CMMI Case Study

Written By: Subrata Guha

1.0 Objective
DQS has conducted an integrated assessment combining ISO 9001, ISO 20000-1, ISO 27001, CMMI-DEV and CMMI-SVC. This case study explains the approach used and benefits derived from this method. All data used in this document are indicative. Actual data could not be shared to protect the confidentiality of the customer.

 

Real World Changes to ISO 9001 and ISO 14001 Standards

Over the past few years we have seen a global consensus emerge on the content and vocabulary of the two basic management systems standards, ISO 9001 and ISO 14001. As the final versions get to ballot by over 120 country representatives, it is important to recognize and thank the volunteer experts representing all stakeholders.  It is an impressive achievement that represents the interests of a global community.

The newly revised standards reflect the real world of businesses in their vocabulary, intent, and requirements to drive improvement in products and services.  The context in which an organization operates, or its interested parties, drives decision making in most organizations, big or small.  Evaluating the risks or opportunities under changing circumstances is the real world environment across all levels of the organization. Successful leadership takes into account the impact or the influence an organization has across its boundaries, either up or down the supply chain. Engaging people to create a culture that cares about the environment in which it operates, or the quality of its products and services, is the hallmark of successful leadership.  Sustainable profitability, reputation, and positive brand image are created by companies that drive consistent performance globally under changing circumstances while using data to drive decision making for effective processes and systemic change.  

An x-ray into the working of a globally successful company shows all the above or a combination of the above good business practices.  The revised ISO 9001 and ISO 14001 standards can now claim to reflect the framework for successful companies without the obtuse terminology of “standards” and clearly establish the linkages for executive leaders to drive business strategy through management systems standards. These revised standards clearly provide the right direction for companies to improve performance and be nimble in the global economy.  The impact of changes to ISO 9001 and ISO 14001 will be far more so as the impending changes to sector specific standards drive change across industries such as automotive, aerospace, chemical, telecommunications, medical, energy, and information security. Now is the time to seize the opportunity for a competitive advantage and lead your organization to a sustainable success.

Ganesh Rao

August 2015

ISO 9001 for Small Businesses now available as ePub

ISO has just launched an ePub edition of one of its most successful publications, ISO 9001 for Small Businesses. The original paper publication, in plain language and through numerous concrete examples from a wide range of sectors, helps small and medium-sized enterprises (SMEs) to understand and implement ISO’s globally known standard for quality management systems, ISO 9001.

The new ePub edition provides new benefits, including:

 

MORE: http://www.iso.org/iso/home/news_index/news_archive/news.htm?refid=Ref1669

Aligning ISO 9001 with the new ISO/IEC 20000-1

You might be asking, “how does it help an ISO 9001 certified organization adopt ISO 20000-1?

Let’s look at the structure of ISO 9001:2008. Management system requirements in ISO 9001 are defined in 5 sections:

Section 4 – Quality management system

Section 5 – Management responsibility

Section 6 – Resource management

Section 7 – Product realization

Section 8 – Measurement, analysis and improvement

Only section 7 provides requirements for service design and delivery. The remaining sections provide requirements for the management system framework. Now let’s look at the structure of ISO 20000-1:2011. Section 4 (Service management system general requirements) is essentially a concise version of sections 4, 5, 6 and 8 of ISO 9001:2008. So, an ISO 9001 certified organization should have a robust foundation established for their service management system.

Now, an organization could just consider revisiting the implementation of section 7 (ISO 9001) requirements with the help of ISO 20000-1. This is essentially an elaboration of “Product realization” using IT services specific processes. So, just replace section 7 of ISO 9001 with sections 5, 6, 7, 8 and 9 of ISO 20000-1 and your Quality Management System (QMS) will become a Service Management System (SMS). It makes good business sense to align these two standards.