View Larger Image	James R. Persse O'Reilly Media, Paperback, Published September 2006, 350 pages, ISBN 0596102178
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Today, technology has become too much a part of overall corporate success for its effectiveness to be left to chance. The stakes are too high. Fortunately, the idea of 'quality management' is being reinvigorated. In the last decade process programs have become more and more prevalent. And, out of all the available options, three have moved to the top of the chain. These three are:

• The 9001:2000 Quality Management Standard from the International Standards Organization;
• The Capability Maturity Model Integration from the Software Engineering Institute; and
• Six Sigma, a methodology for improvement shaped by companies such as Motorola, Honeywell, and General Electric.

These recognized and proven quality programs are rising in popularity as more technology managers are looking for ways to help remove degrees of risk and uncertainty from their business equations, and to introduce methods of predictability that better ensure success.

Process Improvement Essentials combines the foundation needed to understand process improvement theory with the best practices to help individuals implement process improvement initiatives in their organization. The three leading programs: ISO 9001:2000, CMMI, and Six Sigma--amidst the buzz and hype--tend to get lumped together under a common label. This book delivers a combined guide to all three programs, compares their applicability, and then sets the foundation for further exploration. It's a one-stop-shop designed to give you a working orientation to what the field is all about.

Table of Contents

Preface

Part One. Process and Process Improvement

1. Introduction
     A Path of Quality
     The Innovation/Chaos Paradox
     Marshal Extra Forces If-
     Moving Forward
     Summary

2. The Case for Process
     An American Success Story
     The Conscious Organization
     Some Number Stories
     Six Common Myths
     Benefits of Process
     Summary

3. Establishing Your Process Program
     Using IDEAL
     Establishing Executive Sponsorship
     Aligning with Business Objectives
     Identifying Improvement Opportunities
     Establishing the Process Team
     Choose Your Model (or Not)
     Developing Process Program Components
     Training
     Program Rollout
     Institutionalization
     Helpful Change Agent Skills
     Summary

4. Sustaining Process Improvement
     1. Remember What You Do
     2. Weld Business Success to Program Success
     3. Participate
     4. Training
     5. Support Compliance
     6. Active Feedback Mechanisms
     7. Promote Performance Incentives
     8. Celebrate Success
     9. Public Announcements
     10. Measure, Measure
     11. Periodic Reassessment
     12. Appreciate the Journey
     Summary

Part Two. Three Major Process Improvement Standards

5. ISO 9001:2000
     A Brief History of ISO 9001:2000
     ISO 9001 Ownership
     The Structure and Design of ISO 9001:2000
     ISO 9000: Sections 1 Through 3
     Section 4. Quality Management System
     Section 5. Management Responsibility
     Section 6. Resource Management
     Section 7. Product Realization
     Section 8. Measurement, Analysis, and Improvement
     For a Deeper Look
     Summary

6. The Capability Maturity Model Integration (for Development)
     A Brief History of CMMI
     CMMI Ownership
     Technology Disciplines Covered Under CMMI
     CMMI-Dev Structure and Design
     Generic Goals of CMMI
     The Process Areas of CMMI
     Project Management Process Areas
     Engineering Process Areas
     Support Process Areas
     Process Management Process Areas
     Implementing CMMI
     For a Deeper Look
     Summary

7. Six Sigma
     A Brief History of Six Sigma
     Six Sigma Ownership
     Six Sigma Structure and Design
     Define
     Measure
     Analyze
     Improve
     Control
     The Six Sigma Team
     For a Deeper Look
     Summary

8. Considerations for Adoption
     Summary

Index

About the Author

James R. Persse, PhD is an IT professional specializing in Process Management, Continuous Quality Improvement, Software Process Improvement, Industry Best Practices Design, and Cultural and Organizational Change. He has held executive positions in the healthcare, telecom, and technology industries, and serves now as a process consultant for companies adopting CMMI, ITIL, ISO 9001:2000, and CobiT.

20 years in the technology industry; PhD in Management & Process Improvement; Implement successful CMMI programs across multi-industry disciplines. Carnegie Mellon University / Software Engineering Institute (CMU SEI) Authorized Lead Appraiser and CMMI Instructor;SEI Partner

Author of: Implementing the Capability Maturity Model. (2001). John Wiley & Sons: New York.

Bit x Bit: Topics In Technology Management. (2000). Little Hill Press: Atlanta.

"Overview of the Capability Maturity Model." (2000). Matrix Resources Professional Series: White Paper.

"Project Management in a Matrix-managed Environment." (1998). Management Press: White Paper.

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