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CMMI项目实践

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课程介绍

内容大纲

1) “削足适履”还是“通体舒畅”？——CMMI实践的常见问题
某媒体采访某通过CMMI3级企业的员工，问：过了CMMI后有什么感想？员工回答：以前不怎样关注文档，但现在要写很多文档，觉得规范了很多。当然这是面对媒体时的回答，如果是作为朋友的你私下问他，他的回答可能是：累死了，不过终于过级了，以后不需要写这么多文档了！

本节为你分享CMMI过级中常见的各种问题，后续为你分享如何应对这些问题，如何让CMMI实用？

2) 理解CMMI
CMMI并不等于重型开发，实施CMMI也不需要企业具备什么特别的基础条件，但CMMI往往被套上“不实用”“不是大公司玩不起”等标签，这往往是因为最开始理解CMMI的时候已经出现了严重偏差。
一些CMMI的资料苦涩难懂，但我们将会以“破天荒”的角度为你分享CMMI的“书本外知识”，无论你之前是否了解过CMMI，你会发现CMMI原来这样可爱，原来可以这样实用！本节要点：
被忽略而又很重要的CMMI基础知识
理解CMMI 2-5级
案例：公司聚餐活动用CMMI 2-5级如何来组织？
软件项目用 CMMI 2-5级如何做？
深入理解统计过程控制（六西格玛）
案例：野炊与电饭煲煮饭的区别

软件项目如何应用统计过程控制（六西格玛）

3) 实践CMMI
“先有后优”，“先僵化在固化然后再优化”可能是很多公司实践CMMI的基本策略，然则这样的策略严重违背了CMMI的初衷，违背了“持续改进”的基本原则，可能会给企业带来巨大的伤害，而员工会对CMMI甚至对公司丧失信心。
一些企业领导或EPG很想在哪个地方“借鉴”一套流程，移植到本公司强力推行，这样的做法其实是相当落后的。本小节为你分享循序渐进的、让公司和员工都身心愉快的过程改进实践。本节要点：
组织架构及人员上的准备。
从无到有，实践出真知，循序渐进的改进策略。
持续升级项目管理水平。
持续升级工程类活动的工作水平。
持续升级组织类活动的工作水平。

目录

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CMMI 遇上敏捷

CMMI 遇上敏捷

226 1

挑战六西格玛

挑战六西格玛

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CMMI中的团队管理（图文）

CMMI中的团队管理（图文）

99 1

认识软件度量（图文）

认识软件度量（图文）

92 0

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