Using plain language and illustrations, the author identifies the most critical concepts of the CMMI, and shows how to turn these concepts into real process improvements.

News Flash! There Is a Level 1! Quiz: What Do You Think? What Do You Believe? The Model and the Reality Slash-and-Burn versus Natural Process Improvement CMMI's Place in the Process Improvement Universe Inside Maturity Level 1 Writing and Documentation Do's and Don'ts Quiz: What Did You Learn? What Will You Do? The Role of Roles What Do You Think? What Do You Believe? The Model and the Reality The Power of Knowing Who Does What What Is a Role? What Are Responsibilities? Defining Roles Defining Interorganizational Roles Do's and Don'ts What Did You Learn? What Will You Do? Managing the Process Improvement Project What Do You Think? What Do You Believe? The Model and the Reality Go Where Everyone Has Gone Before Establish a Common Language Determine the Starting Point for CMMI Process Improvement Planning the CMMI Process Improvement Project Monitoring and Controlling the Process Improvement Project Do's and Don'ts What Did You Learn? What Will You Do? Process Improvement Strategies That Work What Do You Think? What Do You Believe? The Model and the Reality Thinking Outside CMMI for Process Improvement Applying a Systems View to Process Improvement Process Improvement: Good, Fast, or Cheap Natural Process Improvement through Weeding and Nurturing Business and CMMI Alignment Organizational Learning and Process Improvement Work Product-Based Approach to Process Improvement Integrated versus Vertical Approaches to Process Improvement Do's and Don'ts What Did You Learn? What Will You Do? Five Critical Factors in Successful Process Definition What Do You Think? What Do You Believe? The Model and the Reality Why a Chapter on Process Definition? 187 Critical Factor 1: Make the Process What People Do Critical Factor 2: Plan Process Definition Work Critical Factor 3: Define the Process Language for Your Organization Critical Factor 5: Focus on Process Implementation Assets Do's and Don'ts What Did You Learn? What Will You Do? Acquiring Process Expertise and Tools What Do You Think? What Do You Believe? The Model and the Reality Process Improvement - Make versus Buy Process Improvement Cannot Be Outsourced Some Really Bad Reasons Organizations Acquire Process Expertise or Tools Why Buy Instead of Make Using IDEAL for Process Acquisition Decisions The Maturing Client-Consultant Relationship Decision Criteria for Purchasing Process Tools The Number One Consultant or Vendor Selection Criteria: Trust Do's and Don'ts What Did You Learn? What Will You Do? Effective Change Leadership for Process Improvement About You, about the Quote, and about the Future Our Future is Yours Alone The Difference between Managing and Leading Change A View of CMMI from the Board Room Doing All the Right Things for All the Wrong Reasons Why Process Improvement Is So Difficult The Leader's Role in CMMI Process Improvement Proven Techniques for Leading Process Improvement Process Improvement Myths and Methodologies About This Chapter How Myths Are Born CMMI and Process Implementation Myths Appraisal Myths Appendix A References