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1.1 A short history of process improvement 3
1.2 The role of processes in business 5
2.1 Process improvement is about learning 10
2.2 Process improvement should be driven by business value 11
2.3 Process improvement can be valuable for organizations of all sizes 12
2.4 You have choices in your improvement approach 13
2.5 You have choices in the reference model 20
3.1 Building and sustaining sponsorship 30
3.2 Managing an appraisal life cycle 30
3.3 Developing and sustaining process improvement infrastructure 31
3.4 Deploying new and improved processes 32
3.5 Developing and measuring realistic goals 34
3.6 Advantages and disadvantages of different-size improvement efforts 35
3.7 Project management issues 38
3.8 Common pitfalls for PI initiatives 39
3.9 Summary of Part I 40
4.1 Why CMMI? 45
4.2 CMMI primer 47
4.3 Some choices to think about in using CMMI 53
4.4 Using CMMI to guide your improvement 61
5.1 Decide 71
5.2 Try initial (additional) model elements 80
5.3 Analyze 82
5.4 Commit 84
5.5Reflect 86
5.6 Summary of Part II 88
6.1 Decide (Cycle 1: To do or not to do) 93
6.2 Decide (Cycle 2: What to do, where, and when) 95
6.3 Try (Cycle 2: The first pilot) 96
6.4 Analyze (Cycle 2: The first pilot) 97
6.5 Commit (Cycle 2: The first pilot) 98
6.6 Reflect (Cycle 2: The first pilot) 99
6.7 Decide (Cycle 3: What's next) 100
7.1 Size up the situation 104
7.2 Undue haste makes waste 105
7.3 Remember where you are 106
7.4 Vanquish fear and panic 107
7.5 Improvise 109
7.6 Value living 110
7.7 Act like the natives 111
7.8 Live by your wits, learn basic skills 112
7.9 Summary of Part III 113
8.1 Communicating with and sustaining sponsorship of organizational leadership 120
8.2 Seeking sponsors: Applying sales concepts to building and sustaining support 122
8.3 Being a sponsor: Welcome to the "foreign element" 127
9.1 Setting goals and success criteria aligned with sponsor objectives 132
9.2 Understanding the current state of the organization:Readiness and Fit Analysis for CMMI 137
9.3 How do you tell if you've succeeded? 144
10.1 To appraise or not to appraise: Is that really the question? 152
10.2 Different appraisal philosophies 153
10.3 Managing the resources needed to plan and conduct appraisal activities 156
11.1 Developing and sustaining process improvement team members 162
11.2 Developing a team 164
11.3 Establishing improvement infrastructure to supportand sustain CMMI implementation 167
11.4 Staffing and organization 167
11.5 Creating and evolving a PAL (Process Asset Library) 170
11.6 Measurement system/repository 175
12.1 CMMI Business Analysis 180
12.2 Developing useful process guidance 181
12.3 Collecting/incorporating lessons learned from improvement activities 188
13.1 Finding/selecting pilots for CMMI implementation 191
13.2 Working with consultants 197
13.3 Deploying practices to the targeted organizational scope 199
13.4 Communication 207
14.1 What's next for you? 217
14.2 What's next for PI? 219
14.3 Summary of Part IV 221
15.1 An example of setting SMART goals 228
15.2 Performing a CMMI Business Analysis 230
15.3 Performing a Readiness and Fit Analysis 235
15.4 One-Hour Process Description method 238
15.5 Infusion and diffusion measurement 245
15.6 CSI (Crime Scene Investigation) technique + Chaos Cocktail Party 262
15.7 Additional resources 265
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