| 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 Improvemen...t 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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