CMMI for services : guidelines for superior service
CMMI® for Services (CMMI-SVC) is a comprehensive set of guidelines to help organizations establish and improve processes for delivering services. By adapting and extending proven standards and best practices to reflect the unique challenges faced in service industries, CMMI-SVC offers providers a pr...
| Otros Autores: | , , |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
[Place of publication not identified]
Addison Wesley
2011
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| Edición: | 2nd ed |
| Colección: | The SEI series in software engineering CMMI for services
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628865506719 |
Tabla de Contenidos:
- Cover
- CONTENTS
- PREFACE
- ACKNOWLEDGMENTS
- PART ONE: ABOUT CMMI FOR SERVICES
- 1 INTRODUCTION
- Do You Need CMMI?
- How Does CMMI Help You to Solve These Problems?
- How Can CMMI Benefit You?
- Evolution of CMMI
- CMMI Framework
- CMMI for Services
- Important CMMI-SVC Concepts
- 2 PROCESS AREA COMPONENTS
- Core Process Areas and CMMI Models
- Required, Expected, and Informative Components
- Components Associated with Part Two
- Supporting Informative Components
- Numbering Scheme
- Typographical Conventions
- 3 HOW TO START USING CMMI
- Important Roles in Process Improvement
- SCAMPI Appraisals
- CMMI Training
- An Approach to Getting Started
- How to Get There
- 4 ACHIEVING PROCESS IMPROVEMENT THAT LASTS
- Overview
- Lasting Improvement
- Understanding Generic Practices
- Understanding Capability Levels
- Using Capability Levels
- Understanding Maturity Levels
- Using Maturity Levels
- Using Capability Levels and Maturity Levels
- Equivalent Staging
- Achieving High Maturity
- 5 RELATIONSHIPS AMONG PROCESS AREAS
- Relationships that Drive Service Establishment and Delivery
- Relationships that Drive Service Management
- Lifecycles
- 6 ESSAYS ABOUT CMMI FOR SERVICES
- A Changing Landscape
- Expanding Capabilities across the "Constellations"
- CMMI for Services, with a Dash of CMMI for Development
- Enhancing Advanced Use of CMMI-DEV with CMMI-SVC
- Multiple Paths to Service Maturity
- Using CMMI-DEV and ISO 20000 Assets in Adopting CMMI-SVC
- Experience-Based Expectations for CMMI-SVC
- An IT Services Scenario Applying CMMI for Services: The Story of How HeRus Improved Its IT Services
- Are Services Agile?
- What We Can Learn from High-Performing IT Organizations to Stop the Madness in IT Outsourcing
- Public Education in an Age of Accountability.
- Applying CMMI-SVC for Educational Institutions
- Plans Are Worthless
- CMMI Ensures Vehicle Insurance Services
- Security and CMMI for Services
- PART TWO: GENERIC GOALS AND GENERIC PRACTICES, AND THE PROCESS AREAS
- GENERIC GOALS AND GENERIC PRACTICES
- CAPACITY AND AVAILABILITY MANAGEMENT
- CAUSAL ANALYSIS AND RESOLUTION
- CONFIGURATION MANAGEMENT
- DECISION ANALYSIS AND RESOLUTION
- INCIDENT RESOLUTION AND PREVENTION
- INTEGRATED WORK MANAGEMENT
- MEASUREMENT AND ANALYSIS
- ORGANIZATIONAL PROCESS DEFINITION
- ORGANIZATIONAL PROCESS FOCUS
- ORGANIZATIONAL PERFORMANCE MANAGEMENT
- ORGANIZATIONAL PROCESS PERFORMANCE
- ORGANIZATIONAL TRAINING
- PROCESS AND PRODUCT QUALITY ASSURANCE
- QUANTITATIVE WORK MANAGEMENT
- REQUIREMENTS MANAGEMENT
- RISK MANAGEMENT
- SUPPLIER AGREEMENT MANAGEMENT
- SERVICE CONTINUITY
- SERVICE DELIVERY
- SERVICE SYSTEM DEVELOPMENT
- SERVICE SYSTEM TRANSITION
- STRATEGIC SERVICE MANAGEMENT
- WORK MONITORING AND CONTROL
- WORK PLANNING
- PART THREE: THE APPENDICES
- A: REFERENCES
- B: ACRONYMS
- C: CMMI VERSION 1.3 PROJECT PARTICIPANTS
- D: GLOSSARY.
