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Understand the relevance of the most popular model for process improvement and how it can benefit you and your organisation
The Software Engineering Institute's CMMI® (Capability Maturity Model Integration® for Systems Engineering / Software Engineering / Integrated Product and Process Development / Supplier Sourcing) is probably the world's most popular model for continuous process improvement.
In one form or another, it has been in use since 1987. Evidence collected from successive appraisals over 20 years demonstrates that the CMMI® has been successful in helping the software community to improve process maturity.
This tutorial provides an overview of the model. It includes a brief history of the development of the model, through to the latest versions, but is largely focused on the use of the model to achieve lasting performance improvement.
- Purpose and Origin of the CMMI®
What it is, why it was invented, where the ideas came from. The Design Authority.
- The Improvement Cycle
The Deming Cycle. The IDEAL Wheel. Process cf Product. Engelbart's view of work. Common and special causes of variation. Stabilisation then improvement.
- The Structure of the CMMI®
Maturity Levels. Process Areas. Special Goals and Practices. Generic Goals and Practices (common features).
- The Five Process Area Groups
Project Management. Support. Process Management. Engineering. Supplier Management.
- Stabilising Basic Processes
Maturity Level 1. Maturity Level 2. The essential Commitment Process
- Improving on Secure Foundations
Maturity Level 3. Maturity Levels 4 & 5. Integration, quantification and optimisation
- Starting a Programme of Continuous Process Improvement
Improving using Qualitative Appraisals, and Quantitative Benchmarks. CMMI® Appraisal Method. Why appraisals are effective.
- Implementing a Programme of Continuous Process Improvement
How to organise. The Process Quality Management Group. Process Action Teams. Implementing Change.
- Sustaining Achievements
Institutionalising a culture of improvement. The Senior Manager's Role.
- The Benefits of Continuous Process Improvement
Case studies. DOs and some DON'Ts
- Enablers & Barriers Workshop
Facilitated brainstorm to discuss process improvement in the participant's context
A half day overview. When presented as an in-house course it can be tailored to suite the needs of your organisation's specific audience.
In-house Courses £1000 GBP + VAT per in house half day session (up to 8 delegates)
Public Course £250 GBP + VAT per person (public seminar)
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|half day overview |
|Intended Audience: |
Anyone about to embark upon a programme of process improvement, including: managers, systems and software engineers, project support staff and personnel from departments such as marketing, sales, human resources, finance and business users.
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Using and Implementing the CMMI® / Intro to the CMMI® SE/SW/IPPD/SS
How to use the model for appraising and improving an organisation's processes
Senior Managers Briefing in the CMMI®
Sponsorship is an essential factor for improving performance understand the managers crucial role & the actions needed to generate & sustain commitment
Supplier Capability Evaluation an Overview
Understand the proven, CMMI-based approach used by world-class organisations to evaluate & select suppliers to minimise risk
Assessments of capability to aid internal process improvement.
Audits for organisations (internal teams, projects and external suppliers) based around the SEI Capability Maturity Models (CMM®), the SPICE Model and the ISO 9001/2000 standards.
Supplier capabillity evaluations and software process evaluations. Usefull for selecting internal or external suppliers and ensuring appropriate capabilities are maintained once selected.
To develop, improve and support processes against industry standards and best practice.
Starting an Improvement Programme
Services to plan and run the irst improvement cycle(s) of an improvement programme.
Maintaining an Improvement Programme
Services to keep an improvement programme working once it has completed the first cycle.
Maturity Brings a Different View
of the hierarchy in higher maturity organisations.
Process Appraisal or Benchmarking?
Clients often ask us, if their choice is between CMM® based appraisal or external benchmarking, which do we recommend ...
The Roman Marching Camp
Using the Roman miltary's Marching Camp as a model of how to implement an improvement culture in an existing organisation.
Managing Supply Chains
If all stakeholders applied the rules of the CMMI® Acquisition PAs to all external interactions, just imagine how smoothly communications would run! Misunderstandings, blame, recriminations and buck-passing could become things of the past.
Does Your Selected Supplier Have the Capability to Deliver?
Now outsourcing is regarded as a preferred method of acquiring a business system or even an organisation's entire portfolio, the CMM® is increasingly applied for its original purpose, as a means of supplier capability evaluation and monitoring.