However, because this chapter
consists of summaries of the process areas, anyone wishing to get a better idea of
the model, no matter which representation is to be used, can benefit from this
chapter. Once again, we are not attempting to teach the CMMI. We simply offer a
condensed version of the various areas and key points to consider.
Mo ing from le el 4 to le el 5
At Level 5, an organization has achieved all of the goals of Levels 2, 3, and 4. Level
5 concentrates on improving the overall quality of the organization??™s processes by
identifying common causes of variation (as opposed to special causes of variation
at Level 4), determining root causes of the conditions identified, piloting process
improvements, and incorporating the improvements and corrective actions into the
Organization??™s Set of Standard Processes (OSSP) or, as appropriate, just the project??™s
defined process. Although innovative, radical approaches to introduce change
into an organization are often undertaken, most organizations have found that an
incremental approach works better and has longer-lasting results.
Pages:
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
300
301
302