Information Technology Reference
In-Depth Information
2.1 What You Will Learn in This Chapter
• Where to start a process improvement effort to get the most value for
your investment
• Why the way many organizations use the CMMI model costs more than
necessary and fails to provide the promised payback
• Te c h n i q u e s t o a l i g n p ro c e s s i n i t i a t i v e s w i t h re a l b u s i n e s s o b j e c t i v e s
• How one process mature organization increased its agility using the
CMMI model
• Tw o s p e c i f i c e x a m p l e s t o i n c re a s e a g i l i t y
• CMMI appraisal options not well understood
• An alternative approach to increase agility along with related advan-
tages and disadvantages
2.2 LACM Case Study Background
LACM is a successful high-tech organization focusing on the U.S. defense
market. In 2007, the organization experienced its greatest success in the his-
tory of the company. With over fifty active projects, only two were
experiencing any difficulty with respect to cost, schedule, and customer sat-
isfaction goals. The organization achieved a CMM level 3 many years ago
and a CMMI level 3 in 2008. The 2008 CMMI process improvement effort was
initiated high up in the organization.
2.3 Where to Start When Using the CMMI Model to
Increase Agility
When you begin a CMMI-based process improvement effort, there is not a
single required starting point or specific method for using the model, but the
approach taken at LACM might be the best I have ever witnessed at a large
U.S. defense company.
While this initiative was partially motivated by the drive to achieve a CMMI
level 3 formal rating because new business opportunities were demanding it,
