When World's Collide Integrating a CMMI QMS with ISO 9001:2015
Hilary Benoit, Director of Quality, WRSystems, Ltd., Ledbury, Herefordshire, United Kingdom
Keywords: Integrated QMS s, CMMI -Dev, ISO 9001:2015
ISO 9001:2015 and CMMI are increasingly required as differentiators in the government contracting world, and whereas many organizations choose to address various standards and models by developing multiple, standalone quality systems, it is more efficient and maintenance-friendly to combine them. This presentation will focus on the successful implementation and maintenance of CMMI and ISO 9001:2015 requirements into an organization-wide, fully integrated QMS. As a mid-sized systems integration company doing business in both the Federal and Commercial marketplace, WRSystems has successfully implemented an ISO 9001-compliant QMS with the CMMI-Dev. model. With the recent transition to ISO 9001:2015, new areas of focus for our QMS included the concept of risk-based thinking, and the need to revise our measurement plan to better align with the organization s strategic direction and goals. ISO 9001:2015 meshed well with our company s culture and goals of customer satisfaction and continual improvement and provided the glue that enabled our operational processes many of which were designed to comply with CMMI -Dev. practices to run smoothly and feedback into the organizational strategic goals. For example, we found that CMMI s risk management practice was useful in addressing ISO s risk-based thinking, and CMMI s Monitoring and Measurement practice guided us in developing a more robust and organization-wide measurement program. In this case, merging the company s annual measurement plan with a Balanced Scorecard approach naturally led us to address organizational strategic goals, satisfying both ISO 9001:2015 and CMMI-Dev. ISO 9001:2015 provided us with overall control of our documented information, engaged our top management, and enabled us to include other process areas (e.g., HR, Accounting, IT Support) in the QMS, whereas CMMI-Dev. was more focused on operations. Where there were challenges in meshing the two sets of requirements, we found that incremental changes to the QMS were best accomplished through the company s process improvement program (i.e., process action teams).