Information Technology Reference
In-Depth Information
Unfortunately, not all organizations understand this lesson or use the model
as it was intended. Too often, we find that organizations are just “going
through the motions” when it comes to SP 1.1 of OPF, and creating an
abstract process needs statement that doesn't really get to the real issues
affecting the business. As a result, such statements are rarely used to drive
real process related decisions within the organization.
I don't mean to make this sound easy. When I challenged one organization
by telling them their process needs description was too general to be useful,
the response I got was that if they made it more specific it would soon be out
of date. I replied that is why the practice starts with the words “establish and
maintain.” Those words mean not just to document it, but “document and
use” it, which implies it needs to have enough value to be usable.
It also implies that when it is no longer accurate because business conditions
change, you should want to update it, so you can continue to use it as active
criteria to make on-going continuous value-added process improvement
decisions.
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2.11 Options You Have in Using the CMMI Model for
Appraisals
Multiple options are available using the CMMI model when appraising an
organization. Some organizations only think about using the model for a for-
mal appraisal (referred to as a SCAMPI
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A) with the goal of obtaining a
rating. Experience has shown that great value can be achieved by using the
model less formally to appraise an organization with the goal of determining
the as-is process situation and identifying potential opportunities for
improvement. This type of appraisal effort can also be used to aid discus-
sions leading to a better understanding of the organization's real process
needs. We did this at LACM prior to the formal appraisal in 2008 and its ben-
efits were enormous in terms of helping the organization focus its follow-on
process improvement efforts.
My experience indicates when an appraisal team faces the pressures of
Senior Management's expectations on achieving a certain CMMI level
8. In the GEAR case study discussed later, you will see an example of the cost of misalignment between
real process needs and on-going process improvement initiatives.
9. SCAMPI stands for Standard CMMI Appraisal Method for Process Improvement.
