The document discusses using ISO 9001 as a foundation for implementing CMMI DEV. It presents an implementation strategy for ISO 9001 with ongoing internal audits and measurement of goals and metrics. ISO 9001 focuses on quality management systems while CMMI DEV provides best practices for product development. The strategy maps ISO 9001 concepts and CMMI maturity levels to provide a roadmap for implementing CMMI practices based on an existing ISO 9001 system.
The document describes Micro Memory Bank's quality management system which is compliant with ISO 9001. It establishes responsibilities and processes for quality planning, documentation, management reviews, customer focus, and continual improvement. The quality policy demonstrates management's commitment to meeting customer and regulatory requirements.
The document discusses Assystem's project management methodology. It summarizes that Assystem brings together clients, teams, partners and suppliers with a common plan and focus to deliver successful projects on time, on budget, and meeting quality standards. It also describes Assystem's expertise in managing large and complex projects in various industries like nuclear waste removal and the ITER fusion reactor project.
This document outlines objectives and key concepts around production, operations management, and operations control. Specifically, it discusses defining production and productivity, strategies for improving quality and productivity, the role of operations management in selecting, designing, and controlling production systems, and tools for operations control like budgets, ratios, materials management, and break-even analysis. The overall aim is to provide insights into production, operations strategies and processes, and how operations concepts are applied in practice.
The document discusses the evolution from business process management (BPM) to business process innovation. It describes how BPM focuses on performance and compliance through standardized and industrialized processes. This enables organizations to transform core processes into commodities while freeing up resources for process-driven innovation. The document advocates treating processes as services and using BPM techniques to create value and manage risks at the front-end of processes.
The document discusses My Focus Consulting and its services related to various standards including ISO 9001, ISO 14001, ISO 19011, and OHSAS 18001. It covers the company's vision, quality policy, management system, services, and continual improvement process. Diagrams and tools are presented for analyzing problems and implementing solutions using the PDCA cycle. Audit programs and techniques are also mentioned.
Overview of CMMI and Software Process ImprovementNelson Piedra
This document summarizes a presentation on software process improvement using CMMI and the IDEAL model. It discusses the key aspects of CMMI including maturity levels and process areas. It also outlines considerations for transitioning to CMMI level 2, including changes required from managers and practitioners. Finally, it shares experiences from initiating corporate-wide process improvements using the IDEAL framework.
Introduction of the meaning and History of CMMI Eng Ibrahem
SEI CMMI (Capability Maturity Model Integration) is a process improvement approach developed by the Software Engineering Institute that provides organizations with essential elements for effective processes. It describes proven practices that should already be implemented. CMMI measures process maturity on a scale of 1 to 5. An immature organization has improvised and ignored processes while a mature one has well-defined roles and measurable, analyzed, and improved processes. CMMI was created by combining the Software CMM, Systems Engineering CMM, and Integrated Product Development CMM to provide a single framework for process improvement across disciplines.
The document describes Micro Memory Bank's quality management system which is compliant with ISO 9001. It establishes responsibilities and processes for quality planning, documentation, management reviews, customer focus, and continual improvement. The quality policy demonstrates management's commitment to meeting customer and regulatory requirements.
The document discusses Assystem's project management methodology. It summarizes that Assystem brings together clients, teams, partners and suppliers with a common plan and focus to deliver successful projects on time, on budget, and meeting quality standards. It also describes Assystem's expertise in managing large and complex projects in various industries like nuclear waste removal and the ITER fusion reactor project.
This document outlines objectives and key concepts around production, operations management, and operations control. Specifically, it discusses defining production and productivity, strategies for improving quality and productivity, the role of operations management in selecting, designing, and controlling production systems, and tools for operations control like budgets, ratios, materials management, and break-even analysis. The overall aim is to provide insights into production, operations strategies and processes, and how operations concepts are applied in practice.
The document discusses the evolution from business process management (BPM) to business process innovation. It describes how BPM focuses on performance and compliance through standardized and industrialized processes. This enables organizations to transform core processes into commodities while freeing up resources for process-driven innovation. The document advocates treating processes as services and using BPM techniques to create value and manage risks at the front-end of processes.
The document discusses My Focus Consulting and its services related to various standards including ISO 9001, ISO 14001, ISO 19011, and OHSAS 18001. It covers the company's vision, quality policy, management system, services, and continual improvement process. Diagrams and tools are presented for analyzing problems and implementing solutions using the PDCA cycle. Audit programs and techniques are also mentioned.
Overview of CMMI and Software Process ImprovementNelson Piedra
This document summarizes a presentation on software process improvement using CMMI and the IDEAL model. It discusses the key aspects of CMMI including maturity levels and process areas. It also outlines considerations for transitioning to CMMI level 2, including changes required from managers and practitioners. Finally, it shares experiences from initiating corporate-wide process improvements using the IDEAL framework.
Introduction of the meaning and History of CMMI Eng Ibrahem
SEI CMMI (Capability Maturity Model Integration) is a process improvement approach developed by the Software Engineering Institute that provides organizations with essential elements for effective processes. It describes proven practices that should already be implemented. CMMI measures process maturity on a scale of 1 to 5. An immature organization has improvised and ignored processes while a mature one has well-defined roles and measurable, analyzed, and improved processes. CMMI was created by combining the Software CMM, Systems Engineering CMM, and Integrated Product Development CMM to provide a single framework for process improvement across disciplines.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
Honeywell's strategy for achieving Automation Excellence involves taking a holistic approach that focuses on improving workflow and best practices across the entire manufacturing environment. This includes addressing people effectiveness, asset effectiveness, process effectiveness, and business agility. Automation Excellence can be delivered over time through a sequence of projects implementing a single vision, or as a single large project. The starting point is always an automation assessment to evaluate current performance, identify improvement opportunities, and define a roadmap for enhancing manufacturing to best support business goals. Honeywell has extensive experience delivering Automation Excellence solutions across industries.
Run sap methodology how to implement end to-end solution operations ricardopabloasensio
This document discusses SAP's Run SAP methodology for implementing end-to-end solution operations. The methodology provides standards, a roadmap, training and certification, tools like SAP Solution Manager, and support services. It aims to optimize implementation and management of application management, business process operations, and SAP NetWeaver administration. The methodology's objectives are to successfully implement SAP solutions and manage business processes after go-live.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
The document discusses PPM Studio, a software tool that helps organizations implement CMMI processes. It provides an overview of PPM Studio's functionality, licensing models, and integrations. PPM Studio uses a staged representation to help organizations progress through CMMI maturity levels from initial to optimized. It supports key process areas at each level to help improve processes and productivity.
Upgrades and enhancement_packs_explained_mar_2008sissie1234
Upgrades and Enhancement Packs Explained provides information on SAP upgrade roadmaps and approaches. It discusses planning an upgrade project which includes discovery, evaluation, implementation, and go-live phases. Common upgrade approaches are also presented, such as technical upgrades which focus on technology, functional upgrades which implement new functionality, and strategic upgrades which enable business improvements. The document recommends creating an individualized upgrade roadmap and starting with a technical upgrade before deploying new functionality.
The document describes building an ALM roadmap using SAP's Business Process Repository (BPR). It shows how the BPR can be used to map ALM processes to scenarios, provide linked documentation, and detail applications, transactions, and configuration at the process and step levels. Various ALM adoption paths are illustrated, including for test management, change and release management, and incident/problem management.
PRINCE2 (Projects IN Controlled Environments) is a best practice project management methodology recognized by the UK government. It focuses on dividing projects into manageable stages, with an emphasis on business justification, organization, and controls. Key techniques include product-based planning, quality reviews, change control, and configuration management. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and can complement PMBOK by helping structure a project methodology and implement techniques like organization and change control. Understanding both PMBOK and PRINCE2 can provide project managers with a comprehensive skillset.
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
PECB Webinar: Aligning ISO 25000 and CMMI for DevelopmentPECB
We will cover:
• Overview of ISO 25000 - Software Product Quality Requirements and Evaluation (SQuaRE)
• How CMMI for Development best practices address development activities
• Complementary values that ISO 25000 and CMMI bring
• How ISO 25000 and CMMI help software development and service companies to improve customer satisfaction
Presenter:
This webinar will be presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited
BPM Courses and Certificates by Stevens Institute of TechnologyMichael zur Muehlen
This document describes Stevens Institute of Technology's business process management education and training offerings. It provides an overview of Stevens, its BPM faculty and research credentials, technology partnerships, flexible course delivery options, and international collaborations. The portfolio includes graduate certificates and courses covering topics like BPM strategy, process modeling, automation, analytics, and service innovation. Courses are delivered online, on-campus, and on-site with a focus on applying research and partnerships with industry.
This document discusses principles of software process improvement. It explains that process improvement aims to understand existing processes and introduce changes to improve quality, reduce costs, or accelerate schedules. The document outlines topics like process measurement, analysis and modeling, and the CMMI process improvement framework. It also discusses how process attributes like defects, costs, and schedule influence product quality and how to develop simple process models.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
ISO/TS 16949:2002 is a technical specification that was prepared by the International Automotive Task Force (IATF) and the Japanese Automotive Manufacturers Association (JAMA) to define quality management system requirements for automotive production and relevant service part organizations. It has three main goals: continual improvement, defect prevention, and reducing variation and waste across the supply chain. Key terms covered in the document include APQP, FMEA, SPC, and process approach. The document provides guidance on conducting internal audits and preparing for external audits.
The document discusses finding the sweet spot of teaching online courses by meeting the needs of all students. It recommends meeting student needs by providing motivation, creating objectives for growth, incorporating real-world principles, encouraging peer collaboration, giving opportunities for kinesthetic learning, and providing reflection opportunities. The document also stresses considering learning styles, abilities, basic skills, and relating information to real-world situations.
Social TV has transformed TV from a one-way communication system to an interactive dialogue where TV watchers play an important role in co-creating the viewership experience.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
Honeywell's strategy for achieving Automation Excellence involves taking a holistic approach that focuses on improving workflow and best practices across the entire manufacturing environment. This includes addressing people effectiveness, asset effectiveness, process effectiveness, and business agility. Automation Excellence can be delivered over time through a sequence of projects implementing a single vision, or as a single large project. The starting point is always an automation assessment to evaluate current performance, identify improvement opportunities, and define a roadmap for enhancing manufacturing to best support business goals. Honeywell has extensive experience delivering Automation Excellence solutions across industries.
Run sap methodology how to implement end to-end solution operations ricardopabloasensio
This document discusses SAP's Run SAP methodology for implementing end-to-end solution operations. The methodology provides standards, a roadmap, training and certification, tools like SAP Solution Manager, and support services. It aims to optimize implementation and management of application management, business process operations, and SAP NetWeaver administration. The methodology's objectives are to successfully implement SAP solutions and manage business processes after go-live.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
The document discusses PPM Studio, a software tool that helps organizations implement CMMI processes. It provides an overview of PPM Studio's functionality, licensing models, and integrations. PPM Studio uses a staged representation to help organizations progress through CMMI maturity levels from initial to optimized. It supports key process areas at each level to help improve processes and productivity.
Upgrades and enhancement_packs_explained_mar_2008sissie1234
Upgrades and Enhancement Packs Explained provides information on SAP upgrade roadmaps and approaches. It discusses planning an upgrade project which includes discovery, evaluation, implementation, and go-live phases. Common upgrade approaches are also presented, such as technical upgrades which focus on technology, functional upgrades which implement new functionality, and strategic upgrades which enable business improvements. The document recommends creating an individualized upgrade roadmap and starting with a technical upgrade before deploying new functionality.
The document describes building an ALM roadmap using SAP's Business Process Repository (BPR). It shows how the BPR can be used to map ALM processes to scenarios, provide linked documentation, and detail applications, transactions, and configuration at the process and step levels. Various ALM adoption paths are illustrated, including for test management, change and release management, and incident/problem management.
PRINCE2 (Projects IN Controlled Environments) is a best practice project management methodology recognized by the UK government. It focuses on dividing projects into manageable stages, with an emphasis on business justification, organization, and controls. Key techniques include product-based planning, quality reviews, change control, and configuration management. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and can complement PMBOK by helping structure a project methodology and implement techniques like organization and change control. Understanding both PMBOK and PRINCE2 can provide project managers with a comprehensive skillset.
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
PECB Webinar: Aligning ISO 25000 and CMMI for DevelopmentPECB
We will cover:
• Overview of ISO 25000 - Software Product Quality Requirements and Evaluation (SQuaRE)
• How CMMI for Development best practices address development activities
• Complementary values that ISO 25000 and CMMI bring
• How ISO 25000 and CMMI help software development and service companies to improve customer satisfaction
Presenter:
This webinar will be presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited
BPM Courses and Certificates by Stevens Institute of TechnologyMichael zur Muehlen
This document describes Stevens Institute of Technology's business process management education and training offerings. It provides an overview of Stevens, its BPM faculty and research credentials, technology partnerships, flexible course delivery options, and international collaborations. The portfolio includes graduate certificates and courses covering topics like BPM strategy, process modeling, automation, analytics, and service innovation. Courses are delivered online, on-campus, and on-site with a focus on applying research and partnerships with industry.
This document discusses principles of software process improvement. It explains that process improvement aims to understand existing processes and introduce changes to improve quality, reduce costs, or accelerate schedules. The document outlines topics like process measurement, analysis and modeling, and the CMMI process improvement framework. It also discusses how process attributes like defects, costs, and schedule influence product quality and how to develop simple process models.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
ISO/TS 16949:2002 is a technical specification that was prepared by the International Automotive Task Force (IATF) and the Japanese Automotive Manufacturers Association (JAMA) to define quality management system requirements for automotive production and relevant service part organizations. It has three main goals: continual improvement, defect prevention, and reducing variation and waste across the supply chain. Key terms covered in the document include APQP, FMEA, SPC, and process approach. The document provides guidance on conducting internal audits and preparing for external audits.
The document discusses finding the sweet spot of teaching online courses by meeting the needs of all students. It recommends meeting student needs by providing motivation, creating objectives for growth, incorporating real-world principles, encouraging peer collaboration, giving opportunities for kinesthetic learning, and providing reflection opportunities. The document also stresses considering learning styles, abilities, basic skills, and relating information to real-world situations.
Social TV has transformed TV from a one-way communication system to an interactive dialogue where TV watchers play an important role in co-creating the viewership experience.
The document is a venture lab assignment completed by three students - Arlene Thay, Iva Ksenevich and Patricia Newsbury - from different groups. They discovered their common traits of being from outside the USA and enjoying travel as well as exploring the world and learning about other cultures despite coming from diverse backgrounds. The assignment involved sharing information and photos about themselves and what they have in common.
This document provides a guide to identifying and resolving problems that may be encountered in an unloaded WCDMA network. It describes various problems based on observations from AT&T Wireless' WCDMA trial network and Ericsson's experience. For each problem, symptoms are detailed and potential causes listed with proposed solutions. The guide aims to help RF engineers efficiently tune and troubleshoot the network but does not address all possible problems or solutions. Parameter settings should be referred to in the Key Parameters document. The methodology may evolve with ongoing product and standard development.
The document is a collection of short stories from a student describing their holiday activities. It includes going to the beach, building sandcastles, swimming in the ocean, having picnics and water fights, going surfing, getting a new puppy for Christmas, birthday parties with cake and presents, trips to local towns for food and sightseeing, and spending time with family and friends.
Local SEO Services | Los Angeles SEO Company | OutReachLocalschmidthansen
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This document discusses different types of valorization strategies used in car advertising: practical valorization focuses on utilitarian values like handling and comfort; utopian valorization emphasizes existential values such as soul, life, and identity; ludic/aesthetic valorization promotes non-utilitarian values like fun and amusement; and critical valorization highlights non-existential values including fuel efficiency and cost. Examples are provided for different car brands exemplifying each type of valorization approach.
This document discusses foreign trade techniques and focuses on targeting markets. It mentions market targeting as the main topic but does not provide any additional details about techniques, strategies, or recommendations for targeting foreign markets in 3 sentences or less.
This document summarizes the Portugal OPM3 Project. It establishes a scientific committee and international advisory panel for assessing organizational project management maturity in Portuguese industry. The first phase of the project involves conducting maturity assessments of participating organizations through meetings with managers and key staff. The goal is to analyze maturity, validate improvement plans, and help organizations better link projects to strategic objectives.
The document discusses the role of local food in economic recovery in the Shasta/Lassen region of northern California. It finds that the region loses over $1 billion annually from purchasing food and farm inputs from outside the region, more than double the value of food produced locally. Developing stronger local food systems could help keep more of this wealth circulating within the regional economy.
Tugas PowerPoint ini diajukan untuk memenuhi salah satu tugas mata kuliah Multimedia. Tugas ini membahas konsep luas permukaan kubus dan balok beserta rumus dan contoh soalnya. Di akhir tugas, siswa diminta menentukan benda mana yang membutuhkan kertas paling banyak untuk menutupi permukaannya berdasarkan data yang diberikan.
The report summarizes property issues at the Bonneville building, including an outdated lobby, worn carpet, noisy HVAC unit, and overgrown landscaping. It notes lease and tenancy issues such as month-to-month agreements and expired leases. Specific tenant concerns are outlined for Wells Fargo and the law office of Daniel Marks. Overall management and maintenance problems are identified relating to the lobby, landscaping, signage, and lack of property management presence on site.
The document introduces ISO 9000 standards for quality management systems. It explains that ISO 9000 outlines the basic elements of a good quality system. To become registered, a company must implement the ISO 9000 requirements by evaluating and improving their current quality system and documenting all processes. The standards were recently revised in 2000 to focus on a process model approach and make the language more applicable to a wider range of organizations.
Balanced Scorecard for CMMI Implementations - Eduardo Espinheira e Paula GomesPaula Gomes
This document presents a roadmap for implementing a Balanced Scorecard (BSC) approach within a CMMI implementation. It begins with an introduction and overview of CMMI levels and process areas. It then discusses the BSC concept, how it can benefit a CMMI implementation by measuring intangible assets beyond financials. The document outlines barriers to BSC implementation and proposes a services-oriented strategy with missions, visions, and strategies defined at all levels.
Techserv provides ISO 9001 consulting services to help organizations implement quality management systems. They take a practical, collaborative, and effective approach in four phases: process study and design, QMS design and documentation, implementation and training, and certification. Their goal is to help clients understand requirements, design customized solutions, and achieve certification to improve processes, communication, consistency, and customer trust.
The document provides information about ISO 9000 quality management standards. It defines quality as "the degree to which a set of inherent characteristics fulfils requirements." It then discusses what ISO is, the history and purpose of ISO, the ISO 9000 standards, and the requirements and principles of the ISO 9000:2000 standard. Key points include that ISO aims to harmonize international standards, ISO 9000 was revised in 2000 to be process-based and follow the PDCA model, and the ISO 9000:2000 requirements focus on quality management systems, management responsibility, resource management, product realization, and measurement, analysis and improvement.
This document discusses ways to improve IT execution and performance through implementing operational models like ITIL, CMMI, ISO 27001, PMBOK, ISO 9001 and others. It emphasizes aligning IT strategy with business strategy. Quality assurance models and continuous improvement tools should also be implemented. Specific areas covered include cost of poor execution, quality management processes, value stream mapping, and Six Sigma strategies. Automating these processes through a governance suite can help overcome challenges and critical success factors.
Cmmi Overview And Nihilent Show Case In Cmmir Consulting.1jonathanwiesman_1
Nihilent provides CMMI consulting services including gap analysis, implementation support, appraisals, and trainings. They have strengths such as multiple SEI-certified appraisers and consultants, extensive experience conducting over 100 appraisals globally, and experience across multiple domains. The document outlines their CMMI overview, offerings, strengths, and client examples to promote their CMMI consulting capabilities.
CMMI defines maturity levels that organizations can progress through gradually by implementing requirements at each level. It includes both continuous and staged representations. The continuous representation allows selecting process areas in any order based on business needs, while the staged representation groups process areas into maturity levels that must be completed sequentially. CMMI covers process areas for engineering, project management, support, and process management to drive process improvement across projects.
Final groupassignmentpresentation g4_mode1_2012Bryan Johnson
This report provides a study into the existing information system and operational structure of MC Design & Contracting. It aims to provide an understanding of the relevance and overall effectiveness of its current information system and the company‟s operational structure in line with its strategic objectives and corporate vision. With that in mind this report will identify shortcomings and expansion possibilities within the existing system so as to suggest possible interventions.
The document provides an overview of the ISO 9001 quality management standard and certification process. It discusses the key principles and requirements of ISO 9001, including customer focus, leadership, engagement of people, process approach, and continual improvement. It also outlines the certification requirements and critical success factors for organizations going through the ISO 9001 implementation and certification process.
This document provides an overview of ISO/TS 16949:2002 and its key process requirements for automotive quality management systems. It describes the standard's focus on establishing process owners, defining processes, documenting procedures, monitoring performance through metrics, and maintaining records to ensure effective linkages across interrelated activities. Compliance with these critical elements is necessary for all customer-oriented, support, and management processes.
This document is a presentation from Executive Business Intelligence (EBI) that summarizes their services and expertise in strategy, supply chain, and change solutions. EBI aims to advise clients and develop partnerships through quality services. Their five key service areas include business strategy, operations strategy, change management, technology, and interim resources. EBI uses a six sigma DMAIC process for their projects and has offices across Europe, Asia, and the Middle East. The presentation discusses the increasing importance and complexity of supply chain management for businesses.
07 Ace 2010 Aras Innovator For Quality SystemsProdeos
This document discusses how Aras Innovator can be used to facilitate an organization's ISO quality system. It provides examples of how key ISO elements like audits, corrective actions, preventative actions, and management reviews can be modeled using different Aras Innovator item types and classifications. The document argues that properly implementing Aras Innovator allows an organization to manage the linkages and interfaces between different business processes required by ISO. It also outlines some common obstacles to aligning systems like PLM and ERP with quality requirements, but argues the benefits of doing so outweigh these challenges.
Optimising and prioritising your SDLC using business intelligenceKurt Solarte
This document discusses optimizing and prioritizing a software development lifecycle (SDLC) using business intelligence. It covers the importance of metrics for managing the SDLC, types of metrics that can be collected at different stages, and how Rational tools can be used to capture and report on metrics and indicators of SDLC health. The presentation aims to help understand how measured process improvement can drive business innovation and reduce costs.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
Three key points:
1. The document describes an initiative to help small and medium enterprises (SMMEs) in South Africa improve business operations and sustainability through an integrated system providing ISO 9001 certification, financing, risk management, and business support.
2. The initiative uses a cloud-based system called RUBI to help SMMEs implement best practices for quality management, monitor compliance, and achieve ISO 9001 certification in a cost-effective way with ongoing support.
3. The goal is to build SMME capacity and growth over multiple years by improving business processes, accessing financing, and moving them to a place of managed sustainability and business growth.
PRIMUS Techsystems Private Limited is an IT company established in 2006 that provides SAP implementation and support services. It has significant expertise implementing SAP applications for mid-sized and large organizations. PRIMUS aims to become the market leader for SAP services in India through initiatives focused on quality, aggressive timelines, pricing strategies, and retaining skilled employees. It offers a range of SAP-related services and has implemented SAP solutions for numerous automotive and manufacturing customers in India and other countries.
The document discusses agile business processes and process improvement. It begins with an agenda covering needs and challenges, process as a tool, and an agile approach to process improvement. It then discusses market trends driving the need for agile and adaptable processes. The presentation emphasizes that process improvement should be driven by business needs and objectives, with industry models and methodologies serving as tools to guide improvements rather than ends in themselves. A multimodel approach is recommended to address different aspects of the business. The document provides an overview of assessing the current "as is" process and defining the target "to be" process to guide implementation efforts.
The document discusses agile business processes and process improvement. It begins with an agenda covering needs and challenges, process as a tool, and an agile approach to process improvement. It then discusses market trends driving the need for agile and adaptable processes. The presentation emphasizes that process improvement should be driven by business needs and objectives, with industry models and methodologies used as tools to guide improvements rather than ends in themselves. A multimodel approach is recommended to address different aspects of the business. The document provides a roadmap for conducting process improvements in an agile manner.
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III Conferência CMMI Portugal, Presentation 5: Problems of CMMI® Implementati...isabelmargarido
This document summarizes a presentation on problems organizations face when implementing CMMI and achieving high maturity levels. It discusses a case study of three organizations that achieved CMMI level 5 maturity. Through analysis of the case study and literature, common problems were identified in areas such as entry conditions, process definition, metrics definition, and tool setup. Recommendations are provided to address each problem, such as gradually maturing lower levels before pursuing high maturity and involving experts in defining meaningful metrics. The presentation concludes future research could evaluate the quality of CMMI implementations.
III Conferência CMMI Portugal, Presentation 3: Lessons learned about multiple...isabelmargarido
1) A multiple model appraisal using both CMMI for Development and CMMI for Services can reduce appraisal costs by evaluating services and development processes together rather than in separate appraisals.
2) To maximize cost savings, the organizational scope should include representative samples of both services and development basic units.
3) The appraisal team must have experience with both models to properly evaluate practices from the perspectives of both services and development.
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Presentation done at SEPG Europe 2013 in Amesterdam, organised by the CMMI Institute. This presentation gives valuable lessons that can be applied by any organisation that wants to improve processes.
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1. Portugal
ISO 9001 as a cornerstone for CMMI DEV
Eduardo Espinheira
Director of Quality & Operations
MOG Technologies
2012-07-06, Coimbra
2. ISO 9001 as a cornerstone for CMMI DEV
Agenda
• Introduction
• ISO 9001 Key Concepts
• Ongoing Implementation Strategy
• Relation between ISO 9001 and CMMI DEV
• CMMI Implementation Roadmap Suggestion
• Conclusions
• Bibliography
2
2
3. ISO 9001 as a cornerstone for CMMI DEV
Introduction
This case study presents the ongoing implementation of the ISO 9001
standard within MOG Technologies.
The aim of the study is three fold.
First, define and present a ISO 9001 implementation strategy.
Second, evaluate to what extent that strategy serves as a cornerstone to
the CMMI DEV best practices.
Third, and last, suggest an implementation roadmap for CMMI based upon
ISO 9001.
Additional notes:
The quality standard version used was the ISO 9001:2008.
The CMMI DEV version studied was the v1.3.
3
3
4. ISO 9001 as a cornerstone for CMMI DEV
Introduction
The fundamental difference between CMMI vs ISO is conceptual. CMMI is
a process model and ISO is an audit standard.
CMMI is a set of related "best practices" derived from industry leaders and
relates to product engineering and software development. Businesses
receive CMMI ratings from Level 1 to Level 5 depending upon the extent of
compliance to key performance areas specified in the selected CMMI
process area.
ISO is a certification tool that certifies businesses whose processes
conform to the laid down standards.
4
4
5. ISO 9001 as a cornerstone for CMMI DEV
ISO 9001 Key Concepts
Quality
Management
System
5
5
6. ISO 9001 as a cornerstone for CMMI DEV
ISO 9001 Key Concepts
Quality
Management
System
Management
Responsibility
6
6
7. ISO 9001 as a cornerstone for CMMI DEV
ISO 9001 Key Concepts
Quality
Management
System
Management
Responsibility
Resource
Management
7
7
8. ISO 9001 as a cornerstone for CMMI DEV
ISO 9001 Key Concepts
Quality
Management
System
Product Management
Realization Responsibility
Resource
Management
8
8
9. ISO 9001 as a cornerstone for CMMI DEV
ISO 9001 Key Concepts
Measurement Quality
Analysis and Management
Improvement System
Product Management
Realization Responsibility
Resource
Management
9
9
10. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Measurement Quality
Surveys Analysis and Management
Improvement System
Product Management Process
Realization Responsibility Owner
External Definition
Customer
Internal Resource
Customer Satisfaction Management
texto Surveys
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
PIstextoRIs
and Definition
KSAs
Lessons definition
texto
Learned
per Process
10
10
11. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Quality
Surveys Management
System
Product Management Process
Realization Responsibility Owner
External Definition
Customer
Internal Satisfaction
Resource
Management
Customer
texto Surveys
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
11
11
12. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Measurement Quality
Surveys Analysis and Management
Improvement System
Product Management Process
Realization Responsibility Owner
External Definition
Customer
Internal Satisfaction
Resource
Management
Customer
texto Surveys
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
12
12
13. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Measurement Quality
Surveys Analysis and Management
Improvement System
Product Management Process
Realization Responsibility Owner
External Definition
Customer
Internal Satisfaction
Resource
Management
Customer
texto Surveys
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
13
13
14. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Measurement Quality
Surveys Analysis and Management
Improvement System
Product Management Process
Realization Responsibility Owner
External Definition
Customer
Internal Satisfaction
Resource
Management
Customer
texto Surveys
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
14
14
15. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Measurement Quality
Surveys Analysis and Management
Improvement System
Product Management Process
Realization Responsibility Owner
External Definition
Customer
Internal Satisfaction
Resource
Management
Customer
texto Surveys
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
15
15
16. ISO 9001 as a cornerstone for CMMI DEV
CMMI Maturity Levels / Process Areas
Maturity Maturity
Level 5 Level 1
CAR; OPM
Maturity
Maturity Level 2
Level 4 PPQA; MA; CM;
QPM; OPP SAM; REQM; PP;
PMC;
Maturity
Level 3
DAR; OT; OPD;
OPF; VER; VAL;
TS; RD; PI;
IPM;RSKM
16
16
17. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Surveys ML 5 ML 1
CAR; OPM
ML 2 Process
ML 4 PPQA; MA; CM;
QPM; OPP SAM; REQM; PP; Owner
PMC;
External Definition
Internal
Customer ML 3
Satisfaction DAR; OT; OPD;
Customer
texto Surveys
OPF; VER; VAL; TS;
RD; PI; RSKM
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
17
17
18. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Surveys ML 5 ML 1
CAR; OPM
ML 2 Process
ML 4 PPQA; MA; CM;
QPM; OPP SAM; REQM; PP; Owner
PMC;
External Definition
Internal
Customer ML 3
Satisfaction DAR; OT; OPD;
Customer
texto Surveys
OPF; VER; VAL; TS;
RD; PI; RSKM
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
18
18
19. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Surveys ML 5 ML 1
CAR; OPM
ML 2 Process
ML 4 PPQA; MA; CM;
QPM; OPP SAM; REQM; PP; Owner
PMC;
External Definition
Internal
Customer ML 3
Satisfaction DAR; OT; OPD;
Customer
texto Surveys
OPF; VER; VAL; TS;
RD; PI; RSKM
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
19
19
20. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Surveys ML 5 ML 1
CAR; OPM
ML 2 Process
ML 4 PPQA; MA; CM;
QPM; OPP SAM; REQM; PP; Owner
PMC;
External Definition
Internal
Customer ML 3
Satisfaction DAR; OT; OPD;
Customer
texto Surveys
OPF; VER; VAL; TS;
RD; PI; RSKM; IPM
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
20
20
21. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Tools Operationa
texto
l Goals
Employee
Tactical
texto
Satisfaction Goals
Surveys ML 5 ML 1
CAR; OPM
ML 2 Process
ML 4 PPQA; MA; CM;
QPM; OPP SAM; REQM; PP; Owner
PMC;
External Definition
Internal
Customer ML 3
Satisfaction DAR; OT; OPD;
Customer
texto Surveys
OPF; VER; VAL; TS;
RD; PI; RSKM
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
21
21
22. ISO 9001 as a cornerstone for CMMI DEV
Ongoing Implementation Strategy
Work
Strategic
Planning
Goals
Tools
Process
Internal Network
texto
Audits Per
Process
Work
texto
Logging
Operationa
texto
Tools
l Goals
Employee
Tactical
texto
Satisfaction Goals
Surveys ML 5 ML 1
CAR; OPM
ML 2 Process
ML 4 PPQA; MA; CM;
QPM; OPP SAM; REQM; PP; Owner
PMC;
External Definition
Internal
Customer ML 3
Satisfaction DAR; OT; OPD;
Customer
texto Surveys
OPF; VER; VAL; TS;
RD; PI; RSKM
Satisfaction
Surveys KPIs and
texto
KRIs
definition
Process
KSAs PIstextoRIs
and Definition
Lessons definition
texto
Learned
per Process
22
22
23. ISO 9001 as a cornerstone for CMMI DEV
CMMI DEV vs ISO 9001 Suggested Implementation
23
23
24. ISO 9001 as a cornerstone for CMMI DEV
CMMI Implementation Roadmap Suggestion
• The suggested CMMI implementation roadmap preaches the
advantages of following the maturity levels.
Maturity Level 2 Maturity Level 3
Maturity Level 4 Maturity Level 5
Maturity Level 1 PPQA; MA; CM; SAM; REQM; DAR; OT; OPD; OPF; VER; VAL;
QPM; OPP CAR; OPM
PP; PMC; TS; RD; PI; RSKM
• Nevertheless a ISO 9001 before a CMMI implementation will take care
of all the Process and Engineering process areas.
Leaving the remaining, process areas and lacking specific practices and
specific goals, as process improvement to achieve each maturity level.
ISO 9001 Maturity Level 2 Maturity Level 3
Maturity Level 4 Maturity Level 5
OPD; OPF; OT; MA; PI; RD; TS; PPQA; MA; CM; SAM; REQM; DAR; OT; OPD; OPF; VER; VAL;
QPM; OPP CAR; OPM
VAL; VER; PPQA; OPP; OPM PP; PMC; TS; RD; PI; RSKM
24
24
25. ISO 9001 as a cornerstone for CMMI DEV
Conclusions
• The fundamental difference between CMMI vs ISO is conceptual. CMMI
is a process model and ISO is an audit standard. But they share
commonalities.
• The actions defined are independent of the CMMI Maturity Levels.
• The suggested implementation implements a lot of the best practices
required for CMMI DEV.
• The approach selected also suggests that the process areas can be
reordered in a different way than the maturity levels organize them.
Maintaining the consistence and dependencies, between the
PA, needed to be successful in a CMMI Dev Implementation Roadmap.
25
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26. ISO 9001 as a cornerstone for CMMI DEV
Bibliography
CMMI for Development v1.3, 2010
Software Engineering Institute (SEI)
Developing, Implementing and Using Winning KPIs 2nd Edition, 2010
David Parmenter; John Willey & Sons, Inc
Mapping ISO Standards to CMMI-DEV v1.2, 2009
Boris Mutafelija; Harvey Stromberg
An Initial Comparative Analysis of the CMMI Version 1.2 Development Constellation and
the ISO 9000 Family, 2009
David Kitson; Robert Vickroy; John Walz; Dave Wynn
ISO 9001:2008 Standard, 2008
Internaltional Standards Organization
Observations of the Relationships Between CMMI and ISO 9001:2000, 2005
American Society for Quality
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