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First step to CMM
my company is embarking CMM level 2 and 3 now. I have basically read most of the CMM related materials and also attended few courses. I have a question:
should i implement those process / plan by KPA basis (ie. SCM, SQA, SPP and etc.)? or should I identify the scope first (eg. project level instead of organization level), and implement a solution to solve the currents problems that facing by every project?
Approach A: plan by KPA (phase by phase) basis regardless it is for project or for oragnization
Approach B: plan all KPAs for a project where the scope was identified
Re: First step to CMM
Strongly recommend concurrent implementation of Level 2 & 3 Process Areas through a cohesive program for Process Improvement. Defined logical sequence for implementation is as follows: OF, OD, SM, PP, RM, PE, CM, PR, PT, QA, IC, TP, IM, in that order.
Proven method for implementation is generally as follows:
1. Perform a Baseline Assessment or Gap Analysis as a "First Measure" - you must have a defined starting point in order to measure progress.
2. Use the results of the Baseline Assessment as input to develop an organizational Process Improvement Plan.
3. Form Key Process Area (KPA) teams and a governing Engineering Process Group (EPG) to create all corporate process documentation, and to then support on-going, continuous process improvement. These teams will need at least a basic orientation for each process area in order to do this work.
4. Establish a Management Steering Committee (if such a group does not already exist) to oversee the implementation of processes at the project level and to periodically give direction to the EPG.
5. Provide Process Area training to all project personnel according to their role. This training should cover the following:
A. What is this Process Area according to the CMM?
B. What is our Organizational Process for this area?
C. How do I implement it on my particular project? How does it relate to me?
6. Each project team then develops a Project Management Plan (PMP), consisting of the following:
· Standard corporate process flows and descriptions (incorporated by reference)
· Tailored KPA plans using the template(s) provided in the respective KPA Handbook.
A common problem in Process Engineering is that procedures are developed and documented, but the documentation becomes “Shelfware” that no one really uses. You can avoid this common dilemma by using a Project Management Plan (PMP) or what is sometimes referred to as a "transition package" because it is a small, “living” document that is easily understood and can be quickly referenced by any member of the project team. The corporate documentation (the Shelfware) is maintained in softcopy in the Process Asset Library (PAL), and is used as reference material, which is appropriate. For example, the process flow reference number appears on the individual KPA plans within a project’s PMP as a means of tracking back to the original corporate flows and descriptions. Use a streamlined plan template to ensure the ability to track each project’s pertinent information for each of the key process areas.
6. The projects implement CMM-compliant processes as “the way they work” on a daily basis.
Upon completion of the Project Management Plans, we then facilitate low-level implementation of CMM compliant processes on the individual projects, not as new or “extra” work to do, but as the way they work on a daily basis. The project teams meet routinely to discuss process improvement activities and receive training in requisite areas. (This can be accomplished as a part of regular staff meetings, or at some other convenient time.)
More detailed guidance on the above items and sample process documentation can be found in "How To Implement the CMM - Second Edition."
Re: First step to CMM
Thank you for the reply. One of my challenge as a SQA is "enforcement". you are right that we can have a set of documented prcocess or standard. Also, training will be conducted to affected group of people whenever kick off a process or standard. SQA can regularly audit their compliance. But, what if they are not comply to the standard, what kind of enforcement / punishment should put in place? the most commons reasons or rather "excuses" they like to give was "the project time line is so short, we are running out of time ! we have no time to follow those process and procedure". the PM might challenge you the responsibility of delaying the project.