CMMI assessments : motivating positive change
著者
書誌事項
CMMI assessments : motivating positive change
（The SEI series in software engineering）
Addison-Wesley, c2005
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注記
Includes bibliographical references (p. 375-380) and index
内容説明・目次
内容説明
Assessments are internal reviews aimed at making an organization better from the inside, and they are critical tools for process improvement. The CMMI (Capability Maturity Model Integration) is a U.S. government-sponsored model to help organizations improve their processes, and perhaps more importantly, demonstrate their level of process quality to vendors. Many organizations adopt the CMMI because it is required in many government contracts. In order to improve process, these organizations must first know their level of CMMI maturity, but these organizations struggle in this assessment. This book spells out the specific steps an organization must take to gather an accurate CMMI assessment. The resulting assessment will help the organization improve their processes and advance their level of CMMI maturity. The authors, noted CMMI experts, use anecdotal histories of incidents they have encountered on actual assessments to illustrate key teaching points.
目次
Contents
Foreword.
Preface.
Acknowledgments.
About the Authors.
1. Why Do Assessments?
What Assessments Do
The Four Principal Functions of Assessments
The Analytical Function of Assessments
Assessments Function as Fulcrums of Positive Change
Assessments Transform Organizations by the Way They Work
Assessments Educate as They Analyze, Motivate, and Transform
Why Gaming the Results of an Assessment Doesn't Help (Though Many Try)
Can Assessments Really Change an Organization? A Preview of an Extended Case History to Be Found in Part 12
Bottom-Line Profit and Cost Numbers: Assessments Pay
2. A Brief History of Process Improvement Methodologies and Assessment Methods.
The Beginnings of Modern Software Assessment Methodology
The SEI Capability Maturity Model
The Three Principal Advantages of a Modern Software Assessment over Traditional Manufacturing-Based Audit Procedures
A Second Path Toward Software Process Improvement Assessments: The History of SO-9000-3, Bootstrap, SPICE, and the CMMI
The CMMI: An Enlarged Structure and Scope
A Hybrid Assessment Approach: The CMMI SCAMPI
Informal or Reduced Assessments: Class B and Class C Assessments
3. Assessments: An Executive Overview.
What Are a Senior Executive's Responsibilities?
What Are the Phases of an Assessment?
Cost: How Much Time and Effort Does an Assessment Require?
4. Planning and Preparing for an Assessment, Chapter 1: Senior Management Responsibilities.
Selecting a Lead Assessor
Determining the Business Goals and the Organizational and Reference Model Scope of the Assessment
Choosing an Assessment Sponsor
Establishing Appropriate Organizational Understanding
5. Planning and Preparing for an Assessment, Chapter 2: Choosing a Time. Formulating an Assessment Plan. Appointing an Organization Site Coordinator and Organizing Logistics.
Choosing a Time for the Assessment
The Assessment Plan
Managing Logistics: Appointing an Organization Site Coordinator
Assessment Readiness: When Is an Organization Ready for an Assessment?
6. Planning and Preparing for an Assessment, Chapter 3: Creating an Assessment Team. Selecting Projects to Be Assessed. Selecting People to Be Interviewed. Defining the Final Assessment Products. Distributing Questionnaires.
Selecting the Assessment Team
Selecting Projects to Be Assessed
Selecting People to Be Interviewed
Defining Final Assessment Products
Distributing Questionnaires
7. Planning and Preparing for an Assessment, Chapter 4: Assessment Team Training and Post-Training Activities.
Assessment Team Training
The Assessment Team's Pre-Onsite Organization and Activities
Preparing Organization Participants for What Is to Come
8. Onsite Activities, Chapter 1: The Kick-Off Meeting and Other Presentations. Collecting and Managing Documents Throughout the Assessment. Problems Associated with Immature Organizations.
The Kick-Off Meeting and Other Presentations
Collecting and Managing Documents Throughout the Assessment
Problems Associated with an Immature Organization's Desire to "Do Well" on an Assessment
9. Onsite Activities, Chapter 2: Interviewing.
Interviewing: An Overview
Interviewing Dynamics
Assessment Team Roles During the Interview
The Stages of an Interview
Note Taking
Different Interviews for Different Jobholders
10. Onsite Activities, Chapter 3: The Day-to-Day Consolidation of Data.
Consolidating Data: An Overview
Team Members Take Notes and Prepare to Construct "Observations" About Questionnaires, Documentation Reviews, Presentations, and Interviews
Transforming Notes into Observations
How Consolidation Produces Day-to-Day Alterations in the Assessment Plan
Consolidation Is a Consensus Process
Warning: Consensus Must Not Be Deferred Until the Final Stages of an Assessment
A Lurking Disaster to Consensus: Misunderstanding the Model
The Special Requirements of the SCAMPI Consolidation Approach
11. The Final Stages of an Onsite Assessment: Summing Up and Presenting Results.
Consolidating Draft Findings
Draft Findings Meetings: An Overview
The Team's Final Consolidation: Ratings, Including the Maturity Level Rating
CMMI Continuous Model
The Preparation of Final Findings
Presenting Final Findings Informally to Senior Management (Optional)
The Final Findings Presentation
Post-Final Findings Executive Session (Optional)
Assessment Wrap-Up
12. How to Use the Results of an Assessment Productively.
Introduction: After an Assessment
Who? (Who Drives a Disciplined Post-Assessment Plan? Who Makes It Work?)
When Should Post-Assessment Planning Begin? How Ambitious Should It Be?
What Does a Post-Assessment Improvement Plan Look Like? How Should It Unfold? In What Spirit Should It Be Undertaken?
After the Plan: Managing the Introduction of Improved Processes
Creating, Tracking, and Implementing a Post-Assessment Plan for Process Improvement: A Step-by-Step Case History of How Organization Z Transformed Assessment Recommendations into Action Items, Implemented Improvements, and Conducted Subsequent Assessments and Improvement Cycles over a Four-Year Period
References
Index.
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