Information Technology Reference
In-Depth Information
INSIGHT
Historically there has been a tendency for people to read
things into the CMMI model that are not there and thus create unneces-
sary non-value-added work for themselves. By understanding and using
the CMMI model practices as they were intended, you can help align your
real processes with your real process needs and objectives.
2.9 Why More Organizations Don't Prune and Lean Their
Processes Today
One comment I have repeatedly heard is that “pruning” is a great idea, so
why don't more organizations do this? I have never heard any organization
indicate they didn't like this idea, but the reason many organizations don't
do it is that it requires a commitment of the time of key people in the organi-
zation who really use the processes. Usually these people are just too busy
with direct contract work and the priority doesn't allow this to happen.
Nevertheless, if your organization is experiencing a high percentage of resig-
nations as LACM was, consider allocating a percentage of the time of key
people to such an effort. A small investment in pruning and leaning just
might pay high dividends in the long run.
2.10 Understanding the CMMI Model Intent to Help Your
Organization Succeed
When an organization uses the CMMI model as LACM did, you can expect to
find yourself asking questions leading to different decisions related to process
needs and priorities. When used this way, the model becomes more of a tool
or an aid assisting the decision-making process—which leads to Lesson 2.
LESSON 2
The CMMI model is not a set of dictated practices. It is a model that is
intended to be used to “reason” about our processes to help us ask the
right questions leading to an understanding of our weaknesses and areas
of needed improvement.
