TABLE OF CONTENTS Chapter 2 discussed process improvement approaches and selected the IDEAL SM model as the preferred approach. Chapter 3 and 4 described major frameworks for process improvement and concluded that we can efficiently and effectively create a framework based on the synergy between ISO 9001:2000 and the CMMI .
Chapter 5 discussed that synergy. Because of their underlying engineering principles, we can even talk about their "equivalence". Thus, by satisfying one standard, we will be able to satisfy the other. This was shown for the CMM and ISO 9001:1994 many years ago in an SEI report [1]. For organizations with CMM experience, it is therefore sufficient to transition from the CMM to the CMMI and satisfy those additional ISO registration requirements not covered by the CMMI . Similarly, organizations that were ISO 9001:1994 registered will have to identify gaps with reference to ISO 9001:2000 and then use the synergy to achieve both ISO registration and a CMMI maturity level. Chapter 6 described the transition from legacy standards to the new versions.
In this chapter, it all comes together. Here we show how an organization can develop a process improvement strategy using the IDEAL SM approach and ISO CMMI synergy.
As previously discussed, ISO 9001:2000 does not provide sufficient guidance for implementing improvements. Therefore, we will use the CMMI to explain process improvement activities and then, by using the ISO CMMI synergy mapping, show how ISO requirements can be implemented.
We generally limit ourselves to discussions of capability and maturity levels...
