L
Loaf73
Would like first say, this forum is an excellent source of info and was very happy to stumble across it. Now I can search forums, and not get introuble for doing work related duties
I work for a gov't organization, that is involved in life cycle management of products and services for a specific type of product. (Don't want to get into to much detail due to the sensitivity issues) We are involved in all aspects of LCM from R&D to deployment support.
Many moons ago we embarked on the Malcolm Baldrige Quest for Excellence Journey and have had some success with this frame work. Not to many years ago, we also embarked on the CMMI v1.1 journey for one of our centers that focused on SW development. Most recently we have begun to develop an OSP to ensure we have a process oriented approach to developing our core products, by leveraging IPT and a project oriented approach to doing work. This has had some mixed results due to many reasons.
Currently we have many schools of thought as to where to take our entire organization. I currently feel, that we do not have an integrated quality management system, and have tried recommending ISO 9001:2000 as an overarching QMS for the entire organization. This would be augmented by additional requirements from Baldrige criteria, and we would absorb our CMMI specific framework into clause 7 (Product Realization) as well as other areas that CMMI maps to. There would be also unique requirements that would have to be added.
Some folks would like to deploy CMMI across the enire organization to include primary organizational elements involved in LC management of products to our support elements that include Business Developement, Financial Management, as well as Human Capitol and other Enterprise functions.
My question is has anyone that has been involved with ISO, looked at integrating CMMI into their current QMS architecture, and was it applied to the ENTIRE ORG, or was it to just portions (such as centers, divisions, or branches).
With CMMI, the underlining theme is that you run as a project, and this would seem to imply that you would run all departments within your org as projects?
Any insight appreciated. PROS/CONS.
VR
ALex
I work for a gov't organization, that is involved in life cycle management of products and services for a specific type of product. (Don't want to get into to much detail due to the sensitivity issues) We are involved in all aspects of LCM from R&D to deployment support.
Many moons ago we embarked on the Malcolm Baldrige Quest for Excellence Journey and have had some success with this frame work. Not to many years ago, we also embarked on the CMMI v1.1 journey for one of our centers that focused on SW development. Most recently we have begun to develop an OSP to ensure we have a process oriented approach to developing our core products, by leveraging IPT and a project oriented approach to doing work. This has had some mixed results due to many reasons.
Currently we have many schools of thought as to where to take our entire organization. I currently feel, that we do not have an integrated quality management system, and have tried recommending ISO 9001:2000 as an overarching QMS for the entire organization. This would be augmented by additional requirements from Baldrige criteria, and we would absorb our CMMI specific framework into clause 7 (Product Realization) as well as other areas that CMMI maps to. There would be also unique requirements that would have to be added.
Some folks would like to deploy CMMI across the enire organization to include primary organizational elements involved in LC management of products to our support elements that include Business Developement, Financial Management, as well as Human Capitol and other Enterprise functions.
My question is has anyone that has been involved with ISO, looked at integrating CMMI into their current QMS architecture, and was it applied to the ENTIRE ORG, or was it to just portions (such as centers, divisions, or branches).
With CMMI, the underlining theme is that you run as a project, and this would seem to imply that you would run all departments within your org as projects?
Any insight appreciated. PROS/CONS.
VR
ALex