CMMI for Outsourcing: Guidelines for Software, Systems, and IT Acquisition
- By Hubert Hofmann, Deborah K. Yedlin, John Mishler, Susan Kushner
- Published Mar 16, 2007 by Addison-Wesley Professional. Part of the SEI Series in Software Engineering series.
- Copyright 2007
- Dimensions: 7-3/8x9-1/4
- Pages: 464
- Edition: 1st
- ISBN-10: 0-321-47717-0
- ISBN-13: 978-0-321-47717-0
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Product Author Bios
Hubert F. Hofmann, PMP, and Deborah K. Yedlin were members of General Motors' (GM's) global systems development organization during the preparation of this book and were among the principal authors of the initial CMMI for Acquisition (CMMI-ACQ).
Hubert Hofmann, currently with Telefónica Deutschland, was a global senior manager of information systems and services for GM, responsible for standardizing and improving acquisition processes and system delivery. In that role, he led GM's worldwide adoption of the CMMI-ACQ. Dr. Hofmann was a member of the CMMI-ACQ Advisory Board and the CMMI framework architecture team. His past writing includes a highly regarded book on requirements engineering and more than 25 other publications. He holds a Ph.D. in business informatics from the University of Regensburg, Germany.
Deborah Yedlin, currently with Borland Software Corporation, was the global director of verification and validation, information systems and services, at GM. Her work at GM around process improvement and measurement was the catalyst for initiating work with the Software Engineering Institute (SEI) to develop a CMMI model designed for acquiring organizations. Ms. Yedlin was the GM representative on the CMMI Steering Group as the CMMI-ACQ was developed. Her past writings include case studies on the implementation of information systems in academic institutions. Ms. Yedlin holds an MS in information management from Wayne State University and an MBA from Oakland University.
John W. Mishler, a Visiting Scientist in the SEI's acquisition support program, helped pilot an earlier version of the CMMI-ACQ with numerous U.S. Department of Defense (DoD) program offices. He also has led SEI-independent technical assessments for large DoD software-intensive programs and teaches SEI CMMI and software acquisition courses. As president of the Wayfinding Group, Inc., Dr. Mishler consults in software and systems engineering, aeronautical logistics, and information systems. He holds a Ph.D. in public policy from The George Washington University.
Susan Kushner is currently a senior technical writer for an industry leader in advanced network storage solutions. She was formerly a writer and editor at the SEI, where she served as the communications point of contact for the acquisition support program. In that role, she planned, organized, and edited technical reports and other materials about the acquisition of software-intensive systems. Ms. Kushner holds an MS in technical communications from Rensselaer Polytechnic Institute.
"By following the guidance contained in [the CMMI-ACQ and this book], you'll be able to build an organic acquisition capability that will position your organization to successfully set the scope of engagements with suppliers, keep suppliers and in-house users focused on a common picture of success, and deliver capabilities that will position your organization as a leader in your market or mission for years to come."
--From the Foreword by Brian Gallagher
Director, Acquisition Program, Software Engineering Institute
Increasingly, both commercial and government organizations are acquiring key software, systems, and IT functions instead of building them. Yet all too often, the technology solutions they purchase cannot be sustained successfully. Now there is a comprehensive solution: the CMMI for Acquisition (CMMI-ACQ) model, which connects the widely adopted CMMI 1.2 framework with established industry best practices for acquisition and outsourcing.
This book is a practical introduction to the initial CMMI-ACQ and its use in all phases of technology acquisition. Developed under the leadership of the Software Engineering Institute (SEI) and General Motors (GM), the CMMI-ACQ combines CMMI's successful process discipline with techniques proven to work in GM's own extensive outsourcing program. Reflecting the unique insights of key players in the development and early implementation of the CMMI-ACQ, the book covers the entire acquisition project lifecycle, presenting real-world stories as they might occur in your own organizations, insider experiences, tips, tricks, and pitfalls to avoid.
The topics discussed here include: determining when outsourcing is and is not appropriate; developing acquisition strategies and aligning organizational structure with them; capturing accurate requirements; specifying realistic design constraints; writing effective RFPs; selecting, managing, and collaborating with suppliers; negotiating contracts; managing risk; and "measuring for success."
CMMI for Outsourcing® will be valuable to any organization that wants to achieve better results from technology acquisition. It will be especially helpful to organizations already involved with CMMI-related process improvement and to companies that partner with them.
Chapter 1: Introduction to the CMMI-ACQ
Chapter 2: Getting Started
Chapter 3: Engineering Solutions
Chapter 4: Delivering Solutions
Chapter 5: Accelerating Acquisition Improvement
Appendix: Overview of CMMI-ACQ
About the Authors
4 of 4 people found the following review helpful
perhaps not too different from [regular] CMMI,
This review is from: CMMI® for Outsourcing: Guidelines for Software, Systems, and IT Acquisition (Hardcover)CMMI is a heavyweight process for software development, as well you should know, if you are at all considering this book. The twist here, compared to earlier books that focus exclusively on CMMI, is what happens if you also outsource. So now at the corporate level, there are two parties, your company and a supplier.
The gist of the book involves a few, crucial aspects. One is to treat the supplier more as a partner. At some level, perhaps as akin to a subsidiary of your company, co-equal to the other divisions or groups within the company. Another is to have a very clear idea of what metrics you need. And you must have metrics, to have any realistic chance of monitoring progress, both inhouse and outsourced.
Yet another aspect is to standardise as completely as possible the various work processes. Especially where these cross the boundary between your company and the supplier.
You might find that if your company has already implemented some internal... Read more
1 of 1 people found the following review helpful
lots of valuable information; unconventional written format,
This review is from: CMMI(R) for Outsourcing: Guidelines for Software, Systems, and IT Acquisition (SEI Series in Software Engineering) (Paperback)This book has been assigned reading for a sourcing and acquisition class at Colorado Technical University Online (ctuonline.edu). While there is a lot of valuable information pertaining to Carnegie Mellon's CMMI-ACQ model the reading appears to be scattered and disorganized as a result of the selected format, much of which is this sort of formal interview and chat format. It makes for broken thoughts and a difficult read in my humble opinion.
The book really starts on page 335 which is the 80-page appendix. If you are willing to purchase the book for 80 good pages then it would be a worthwhile investment. However, if a 400+ page book needs to represent a more authoritative reference then there might better choices available.
3 of 6 people found the following review helpful
The strength of CMMI FOR OUTSOURCING lies in its real-world scenarios,
This review is from: CMMI® for Outsourcing: Guidelines for Software, Systems, and IT Acquisition (Hardcover)College-level and technical computer libraries seeking a solid software engineer's reference will find CMMI For Outsourcing an important reference acquisition: it provides a basic introduction the initial CMMI-ACQ protocols and its use in technology acquisition, covering techniques proven to work in GM's own outsourcing program and reviewing the acquisition project lifecycle. The strength of CMMI FOR OUTSOURCING lies in its real-world scenarios and stories which reflect practical organizational and insider experience, including common tricks and pitfalls.
› See all 3 customer reviews...
Online Sample Chapter
Table of Contents
Chapter 1: Introduction to the CMMI-ACQ 1
1.1 What Is CMMI-ACQ? 2
1.2 The Structure of This Book 3
1.3 Our Team: Recruiting the Project Manager 4
1.4 Introducing the Supplier's Representatives 13
1.5 The First Meeting with the Supplier's Reps 14
1.6 Recruiting the Internal Customer 19
1.7 Meeting with the Executive Board 20
1.8 The Way Forward 26
Chapter 2: Getting Started 27
2.1 Charting the Strategy 29
2.2 A Strategy Meeting with Senior Executives 32
2.3 From Strategy to Plan 45
2.4 Partnering with Suppliers 65
2.5 Summary 113
Chapter 3: Engineering Solutions 119
3.1 Focus on Value 120
3.2 Specify Realistic Design Constraints 143
3.3 Practice Agility 164
3.4 Summary 182
Chapter 4: Delivering Solutions 187
4.1 Treat Each Project as a Whole Endeavor 188
4.2 Manage Project Risks 208
4.3 Measure for Success 220
4.4 Let's Go Live (and Live to Tell About It) 244
4.5 Summary 262
Chapter 5: Accelerating Acquisition Improvement 267
5.1 The Need for Process Stability 270
5.2 Establish Standardized Work Processes 290
5.3 Smooth Sailing 301
5.4 Leading the Charge for Change 309
5.5 Summary 330
Appendix: Overview of CMMI-ACQ 335
About the Authors 423
Downloadable Sample Chapter
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