Discipline means "Say what you do, do what you say, and prove it". Quality Management Guru Edwards Deming has implemented operationally through his PDCA's wheel (Plan Do Check Action).
It is only recently that Quality Management Methods now enters in Software Engineering - they're only at the beginning so that very few firms have in fact enter the phase 2 described below. You can inspire from that.
http://www.developeriq.com/Magazinestories/03sep30CMM.php3
The following describes the five maturity levels of the SA-CMM, highlighting the primary process improvements made at each level.
1. Initial - The acquisition process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined and success depends on individual effort. For an organization to mature beyond the initial level, it must install basic management controls to instill self-discipline.
2. Repeatable - Basic acquisition project management processes are established to plan all aspects of the acquisition, manage requirements, track project team and supplier team performance, manage the project's cost and schedule baselines, evaluate the products, and successfully transition a product to its support organization. The project team is basically reacting to circumstances of the acquisition as they arise. The necessary process discipline is in place to repeat earlier successes on projects in similar domains. For an organization to mature beyond the level of self-discipline, it must use well-defined processes as a foundation for improvement.
3. Defined - The acquisition organization's acquisition process is documented and standardized. All projects use an approved, adapted version of the organization's standard acquisition process for acquiring their products. Project and contract management activities are proactive, attempting to anticipate and deal with acquisition circumstances before they arise. Risk management is integrated into all aspects of the project, and the organization provides the training required by personnel involved in the acquisition. For an organization to mature beyond the level of defined processes, it must base decisions on quantitative measures of its processes and products so that objectivity can be attained and rational decisions made.
4. Quantitative - Detailed measures of the acquisition processes, products are collected. The processes and products are quantitatively and qualitatively understood and controlled.
5. Optimizing - Continuous process improvement is empowered by quantitative feedback from the process and from piloting innovative ideas and technologies. Ultimately an organization recognizes that continual improvement (and continual change) is necessary to survive.
The structure of the SA-CMM is consistent with the SW-CMM. It is a staged model with Key Process Areas (KPA's) grouped at the five maturity levels shown on the chart below (Table 1).
It is only recently that Quality Management Methods now enters in Software Engineering - they're only at the beginning so that very few firms have in fact enter the phase 2 described below. You can inspire from that.
http://www.developeriq.com/Magazinestories/03sep30CMM.php3
The following describes the five maturity levels of the SA-CMM, highlighting the primary process improvements made at each level.
1. Initial - The acquisition process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined and success depends on individual effort. For an organization to mature beyond the initial level, it must install basic management controls to instill self-discipline.
2. Repeatable - Basic acquisition project management processes are established to plan all aspects of the acquisition, manage requirements, track project team and supplier team performance, manage the project's cost and schedule baselines, evaluate the products, and successfully transition a product to its support organization. The project team is basically reacting to circumstances of the acquisition as they arise. The necessary process discipline is in place to repeat earlier successes on projects in similar domains. For an organization to mature beyond the level of self-discipline, it must use well-defined processes as a foundation for improvement.
3. Defined - The acquisition organization's acquisition process is documented and standardized. All projects use an approved, adapted version of the organization's standard acquisition process for acquiring their products. Project and contract management activities are proactive, attempting to anticipate and deal with acquisition circumstances before they arise. Risk management is integrated into all aspects of the project, and the organization provides the training required by personnel involved in the acquisition. For an organization to mature beyond the level of defined processes, it must base decisions on quantitative measures of its processes and products so that objectivity can be attained and rational decisions made.
4. Quantitative - Detailed measures of the acquisition processes, products are collected. The processes and products are quantitatively and qualitatively understood and controlled.
5. Optimizing - Continuous process improvement is empowered by quantitative feedback from the process and from piloting innovative ideas and technologies. Ultimately an organization recognizes that continual improvement (and continual change) is necessary to survive.
The structure of the SA-CMM is consistent with the SW-CMM. It is a staged model with Key Process Areas (KPA's) grouped at the five maturity levels shown on the chart below (Table 1).
? It is about 65 years that Walter Shewart, invited by Edwards Deming, has began to spread his method through a major conference which becomes a book on foundation of Quality Method. But Deming knew it would be a slow process as he said - years ago - (I translate from french because I don't have the english version) "Half a century has passed since the important publication of this book. One more half century will probably be needed before the whole thinking of Shewart will be entirely known in Education, Science and Industry."
. Now I know only read the founders not the "modern" ones - That's what I said also for Technical Analysis don't trust the "modern" technical analysts authors who seem to have lost the true understanding of Market's action.
