In principle, improving configuration management is no different from improving any other process area of development. Especially when a company is getting toward capability levels 4 and 5, improvement will be more and more similar for different disciplines. However, this section provides a brief introduction to approaching higher capability levels and undertaking controlled improvement projects. Processes in UseFigure 25-1 shows an example of a company's deployment and improvement of processes. Processes, in the format of procedures, methods , and techniques, are defined, disseminated, and adapted by employees. The processes may be supported by tools. Employees act according to the processes using any tools available. The person responsible for process management surveys the deployment using measurement and analysis. Processes may, as a result, be improved (changed), or their adaptation may be improved. And so on . . . Figure 25-1. Process Deployment and Improvement
Dissemination and AdaptationGetting processes deployed is usually the most difficult part of process improvement. A number of factors influence the success of an improvement project. Factors that have shown a positive influence on the success of improvement projects are, among others,
Factors that have shown a negative influence on the success of an improvement project are, among others,
Companies at Capability Levels 4 and 5Investigation of companies at capability levels 4 and 5, according to CMM v.1.1, indicates certain common characteristics:
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