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Cmmi Assessments [¾çÀå]

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Contents
Foreword
Preface
Acknowledgments
About the Authors
Why Do Assessments?
What Assessments DoThe Four Principal Functions of Assessments
The Analytical Function of Assessments
Assessments Function as Fulcrums of Positive Change
Assessments Transform Organizations by the Way They Work
Assessments Educate as They Analyze, Motivate, and Transform
Why Gaming the Results of an Assessment Doesn't Help (Though Many Try)
Can Assessments Really Change an Organization? A Preview of an Extended Case History to Be Found in Part 12
Bottom-Line Profit and Cost Numbers: Assessments Pay
A Brief History of Process Improvement Methodologies and Assessment Methods
The Beginnings of Modern Software Assessment Methodology
The SEI Capability Maturity Model
The Three Principal Advantages of a Modern Software Assessment over Traditional Manufacturing-Based Audit Procedures
A Second Path Toward Software Process Improvement Assessments: The History of SO-9000-3, Bootstrap, SPICE, and the CMMI
The CMMI: An Enlarged Structure and Scope
A Hybrid Assessment Approach: The CMMI SCAMPI
Informal or Reduced Assessments: Class B and Class C Assessments
Assessments: An Executive Overview
What Are a Senior Executive's Responsibilities?
What Are the Phases of an Assessment?
Cost: How Much Time and Effort Does an Assessment Require?
Planning and Preparing for an Assessment
Senior Management Responsibilities
Selecting a Lead Assessor
Determining the Business Goals and the Organizational and Reference Model Scope of the Assessment
Choosing an Assessment Sponsor
Establishing Appropriate Organizational Understanding
Planning and Preparing for an Assessment
Choosing a Time
Formulating an Assessment Plan
Appointing an Organization Site Coordinator and Organizing Logistics
Choosing a Time for the Assessment
The Assessment Plan
Managing Logistics: Appointing an Organization Site Coordinator
Assessment Readiness: When Is an Organization Ready for an Assessment?
Planning and Preparing for an Assessment
Creating an Assessment Team
Selecting Projects to Be Assessed
Selecting People to Be Interviewed
Defining the Final Assessment Products
Distributing Questionnaires
Selecting the Assessment Team
Selecting Projects to Be Assessed
Selecting People to Be Interviewed
Defining Final Assessment Products
Distributing Questionnaires
Planning and Preparing for an Assessment
Assessment Team Training and Post-Training Activities
Assessment Team Training
The Assessment Team's Pre-Onsite Organization and Activities
Preparing Organization Participants for What Is to Come
Onsite Activities
The Kick-Off Meeting and Other Presentations
Collecting and Managing Documents Throughout the Assessment
Problems Associated with Immature Organizations
The Kick-Off Meeting and Other Presentations
Collecting and Managing Documents Throughout the Assessment
Problems Associated with an Immature Organization's Desire to "Do Well" on an Assessment
Onsite Activities
Interviewing
Interviewing: An Overview
Interviewing Dynamics
Assessment Team Roles During the Interview
The Stages of an Interview
Note Taking
Different Interviews for Different Jobholders
Onsite Activities
The Day-to-Day Consolidation of Data
Consolidating Data: An Overview
Team Members Take Notes and Prepare to Construct "Observations" About Questionnaires, Documentation Reviews, Presentations, and Interviews
Transforming Notes into Observations
How Consolidation Produces Day-to-Day Alterations in the Assessment Plan
Consolidation Is a Consensus Process
Warning: Consensus Must Not Be Deferred Until the Final Stages of an Assessment
A Lurking Disaster to Consensus: Misunderstanding the Model
The Special Requirements of the SCAMPI Consolidation Approach
The Final Stages of an Onsite Assessment: Summing Up and Presenting Results
Consolidating Draft Findings
Draft
Table of Contents provided by Publisher. All Rights Reserved.

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Assessments remain at the cutting edge of process improvement, but very few practitioners what they are designed to do and how they work.

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