Process Improvement Essentials: CMMI, Six Sigma, and ISO 9001

by James Persse

Overview

Today, technology has become too much a part of overall corporate success for its effectiveness to be left to chance. The stakes are too high. Fortunately, the idea of 'quality management' is being reinvigorated. In the last decade process programs have become more and more prevalent. And, out of all the available options, three have moved to the top of the chain. These three are:

• The 9001:2000 Quality Management Standard from the International Standards Organization;
• The Capability Maturity Model Integration from the Software Engineering Institute; and
• Six Sigma, a methodology for improvement shaped by companies such as Motorola, Honeywell, and General Electric.

These recognized and proven quality programs are rising in popularity as more technology managers are looking for ways to help remove degrees of risk and uncertainty from their business equations, and to introduce methods of predictability that better ensure success.

Process Improvement Essentials combines the foundation needed to understand process improvement theory with the best practices to help individuals implement process improvement initiatives in their organization. The three leading programs: ISO 9001:2000, CMMI, and Six Sigma—amidst the buzz and hype—tend to get lumped together under a common label. This book delivers a combined guide to all three programs, compares their applicability, and then sets the foundation for further exploration. It's a one-stop-shop designed to give you a working orientation to what the field is all about.

Product Details

ISBN-13:	9780596102173
Publisher:	O'Reilly Media, Incorporated
Publication date:	09/21/2006
Series:	Theory in Practice Series
Edition description:	New Edition
Pages:	350
Product dimensions:	7.00(w) x 9.19(h) x 0.81(d)

About the Author

James Persse is an IT professional specializing in Process Management, Continuous Quality Improvement, Software Process Improvement, Industry Best Practices Design, and Cultural and Organizational Change. He has held executive positions in the healthcare, telecom, and technology industries, and serves now as a process consultant for companies adopting CMMI, ITIL, ISO 9001:2000, and CobiT. With 20 years in the technology industry and a PhD in Management & Process Improvement, James has implemented successful CMMI programs across multi-industry disciplines. He is a Carnegie Mellon University/ Software Engineering Institute (CMU SEI) Authorized Lead Appraiser and CMMI Instructor, and SEI Partner. James is the author of "Implementing the Capability Maturity Model" (Wiley) and "Bit x Bit: Topics In Technology Management" (Little Hill Press).

Table of Contents

Dedication; Preface; The Audience for This Book; Safari® Enabled; How to Contact Us; Acknowledgments; Part I: Process and Process Improvement; Chapter 1: Introduction; 1.1 A Path of Quality; 1.2 The Innovation/Chaos Paradox; 1.3 Marshal Extra Forces If...; 1.4 Moving Forward; 1.5 Summary; Chapter 2: The Case for Process; 2.1 An American Success Story; 2.2 The Conscious Organization; 2.3 Some Number Stories; 2.4 Six Common Myths; 2.5 Benefits of Process; 2.6 Summary; Chapter 3: Establishing Your Process Program; 3.1 Using IDEAL; 3.2 Establishing Executive Sponsorship; 3.3 Aligning with Business Objectives; 3.4 Identifying Improvement Opportunities; 3.5 Establishing the Process Team; 3.6 Choose Your Model (or Not); 3.7 Developing Process Program Components; 3.8 Training; 3.9 Program Rollout; 3.10 Institutionalization; 3.11 Helpful Change Agent Skills; 3.12 Summary; Chapter 4: Sustaining Process Improvement; 4.1 1. Remember What You Do; 4.2 2. Weld Business Success to Program Success; 4.3 3. Participate; 4.4 4. Training; 4.5 5. Support Compliance; 4.6 6. Active Feedback Mechanisms; 4.7 7. Promote Performance Incentives; 4.8 8. Celebrate Success; 4.9 9. Public Announcements; 4.10 10. Measure, Measure; 4.11 11. Periodic Reassessment; 4.12 12. Appreciate the Journey; 4.13 Summary; Part II: Three Major Process Improvement Standards; Chapter 5: ISO 9001:2000; 5.1 A Brief History of ISO 9001:2000; 5.2 ISO 9001 Ownership; 5.3 The Structure and Design of ISO 9001:2000; 5.4 ISO 9000: Sections 1 Through 3; 5.5 Section 4. Quality Management System; 5.6 Section 5. Management Responsibility; 5.7 Section 6. Resource Management; 5.8 Section 7. Product Realization; 5.9 Section 8. Measurement, Analysis, and Improvement; 5.10 For a Deeper Look; 5.11 Summary; Chapter 6: The Capability Maturity Model Integration (for Development); 6.1 A Brief History of CMMI; 6.2 CMMI Ownership; 6.3 Technology Disciplines Covered Under CMMI; 6.4 CMMI-Dev Structure and Design; 6.5 Generic Goals of CMMI; 6.6 The Process Areas of CMMI; 6.7 Project Management Process Areas; 6.8 Engineering Process Areas; 6.9 Support Process Areas; 6.10 Process Management Process Areas; 6.11 Implementing CMMI; 6.12 For a Deeper Look; 6.13 Summary; Chapter 7: Six Sigma; 7.1 A Brief History of Six Sigma; 7.2 Six Sigma Ownership; 7.3 Six Sigma Structure and Design; 7.4 Define; 7.5 Measure; 7.6 Analyze; 7.7 Improve; 7.8 Control; 7.9 The Six Sigma Team; 7.10 For a Deeper Look; 7.11 Summary; Chapter 8: Considerations for Adoption; 8.1 ; 8.2 Summary; Colophon;