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Every development organization can benefit by paying attention to process improvement, yet all too many "process improvement initiatives" fail to deliver on their promises. In this concise book, two of the field's leading consultants present easy-to-apply techniques for achieving rapid and quantifiable benefits -- and then maintaining your momentum to deliver even greater value over time. Drawing on their experience with more than 3,000 developers and 100 organizations, Neil S. Potter and Mary E. Sakry show you exactly what works -- and what doesn't work. Next, they present a step-by-step guide to identifying your best opportunities for process improvement, deploying changes effectively, and tracking your progress. The book also includes a detailed example plan document designed to help you jumpstart your process improvement initiative. Making Process Improvement Work includes a foreword by noted software process expert Karl Wiegers. For all developers, project and IT managers, and clients seeking to maximize the effectiveness of the software development process and the value of the software it delivers.
A Goal-Problem Approach for Scoping a Software Performance Improvement Program
How to Monitor Software Process Improvement
Management Role: Ensuring That Software Process Improvement Sticks
Pat O'Toole's Dos and Don'ts of Process Improvement: DO (or is it Dont?) Lead by Example
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Align the Reward System
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Ask Different Questions
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Become a Learning Organization
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Establish the Alignment Principle
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Exercise Restraint With Alphabet Soup
Pat O'Toole's Dos and Don'ts of Process Improvement: Do Exit Staged, Right?
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Firm Your Firm by Reaffirming
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Generate Size Estimates, Naturally
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Keep Your Eye on the Prize
Pat O'Toole's Dos and Don'ts of Process Improvement: Do Set the Stage for Continuous Improvement
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Take Time Getting Faster
Pat O'Toole's Dos and Don'ts of Process Improvement: DO Your Level Best To Stay Under the Threshold
Pat O'Toole's Dos and Don'ts of Process Improvement: Don't Carry Old Baggage on a New Journey
Pat O'Toole's Dos and Don'ts of Process Improvement: DONT Expect a Miracle
Pat O'Toole's Dos and Don'ts of Process Improvement: DONT Foul Up Size Tracking
Pat O'Toole's Dos and Don'ts of Process Improvement: Dont Maintain a Low Profile
Pat O'Toole's Dos and Don'ts of Process Improvement: DONT: Attend Industry Conferences
Practical Project and Process Documentation
Project Management for Web Sites: Solid Pre-Production is the Key
Real Process Improvement: Getting What You Need
Shoestring Process Improvement — Don't Stop Because Times Are Tough
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Download the sample pages (includes Foreword and Index)
Foreword vii
Preface ix
Acknowledgments xv
Chapter 1: Developing a Plan 1
Scope the Improvement 4
Develop an Action Plan 23
Determine Risks and Plan to Mitigate 38
Summary 49
Chapter 2: Implementing the Plan 51
Sell Solutions Based on Needs 52
Work with the Willing and Needy First 57
Keep Focused on the Goals and Problems 71
Align the Behaviors of Managers and Practitioners 73
Summary 75
Chapter 3: Checking Progress 77
Are We Making Progress on the Goals? 78
Are We Making Progress on Our Improvement Plan? 87
Are We Making Progress on the Improvement Framework? 88
What Lessons Have We Learned So Far? 101
Summary 113
Conclusion 115
Appendix A: Mapping Goals and Problems to CMM 117
Appendix B: Mapping Goals and Problems to CMM and CMMI 125
Appendix C: Action Plan Example 133
Appendix D: Risk Management Example 139
Appendix E: Mini-Assessment Process 145
References 157
Index 161