES TO PROCESS IMPROVEMENT
• DO S AND DON TS
• WHAT DID YOU LEARN? WHAT WILL YOU DO?
• Chapter 5: Five Critical Factors in Successful Process Definition
• THE MODEL AND THE REALITY
• WHY A CHAPTER ON PROCESS DEFINITION?
• CRITICAL FACTOR 1: MAKE THE PROCESS WHAT PEOPLE DO
• CRITICAL FACTOR 2: PLAN PROCESS DEFINITION WORK
• CRITICAL FACTOR 3: DEFINE THE PROCESS LANGUAGE FOR YOUR ORGANIZATION
• CRITICAL FACTOR 5: FOCUS ON PROCESS IMPLEMENTATION ASSETS
• DO S AND DON TS
• WHAT DID YOU LEARN? WHAT WILL YOU DO?
• Chapter 6: Acquiring Process Expertise and Tools
• THE MODEL AND THE REALITY
• PROCESS IMPROVEMENT - MAKE VERSUS BUY
• PROCESS IMPROVEMENT CANNOT BE OUTSOURCED
• SOME REALLY BAD REASONS ORGANIZATIONS ACQUIRE PROCESS EXPERTISE OR TOOLS
• WHY BUY INSTEAD OF MAKE
• USING IDEAL FOR PROCESS ACQUISITION DECISIONS
• THE MATURING CLIENT - CONSULTANT RELATIONSHIP
• DECISION CRITERIA FOR CONTRACTING CMMI OR PROCESS CONSULTING
• DECISION CRITERIA FOR PURCHASING PROCESS TOOLS
• THE NUMBER ONE CONSULTANT OR VENDOR SELECTION CRITERIA: TRUST
• DO S AND DON TS
• WHAT DID YOU LEARN? WHAT WILL YOU DO?
• Chapter 7: Effective Change Leadership for Process Improvement
• OUR FUTURE IS YOURS ALONE
• THE DIFFERENCE BETWEEN MANAGING AND LEADING CHANGE
• A VIEW OF CMMI FROM THE BOARD ROOM
• DOING ALL THE RIGHT THINGS FOR ALL THE WRONG REASONS
• WHY PROCESS IMPROVEMENT IS SO DIFFICULT
• THE LEADER S ROLE IN CMMI PROCESS IMPROVEMENT
• PROVEN TECHNIQUES FOR LEADING PROCESS IMPROVEMENT
• Chapter 8: Process Improvement Myths and Methodologies
• HOW MYTHS ARE BORN
• CMMI AND PROCESS IMPLEMENTATION MYTHS
• APPRAISAL MYTHS
• Index
• Index_B
• Index_C
• Index_D
• Index_E
• Index_F
• Index_G
• Index_H
• Index_I
• Index_J
• Index_K
• Index_L
• Index_M
• Index_N
• Index_O
• Index_P
• Index_Q
• Index_R
• Index_S
• Index_T
• Index_U
• Index_V
• Index_W
• Index_X
• List of Figures
• List of Tables
• List of Sidebars