Recent article: Software Process
For many organizations like ours, the interim target of achieving ISO 9001 or CMM levels is a daunting task. Discipline is no fun -Organizations readily acknowledge that striving to address projects according to ISO 9001 or CMM guidelines requires the creation of new procedures. It is vital to the success of improvement efforts to realize that process change entails cultural change and its human nature to resist change. Numerous social and technical barriers must be overcome to effect lasting improvement.

My organization aimed for ISO 9001 certification and then CMM level 2 and Level 3 assessment approximately one and half year back and knew that it would be grilled thoroughly by the ISO auditors and CMM assessors. For Software Process Improvement first we need to know your strengths and weaknesses so that the management can scope the improvement effort. Only with this knowledge can we customize an infrastructure for process improvement. We have had success with plans tailored according to the Software Engineering Institute's CMM model. This includes formation of Software Process Engineering Group, who know their roles, responsibilities, charters, and action plans, which helps you develop a charter and vision and to establish a clear match to organizational goals and objectives. They will be much more effective if they receive the right formal and informal training. One pivotal decision was "not to reinvent the wheel", but seriously consider Industry Best Practices.