Chapter 13: People, Roles, and Responsibilities


Sample Process Improvement Program

Exhibit 1 shows a "typical" approach for process improvement.

Exhibit 1: ABC Corporation Process Improvement (PI) Program
start example

Baseline current processes ” SCAMPI.

Implement Virtual Organization for ABC Corporation PI Program.

Establish Process Action Teams (PATs).

Provide training for the Engineering Process Group (EPG) and PATs.

Conduct Process Area (PA) Workshops and develop Action Plans.

Implement and manage Action Plans.

Perform a mid-point mini-appraisal (e.g., using a Class C Appraisal Method).

Update plans.

Establish new baseline (conduct a SCAMPI) when mini-appraisal indicates readiness.

Update plans

Continue.

end example
 

Why should you begin with an appraisal? Most organizations just starting out on the path to process improvement already know that they are at Maturity Level 1 or Capability Level 0. Why do a SCAMPI? Because it is absolutely essential. You may not have to do a full SCAMPI, but at least do an appraisal against the CMMI practices. (The differences between SCAMPI and other CMMI appraisal methods are discussed in greater detail in Chapter 11.) This appraisal baselines processes and introduces the PI approach using the model. It helps the organization find, gather, and review existing documentation and standards, helps team members learn about their organization, helps the organization learn about the CMMI, and helps direct PI efforts based on SCAMPI results (and not someone's idea about what process improvement should be according to whim). This appraisal must be done by trained, certified individuals.

The other thing that the appraisal results will lead to is devising a schedule for improvement activities. Based on SCAMPI results and working with management, the EPG should devise the schedule, prioritize areas of weakness that need to be addressed and their sequence, and assign resources. Be prepared to change some of your approach as more knowledge of the organization becomes available, and as the organization learns the CMMI.

As for the schedule, management is going to be very interested in the schedule and resources. These days, they never give you enough time, resources, or staff. So, although you may be just casually reading this book, start lobbying management now! Make sure everyone involved ” including management, the sponsor, the EPG, PATs, and organization members ” have CMMI goals in their performance evaluations. Remember: if it is measured and reported to management, it will be done.




Interpreting the CMMI(c) A Process Improvement Approach
Interpreting the CMMI (R): A Process Improvement Approach, Second Edition
ISBN: 142006052X
EAN: 2147483647
Year: 2005
Pages: 205

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