Summary


Definitions

We are often asked to interpret the words in the CMMI. Part of that interpretation includes defining the different types of documentation required to implement an effective process improvement strategy.

What is a standard? What is a process? What is a procedure? What is the difference? A standard is a structure serving as a foundation to be used as a model for later development. It is recognized as an acceptable example and has been officially authorized for use. Its purpose is to promote uniformity and consistency of results, leading to a quality product. The IEEE defines a process as a sequence of steps performed for a given purpose. The CMMI definition is much more convoluted and is discussed elsewhere in this book. What is the difference?

Standards are generally thought of as pertaining to products, specifically formats for deliverables. This is what the product should look like. Examples are a template for a System Requirements Specification, a Test Results Report format, a System Implementation Plan boilerplate , and Coding standards (program layout and data naming conventions).

Processes consist of actual steps of what to do to build the product. Procedures consist of step-by-step instructions of how to perform the process. The following example relates to a Risk Management Process. In a Risk Management Process, we might simply list the steps as:

  1. Identify the risk.

  2. Prioritize the risk.

  3. Mitigate the risk.

Well, that is alright as far as it goes; but if you proudly handed these three steps to your project managers of several different projects, do you really think they would all follow this process the same way? Do you think they would all identify risks in the same manner? Would they prioritize them at the same level of criticality? Would they choose the same approaches for controlling the risks? No. That is why we need procedures to support the processes processes are at too high a level to be consistently applied. An example of a supporting risk management procedure might be something like:

  • If the risk affects safety of human beings, categorize it as level 1.

  • If the risk will cause the site to shut down and all processing to stop, categorize the risk as Level 2.

  • If the risk will allow processing to continue, or consists of a simple fix, categorize it as Level 3.

In addition, there would be examples and definitions to help flesh out the information listed in the steps (such as how to identify a Level 1, 2, or 3 risk and what to do about it). It is just a simple example for this discussion.

The point is that the CMMI requires processes to be documented in enough detail to be followed. A process is not just a high-level flowchart of " whats ." It needs supporting procedures to be effective.

In addition to processes, procedures, and standards, there are policies, charters , and plans. A policy is a high-level document, generated under senior management sponsorship, that directs the organization to perform. It is a high-level statement of what is to be done, and who is responsible to do it, and maybe even why it is to be done. A plan is a document specific to achieving a goal, objective, or producing a product. There can be many levels of plans, from high-level strategic vision plans, to lower-level project plans that describe how the project will be run, to very detailed and specific Action Plans to address specific weaknesses found during a process assessment. Plans should discuss estimates for the size of the endeavor, number of personnel needed to be assigned, skillsets needed from those individuals, tasks divided into milestones, deliverables, training required, time the task is scheduled to take, general approach, risks, money, and assumptions. A charter is a document that describes why a group was formed and how a group intends to act. It discusses prescribed behaviors, when the group will meet, the time of the meetings, rules of conduct, scope of the group , resolution of issues, and purpose.




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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