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Crosstalk : The Journal of Defense Software Engineering, February 2007; Volume 20, Issue 2 : Cmmi: CMMI

By Johnstun, Kase

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Book Id: WPLBN0002112541
Format Type: PDF Magazine :
File Size: 2.3 MB
Reproduction Date: 2007
Full Text

Title: Crosstalk : The Journal of Defense Software Engineering, February 2007; Volume 20, Issue 2 : Cmmi: CMMI  
Author: Johnstun, Kase
Volume: Volume 20, Issue 2
Language: English
Subject: Government, Technology, Software Development
Collections: Periodicals: Journal and Magazine Collection, CrossTalk Journal Collection
Historic
Publication Date:
2007
Publisher: Usaf Software Technology Support Center

Citation

APA MLA Chicago

Rushcraig, George Jackelen, Watts S. Humphrey, Dr. Michael D. Konrad, James W. Over, Dr. Jan Pries Heje, Jorn Johansen, Mads Christiansen, Morten Korsaa, Claude Y. Laporte, Alain April, Alain Renault, Gary A. Gack, Karl D. William, M. P. (2007). Crosstalk : The Journal of Defense Software Engineering, February 2007; Volume 20, Issue 2 : Cmmi. Retrieved from http://www.worldebookfair.com/


Description
Description: This article provides a view of what has been included--and not included--in Capability Maturity Model Integration Version 1.2 (CMMI V1.2), describing the major elements of change for each CMMI product; this article describes how the 309th Software Maintenance Group used Standard Capability Maturity Model Integration Appraisal Method for Process Improvement B to identify opportunities for additional improvements, educate key project personnel in the organization on best-practices, and obtain critical buy-in from project personnel; the purpose of this article is to show that when an organization is already doing competent project management, the effort to benchmark that capability by using CMMI is almost straightforward, and it is possible to achieve a Level 2 CMMI appraised rating within six months; this article describes how and why development processes, methods, and management must change and the likely future directions of process-improvement evolution; this model helps users identify strengths and weaknesses that can be leveraged or avoided to help an organization get the most from its process improvement effort; this article discusses the utilization of ISO/IEC JTC 1/SC7 in very small enterprises; integration of Six Sigma and the Capability Maturity Model Integration (CMMI) is becoming fairly widespread, yet confusion remains about their relationship. Part One of this article includes several case studies that answer some of the more common questions, Part Two describes the relationship of Lean Six Sigma and Six Sigma's approach to improvement of existing products and processes (Define, Measure, Analyze, Improve, Control [DMAIC]), and Part Three examines the relationship between Design for Lean Six Sigma (used to develop new products and processes or major enhancements) and the CMMI Engineering Process Areas.

Summary
Summary: CrossTalk, The Journal of Defense Software Engineering, is an approved U.S. Department of Defense journal. CrossTalk's mission is to encourage the engineering development of software in order to improve the reliability, sustainability, and responsiveness of our warfighting capability and to inform and educate readers on up-to-date policy decisions and new software engineering technologies.

Table of Contents
Table of Contents: CMMI: CMMI V1.2: What Has Changed and Why; by Mike Phillips. This article provides a view of what has been included--and not included--in Capability Maturity Model Integration Version 1.2 (CMMI V1.2), describing the major elements of change for each CMMI product -- Measure Twice and Cut Once; by Rushby Craig. This article describes how the 309th Software Maintenance Group used Standard Capability Maturity Model Integration Appraisal Method for Process Improvement B to identify opportunities for additional improvements, educate key project personnel in the organization on best-practices, and obtain critical buy-in from project personnel -- CMMI Level 2 Within Six Months? No Way!; by George Jackelen. The purpose of this article is to show that when an organization is already doing competent project management, the effort to benchmark that capability by using CMMI is almost straightforward, and it is possible to achieve a Level 2 CMMI appraised rating within six months -- Best Practices: Future Directions in Process Improvement; by Watts S. Humphrey, Dr. Michael D. Konrad, James W. Over, and. This article describes how and why development processes, methods, and management must change and the likely future directions of process-improvement evolution -- Software Engineering Technology: The Improvability Model; by Dr. Jan Pries-Heje, Jorn Johansen, Mads Christiansen, and Morten Korsaa. This model helps users identify strengths and weaknesses that can be leveraged or avoided to help an organization get the most from its process improvement effort -- Applying International Software Engineering Standards in Very Small Enterprises; by Claude Y. Laporte, Alain April, and Alain Renault. This article discusses the utilization of ISO/IEC JTC 1/SC7 in very small enterprises -- Online Only Feature: Connecting Software Industry Standards and Best Practices: Lean Six Sigma and CMMI; by Gary A. Gack and Karl D. Williams. Integration of Six Sigma and the Capability Maturity Model Integration (CMMI) is becoming fairly widespread, yet confusion remains about their relationship. Part One of this article includes several case studies that answer some of the more common questions, Part Two describes the relationship of Lean Six Sigma and Six Sigma's approach to improvement of existing products and processes (Define, Measure, Analyze, Improve, Control [DMAIC]), and Part Three examines the relationship between Design for Lean Six Sigma (used to develop new products and processes or major enhancements) and the CMMI Engineering Process Areas.

 

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