بینش عملی در مورد CMMI (کتابخانه محاسباتی آرتک هاوس)

Practical Insight into CMMIR is an essential reference for engineering, IT and management professionals striving to grasp the "look and feel of a successful business oriented process improvement implementation". Taking you beyond the Capability Maturity ModelR to the integrated world of systems and software, this comprehensive resource presents CMMIR in a manner that is easy to comprehend by higher-level managers and practitioners alike. Written by a world-renowned expert in the field, the book offers a clear picture of the activities an organization would be engaged in if their systems and software engineering processes were based on CMMIR. The book teaches the roles and responsibilities of professionals at all levels, from senior and middle management to project leaders and quality assurance personnel.Offering a full appreciation of the power of CMMIR to enhance systems and software process improvement initiatives, this invaluable reference captures the essence of each of process area by presenting it in a practical context. From project monitoring and control, quality management, and requirements engineering, to risk management, integrated teams, and measurement programs, this authoritative volume provides you with a complete understanding of CMMIR and the benefits of this integrated approach in your organization. Team DDU......Page 1 Contents......Page 8 Foreword by Bob Rassa......Page 20 Foreword by Mike Phillips......Page 22 Preface......Page 24 Acknowledgments......Page 28 Book overview......Page 30 CMM v1.0 to CMMv1.1......Page 40 The need for a systems engineering CMM......Page 41 Integrated Product and Process Development......Page 42 Systems engineering and systems management......Page 43 Management of technology......Page 44 Engineering systems thinking......Page 45 Systems thinking......Page 46 The Fifth Discipline......Page 47 Laws of engineering systems thinking......Page 48 Summary......Page 50 References......Page 51 Examples of software systems problems......Page 52 Engineering competency......Page 53 Support for the organization's business objectives......Page 54 Support for senior management's vision......Page 55 End-to-end quality......Page 56 Summary......Page 57 References......Page 58 The resulting quagmire of standards and models developed to govern the systems/software engineering processes......Page 60 CMMI and ISO 9001:2000......Page 64 CMMI to ISO 9001:2000 correlation......Page 65 CMMI and engineering systems thinking......Page 66 References......Page 68 Model......Page 70 Disciplines......Page 71 Establish and maintain......Page 72 Policy......Page 73 Relevant stakeholder......Page 74 Organization......Page 75 Work product: Life-cycle work product......Page 76 Tailoring guidelines......Page 78 Quality and process performance objectives......Page 79 Operational scenarios......Page 80 Systems engineering......Page 81 References......Page 82 Establish policies......Page 84 Authorize training......Page 85 Provide visible support......Page 86 Senior management oversight......Page 87 Process improvement steering committee......Page 88 Process owner......Page 89 The new skills required of a project manager......Page 91 Estimation......Page 92 Criticality......Page 93 Peer reviews and unit testing......Page 94 Configuration Management (CM)......Page 95 Supplier management......Page 96 Practitioners......Page 97 Facilitating the organization's process improvement activities......Page 98 Process group responsibilities......Page 99 Process group manager......Page 100 Quality assurance......Page 101 Configuration Management......Page 103 Integration and system testing......Page 104 Measurement team......Page 105 Systems engineering......Page 106 Reference......Page 107 6 The Evolutionary Differences Between CMM for Software and CMMI......Page 108 Two representations......Page 109 Introductory notes......Page 110 Specific practices......Page 111 Process area upgrades and additions......Page 112 Project Monitoring and Control......Page 113 Integrated Supplier Management......Page 114 Requirements Development......Page 115 Requirements Management......Page 116 Decision Analysis and Resolution......Page 117 Integrated Teaming Concepts process areas......Page 118 Quantitative management concepts process areas......Page 119 Organizational Innovation and Deployment......Page 120 An incremental path to move from CMM for Software to CMMI......Page 121 Summary......Page 122 7 Enabling the Project Leader to Better Manage and Control Through Project Planning and Project Monitoring and Control......Page 124 Project planning......Page 125 Constraints......Page 126 Scope description......Page 127 Work breakdown structure......Page 128 The life cycle......Page 129 Size estimation......Page 130 Risk......Page 132 Stakeholder involvement......Page 133 Establishing the project plan......Page 134 Project monitoring and control......Page 135 Summary......Page 137 Risk management......Page 138 Making decisions under conditions of uncertainty......Page 139 Categorizing risks......Page 140 Risk management strategy......Page 141 Risk monitoring......Page 143 Summary......Page 145 Quality control......Page 146 Quality functions......Page 147 Project quality plan......Page 148 Quality assurance responsibles......Page 149 Objective evaluation......Page 150 Quality assurance group......Page 151 Integrity......Page 152 Configuration identification......Page 153 Baselining......Page 154 Change control......Page 157 Change control boards......Page 158 Configuration Management status accounting......Page 160 Configuration auditing......Page 162 Control of supplier CM functions......Page 163 Summary......Page 164 Supplier Agreement Management......Page 166 When and why do we use suppliers?......Page 167 Different forms of suppliers......Page 168 Supplier management activities......Page 169 Supplier agreement......Page 170 Commercial off the shelf (COTS)......Page 171 Supplier: One of the project team's members......Page 172 Integrated Supplier Management......Page 173 Summary......Page 174 A project's defined process......Page 176 Integrated project plan......Page 177 Summary......Page 178 What are requirements?......Page 180 Elicitation of requirements......Page 183 Customer requirements......Page 184 Nonfunctional requirements......Page 185 Operational concept and operational scenarios......Page 186 Allocation of requirements......Page 187 Validation of requirements......Page 188 The relationship among RD, TS, and RM......Page 189 Configuration Management of requirements change requests......Page 190 Impact analysis......Page 191 Bidirectional traceability......Page 192 Summary......Page 193 Reference......Page 194 Selecting the best alternative solution......Page 196 Allocation of requirements as a solution set......Page 197 Commercial off-the-shelf products......Page 199 Traditional approach to systems architecting......Page 200 Detailed design......Page 201 Interface descriptions......Page 203 Peer reviews and unit testing......Page 204 Summary......Page 205 The integration strategy......Page 206 Integration environment......Page 207 Readiness for integration......Page 208 Verification techniques and methods......Page 209 Packaging and delivery......Page 210 Verification and Validation......Page 211 Summary......Page 212 15 Improving Processes at the Organizational Level......Page 214 What processes currently exist?......Page 215 Sample improvement infrastructure......Page 216 Senior management advisory board......Page 217 Steering committee......Page 218 Software/systems engineering process group (SEPG)......Page 221 Working groups......Page 223 Process liaisons......Page 224 Establishing, maintaining, and implementing action plans......Page 225 Process assets......Page 231 Process asset library......Page 232 Process elements......Page 233 Product life-cycle models......Page 234 Support environment......Page 235 Organizational measurement repository......Page 237 References......Page 238 Core competencies......Page 240 Organizational and project level training......Page 241 Training capability......Page 242 Training delivery......Page 243 Training, mentoring, and coaching......Page 244 Am I considered a critical corporate asset?......Page 245 Reference......Page 247 The concept of the integrated team......Page 248 Shared vision......Page 249 Integrative leadership and interpersonal skills......Page 250 Integrated Project Management (IPPD)......Page 251 Preliminary distribution of requirements......Page 252 Selection criteria for integrated team members......Page 253 Summary......Page 254 Understanding variation......Page 256 Projects' processes to reduce variation......Page 257 Organizational processes to reduce variation......Page 258 Summary......Page 259 Reference......Page 260 Measurement: Is it really necessary?......Page 262 Measurement and Analysis......Page 263 Establish measurement objectives......Page 264 Specify data collection and storage procedures......Page 265 Collect and analyze the measurement data......Page 266 Basic measures......Page 267 Effectiveness of processes......Page 268 Organization's measurement repository......Page 269 Slightly more advanced measure......Page 270 Process performance baselines......Page 271 Quantitative project management......Page 273 Understanding variation......Page 274 Assignable cause and exceptional cause......Page 276 Capable processes......Page 277 Histograms......Page 278 Summary......Page 279 References......Page 280 20 Beyond Stability......Page 282 Quantitative project management techniques for causal analysis......Page 283 Addressing defect causes......Page 287 Enabling the selection and deployment of improvements......Page 288 Collecting and analyzing improvement proposals......Page 289 Deploying improvements......Page 290 Reference......Page 291 Are your project members using effective processes?......Page 292 Institutionalization......Page 293 Capability level 2 generic practices......Page 294 Summary......Page 298 Choosing between the staged and continuous CMMI representations......Page 300 CMMI structure: Staged versus continuous......Page 301 Process improvement is the driving force......Page 303 Myths and misconceptions (staged)......Page 305 Continuous representation......Page 306 Positive influences on process improvement (continuous)......Page 307 The constagedeous approach to process improvement......Page 308 Summary......Page 309 Selected Bibliography......Page 310 About the Author......Page 314 Index......Page 316

sometimes, A Team Of Engineers Can Throw A Pile Of Slush At A Wall, Take Whatever Sticks, And Create A Quality Product. For Anyone Who Prefers Not To Rely On This Method, This Book Provides An Introduction To An Alternative: Cmmi. As The Title Emphasizes, This Is A Practical Guide; Instead Of Using A Highly Theoretical Approach, Kasse Discusses Specific Organizational Activities And Roles For Management And Practitioners Based On Cmmi. The Book Is Pitched Mainly At Organizations That Already Are Involved With Cmm Or Cmmi, Or Already Know That They Want To Embrace Cmmi, So Novices Beware: This Is Some Dense Reading Material. Annotation © 2004 Book News, Inc., Portland, Or

Sometimes, a team of engineers can throw a pile of slush at a wall, take whatever sticks, and create a quality product. For anyone who prefers not to rely on this method, this book provides an introduction to an CMMI. As the title emphasizes, this is a practical guide; instead of using a highly theoretical approach, Kasse discusses specific organizational activities and roles for management and practitioners based on CMMI. The book is pitched mainly at organizations that already are involved with CMM or CMMI, or already know that they want to embrace CMMI, so novices this is some dense reading material. Annotation 2004 Book News, Inc., Portland, OR (booknews.com) Annotation Taking you beyond the Capability Maturity Model(r) to the integrated world of systems and software, this comprehensive resource presents CMMI(r) in a manner that easy to comprehend by higher-level managers and practitioners alike. The book gives you a clear picture of the activities an organization would be engaged in if their systems and software engineering processes were based on CMMI(r). You learn the roles and responsibilities of professionals at all levels, from senior and middle management to project leaders and quality assurance personnel Annotation Taking software professionals beyond the Capability Maturity Model for process improvement to the integrated world of systems and software, this comprehensive resource presents CMMI (Capability Maturity Model Integration) in a manner that is easy to comprehend by high-level managers and practitioners alike