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Contents FIGURES TABLES PREFACE ACKNOWLEDGEMENTS PART 1: SCOUTING THE TERRITORY CHAPTER 1 WHY WE THINK PROCESS IS IMPORTANT 1.1 A Short History of Process Improvement 1.2 The role of processes in business CHAPTER 2 WHY PROCESS IMPROVEMENT HELPS 2.1 Process Improvement is about learning 2.2 Process Improvement should be driven by business value 2.3 Process Improvement can be valuable for any size enterprise/organization 2.4 You have choices in your improvement approach 2.5 You have choices in the reference model CHAPTER 3 WHY PROCESS IMPROVEMENT ISN'T TRIVIAL 3.1 Building and sustaining sponsorship 3.2 Managing an appraisal life cycle 3.3 Developing and sustaining process improvement infrastructure 3.4 Deploying new and improved processes 3.5 Developing and measuring realistic goals 3.6 Advantages/Disadvantages of different size improvement efforts 3.7 Project Management Issues 3.8 Common Pitfalls for Process Improvement Initiatives 3.9 Summary of Part 1 PART 2: MAPPING THE ROUTE CHAPTER 4 CMMI AS YOUR GUIDE 4.1 Why CMMI? 4.2 CMMI Primer 4.3 Some Choices to Think About in Using CMMI 4.4 Using CMMI to Guide Your Improvement CHAPTER 5 A DECISION-BASED LIFECYCLE FOR IMPROVEMENT 5.1 Decide 5.2 Try Initial (Additional) Model Elements 5.3 Analyze 5.4 Commit 5.5 Reflect 5.6 Summary of Part 2 PART 3: SURVIVING THE PASSAGE CHAPTER 6 A PI CASE STUDY 6.1 Decide (Cycle1 - To do or not to do) 6.2 Decide (Cycle 2 - What to do, where and when) 6.3 Try (Cycle 2 - The first pilot) 6.4 Analyze (Cycle 2 - The first pilot) 6.5 Commit (Cycle 2 - The first pilot) 6.6 Reflect (Cycle 2 - The first pilot) 6.7 Decide (Cycle 3 - What's next) CHAPTER 7 SURVIVAL AND PI 7.1 Size up the situation 7.2 Undue Haste Makes Waste 7.3 Remember Where You Are 7.4 Vanquish Fear and Panic 7.5 Improvise 7.6 Value Living 7.7 Act like the natives 7.8 Live by your wits, Learn basic skills 7.9 Summary of Part 3 PART 4: EXPERIENCING THE JOURNEY CHAPTER 8 DEVELOPING AND SUSTAINING SPONSORSHIP 8.1 Communicating with and Sustaining Sponsorship of Organizational Leadership 8.2 Seeking Sponsors: Applying Sales Concepts to Building and Sustaining Support 8.3 Being a Sponsor: Welcome to the "Foreign Element" CHAPTER 9 SETTING AND MEASURING AGAINST REALISTIC GOALS 9.1 Setting Goals and Success Criteria Aligned with Sponsor Objectives 9.2 Understanding the Current State of the Organization: Readiness and Fit Analysis for CMMI 9.3 How do you tell if you've succeeded? CHAPTER 10 MANAGING AN APPRAISAL LIFE CYCLE 10.1 To Appraise or Not to Appraise - Is that really the question? 10.2 Different appraisal philosophies 10.3 Managing the Resources Needed to Plan/Conduct Appraisal Activities CHAPTER 11 DEVELOPING INFRASTRUCTURE 11.1 Developing and Sustaining Process Improvement Team Members 11.2 Establishing Improvement Infrastructure to Support and Sustain CMMI Implementation CHAPTER 12 DEFINING PROCESSES 12.1 CMMI Business Analysis 12.2 Developing Useful Process Guidance 12.3 Collecting/Incorporating Lessons Learned from Improvement Activities CHAPTER 13 DEPLOYING IMPROVED PROCESSES 13.1 Finding/Selecting Pilots for CMMI Implementation 13.2 Working with Consultants 13.3 Deploying Practices to the Targeted Organizational Scope 13.4 Communication CHAPTER 14 LOOKING AHEAD 14.1 What's next for you? 14.2 What's next for PI? 14.3 Summary of Part 4 PART 5: OUTFITTING YOUR EXPEDITION (PI RESOURCES) CHAPTER 15 TOOLS AND TECHNIQUES 15.1 An Example of Setting SMART Goals 15.2 Performing a CMMI Business Analysis 15.3 Performing a Readiness/Fit Analysis 15.4 1 Hour Process Description method 15.5 Infusion and Diffusion Measurement 15.6 CSI (Crime Scene Investigation) Technique + Chaos Cocktail Party 15.7 Additional Resources CONTENT AVAILABLE ON WEBSITE: PROCESS IMPROVEMENT HUMOR An Alternate Appraisal Method The Irish Bar Maturity Model References Index
Library of Congress Subject Headings for this publication:
Capability maturity model (Computer software).