Approach
Adapted a formal process improvement model*
- Start by operating with Level 5 characteristics (measurement, process change management, product goals, . . .)
- Include technology and management (vs. management only)
Leveraged multiple industry process benchmarks simultaneously
- Integrated CMM and ISO into common tool--ISO complements CMM
- Rallied the entire organization, not just the software element
Separated process details and models from core project organizations
- Formed senior process team responsible for understanding and interpreting benchmarks/process
- Projects focused on generating products; process team focused on process detail
- Trained projects in assets and key practices, not in ISO or CMM
* Quality Improvement Paradigm (QIP)