Real Process Improvement Using the CMMI
Real Process Improvement Using the CMMI
ISBN: 0849321093
EAN: 2147483647
EAN: 2147483647
Year: 2004
Pages: 110
Pages: 110
Authors: Michael West
- 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
Real Process Improvement Using the CMMI
ISBN: 0849321093
EAN: 2147483647
EAN: 2147483647
Year: 2004
Pages: 110
Pages: 110
Authors: Michael West
- Key #3: Work Together for Maximum Gain
- When Companies Start Using Lean Six Sigma
- Making Improvements That Last: An Illustrated Guide to DMAIC and the Lean Six Sigma Toolkit
- The Experience of Making Improvements: What Its Like to Work on Lean Six Sigma Projects
- Six Things Managers Must Do: How to Support Lean Six Sigma