[转贴] Artech House - A Practical Guide to CMMI Implementation.pdf（ 此文章被查看:372次,被回复:0篇!! ）

英文的，目录：

Contents
Foreword by Bob Rassa . . . . . . . . . xix
Foreword by Mike Phillips . . . . . . . . xxi
Preface . . . . . . . . . . . . . . xxiii
Acknowledgments . . . . . . . . . . xxviii
Book overview. . . . . . . . . . . . xxix
1 Engineering Systems Think . . . . . . . . 1
CMM for Software 1
Establishment of the SEI 1
CMM v1.0 to CMMv1.1 1
Software Product Engineering 2
The need for a systems engineering CMM 2
The need for an integrated model 3
Systems engineering 3
Software engineering 3
Integrated Product and Process Development 3
Systems engineering and systems management 4
Technology 5
Management 5
Management of technology 5
Systems engineering definition 6
Engineering systems thinking 6
Guidance for Action Planning 7
Systems thinking 7
The Fifth Discipline 8
Laws of engineering systems thinking 9
vii
Summary 11
References 12
2 Oriented-to-Business Results. . . . . . . . 13
State of the practice for software engineering 13
Today’s situation in software systems 13
Examples of software systems problems 13
Engineering competency 14
Support for the organization’s business objectives 15
Support for senior management’s vision 16
Support for project leaders to better manage and control 17
End-to-end quality 17
Summary 18
References 19
3 Process Improvement Based on CMMI. . . . . 21
The resulting quagmire of standards and models developed to govern
the systems/software engineering processes 21
CMMI and ISO 9001:2000 25
ISO 9001:2000 to CMMI correlation 26
CMMI to ISO 9001:2000 correlation 26
Process improvement for software, systems, and business based
on CMMI 27
CMMI and engineering systems thinking 27
Summary 29
References 29
4 CMMI Speak . . . . . . . . . . . . . 31
Model 31
Model options 32
Disciplines 32
Adequate, appropriate, as needed 33
Establish and maintain 33
Customer 34
Policy 34
Stakeholder 35
Relevant stakeholder 35
Project manager 36
Senior manager 36
Organization 36
viii Contents
Enterprise 37
Development 37
Product 37
Product component 37
Work product: Life-cycle work product 37
Project 39
Appraisal 39
Assessment 39
Tailoring guidelines 39
Verification 40
Validation 40
Goal 40
Objective 40
Document 40
Quality and process performance objectives 40
Operational concept and operational environment 41
Operational scenarios 41
Systems engineering 42
Summary 43
References 43
5 Roles and Responsibilities . . . . . . . . 45
Senior management 45
Establish policies 45
Allocate or reallocate resources 46
Establish authority and responsibility 46
Authorize training 46
Provide visible support 47
Approve organizational commitments 48
Senior management oversight 48
Middle management 49
Corporate bridge 49
Risk management decision making 49
Process improvement steering committee 49
Process owner 50
Project manager 52
Definition of project management 52
The old project management role 52
The new skills required of a project manager 52
Estimation 53
Project planning 54
Contents ix
Criticality 54
Monitoring and controlling 55
Requirements validation, functional architecture, and alternative solutions 55
Peer reviews and unit testing 55
Configuration Management (CM) 56
Quality assurance 57
Supplier management 57
Practitioners 58
Process group 59
Organizational focus 59
Facilitating the organization’s process improvement activities 59
Engineering background 60
Organizational development skill 60
Process group responsibilities 60
Process group manager 61
Quality assurance 62
Configuration Management 64
Integration and system testing 65
Measurement team 66
Systems engineering 67
Summary 68
Reference 68
6 The Evolutionary Differences Between CMM for
Software and CMMI. . . . . . . . . . . 69
An integrated approach 70
Two representations 70
CMMI process area contents 71
Purpose statement 71
Introductory notes 71
Listing of specific and generic goals 72
Practice-to-goal relationship 72
Specific goals 72
Generic goals 72
Specific practices 72
Generic practices 73
Notes 73
Work products 73
Subpractices 73
Discipline amplifications 73
Generic practice elaborations 73
x Contents
Process area upgrades and additions 73
Project management concepts process areas 74
Project Planning 74
Project Monitoring and Control 74
Risk Management 75
Process and Product Quality Assurance 75
Configuration Management 75
Supplier Agreement Management 75
Integrated Supplier Management 75
Measurement and Analysis 76
Engineering concepts process areas 76
Requirements Development 76
Technical Solution 77
Requirements Management 77
Product Integration 78
Verification 78
Validation 78
Decision Analysis and Resolution 78
Process management concepts process areas 79
Organizational Process Definition 79
Integrated Project Management 79
Integrated Teaming Concepts process areas 79
Organizational Environment for Integration 80
Integrated Project Management (IPPD) 80
Integrated Teaming 80
Quantitative management concepts process areas 80
Quantitative Project Management 81
Organizational Process Performance 81
Optimizing concepts process areas 81
Causal Analysis and Resolution 81
Organizational Innovation and Deployment 81
An incremental path to move from CMM for Software to CMMI 82
Summary 83
7 Enabling the Project Leader to Better Manage and
Control Through Project Planning and Project
Monitoring and Control . . . . . . . . . 85
Project planning 86
Constraints 87
Scope description 88
Work breakdown structure 89
Estimation 90
Contents xi
The life cycle 90
Size estimation 91
Effort and cost 93
Schedule 93
Risk 93
Data management 94
Knowledge and skills 94
Stakeholder involvement 94
Project resources 95
Establishing the project plan 95
Commitment Process Overview 96
Project monitoring and control 96
Summary 98
8 Enabling the Project Leader to Better Manage and
Control Through Risk Management. . . . . . 99
Risk management 99
Making decisions under conditions of uncertainty 100
Sources of risk 101
Categorizing risks 101
Risk management strategy 102
Risk mitigation plan 104
Risk monitoring 104
Summary 106
9 Enabling the Project Leader to Better Manage and
Control Through Quality Management . . . . 107
Process and Product Quality Assurance 107
Quality control 107
Quality assurance 108
Quality functions 108
Project quality plan 109
Quality assurance responsibles 110
Objective evaluation 111
Quality assurance group 112
Configuration Management 113
Integrity 113
Configuration identification 114
Baselining 115
Change control 118
Change control boards 119
Configuration Management system 121
xii Contents
Configuration Management status accounting 121
Configuration auditing 123
Interface control 124
Control of supplier CM functions 124
Summary 125
10 Enabling the Project Leader to Better Manage and
Control Through Supplier Management . . . . 127
Supplier Agreement Management 127
When and why do we use suppliers? 128
Different forms of suppliers 129
Supplier management activities 130
Supplier evaluation criteria 131
Other requirements for suppliers 131
Supplier agreement 131
Commercial off the shelf (COTS) 132
Supplier: One of the project team’s members 133
Integrated Supplier Management 134
Summary 135
11 Enabling the Project Leader to Better Manage and
Control Through Integrated Project Management 137
Integrated Project Management 137
A project’s defined process 137
Plans that affect the project 138
Integrated project plan 138
Summary of Integrated Project Management 139
Summary 139
12 The Recursive Nature of Requirements Engineering 141
Requirements development 141
What are requirements? 141
Elicitation of requirements 144
Customer requirements 145
Nonfunctional requirements 146
Product or product component requirements 147
Operational concept and operational scenarios 147
Architectural and interface requirements 148
Allocation of requirements 148
Validation of requirements 149
Requirements Management 150
Contents xiii
The relationship among RD, TS, and RM 150
Configuration Management of requirements change requests 151
Impact analysis 152
Bidirectional traceability 153
Keeping life-cycle work products consistent 154
Summary 154
Reference 155
13 Alternative Solutions . . . . . . . . . . 157
Selecting the best alternative solution 157
Satisfying the quadruple constraints 158
Allocation of requirements as a solution set 158
Commercial off-the-shelf products 160
Designing and implementing the product or product component 161
Preliminary design 161
Traditional approach to systems architecting 161
Evolutionary approach to systems architecting 162
Detailed design 162
Technical data package 164
Interface descriptions 164
Implementation 165
Peer reviews and unit testing 165
Product support documentation 166
Summary 166
14 From Components to Products: Gluing the Pieces
Together. . . . . . . . . . . . . . 167
The integration strategy 167
Integration environment 168
Product Integration procedures 169
Readiness for integration 169
Assembly of product components 170
Evaluation of assembled product components 170
Verification techniques and methods 170
Packaging and delivery 171
Verification and Validation 172
Summary 173
15 Improving Processes at the Organizational Level 175
Focusing your organization’s process improvement efforts 176
What processes currently exist? 176
xiv Contents
Assessment or appraisal 177
Other process improvement sources 177
Sample improvement infrastructure 177
Senior management advisory board 178
Steering committee 179
Software/systems engineering process group (SEPG) 182
Process improvement manager 184
Working groups 184
Process liaisons 185
Establishing, maintaining, and implementing action plans 186
Incorporating lessons learned 192
Communicate status and results of process improvement activities 192
Continue to improve 192
Process assets 192
Process asset library 193
Process elements 194
Process architecture 195
Product life-cycle models 195
Support environment 196
Tailoring guidelines 198
Organizational measurement repository 198
Summary 199
References 199
16 The Knowledge and Skills Base. . . . . . . 201
Organizational training focus 201
Core competencies 201
Organizational and project level training 202
Training capability 203
Training delivery 204
Effectiveness of the training 205
Training, mentoring, and coaching 205
Am I considered a critical corporate asset? 206
Summary 208
Reference 208
17 Integrated Teams . . . . . . . . . . . 209
The concept of the integrated team 209
Shared vision 210
Organizational environment for integration 211
Integrated work environment 211
Contents xv
Integrative leadership and interpersonal skills 211
Integrated Project Management (IPPD) 212
Preliminary distribution of requirements 213
Responsibilities and authorities 214
The integrated team 214
Selection criteria for integrated team members 214
Integrated team charter 215
Summary 215
18 Reducing Variation . . . . . . . . . . 217
Understanding variation 217
Variation among individuals 218
Projects’ processes to reduce variation 218
Organizational processes to reduce variation 219
Quantitative Project Management 220
Summary 220
Reference 221
19 Techniques for Establishing a Measurement
Program . . . . . . . . . . . . . . 223
Measurement: Is it really necessary? 223
Measurement and Analysis 224
Establish measurement objectives 225
Specify measures 226
Specify data collection and storage procedures 226
Specify analysis procedures 227
Collect and analyze the measurement data 227
Store the measurement data and analysis results 228
Basic measures 228
Effectiveness of processes 229
Organization’s set of standard processes 230
Organization’s measurement repository 230
Slightly more advanced measure 231
Quantitative project management 232
Process performance baselines 232
Quantitative project management 234
Understanding variation 235
Assignable cause and exceptional cause 237
Voice of the process: Voice of the customer 238
Capable processes 238
Control charts 239
xvi Contents
Histograms 239
Summary 240
References 241
20 Beyond Stability . . . . . . . . . . . 243
Causal analysis 244
Quantitative project management techniques for causal analysis 244
Addressing defect causes 248
Was the change successful? 249
Enabling the selection and deployment of improvements 249
Collecting and analyzing improvement proposals 250
Deploying improvements 251
Summary 252
Reference 252
21 Repeatable, Effective, and Long-Lasting. . . . 253
Are your project members using effective processes? 253
Institutionalization 254
Capability level 2 generic practices 255
Capability level 3 generic practices 259
Summary 259
22 The Constagedeous Approach to Process
Improvement . . . . . . . . . . . . 261
Choosing between the staged and continuous CMMI representations 261
CMMI structure: Staged versus continuous 262
Process improvement is the driving force 264
Myths and misconceptions 266
Staged representation 266
Myths and misconceptions (staged) 266
Negative influences on process improvement (staged) 267
Positive influences on process improvement (staged) 267
Continuous representation 267
Myths and misconceptions (continuous) 268
Negative influences on process improvement (continuous) 268
Positive influences on process improvement (continuous) 268
The constagedeous approach to process improvement 269
Summary 270
Selected Bibliography . . . . . . . . . 271
Contents xvii
About the Author . . . . . . . . . . . 275
Index. . . . . . . . . . . . . . . 277