Information Technology Reference
In-Depth Information
3.19 Why the Unprecedented Success at LACM?
I observed two key activities at LACM that most likely accounted for the
organization's unprecedented success. First, Senior Management is heavily
engaged, driving process improvement alignment with business objectives
from the top down.
LESSON 7
Identify and focus on the handful of key priorities the organization consis-
tently uses to drive the business.
Second, there exists a continuous grassroots improvement effort engaged
across the organization, and these efforts are increasingly multidisciplinary.
While this organization has so far decided not to formally pursue CMMI
level 4 and 5, they are reaping benefits of level 4 and 5 practices by using
them informally together with Lean and Agile techniques.
12
LESSON 8
Monitor what is actually happening on active projects using related informa-
tion to choose subprocesses to assess more closely. This will allow you to
address key trouble spots unique to your business in a more timely fashion.
Then move on to the next trouble spot.
3.20 Diddling in DOORS: A Story about Real Work
Management and Measurement
Following are words from a conversation I had with a Program Manager that
provides another potential candidate to apply Agile techniques together with
high CMMI level practices (CMMI level 4, 5). This Program Manager's respon-
sibilities include the management of a set of core products that are commonly
used across multiple projects in a CMMI high maturity organization.
12. The reason LACM is not formally pursuing CMMI level 4 and 5 is that they have heard from a CMMI
level 5 sister division that they had experienced exorbitant costs “proving” to the appraisal team their
process improvements were real. One of the main objectives of the CMMI Version 1.3 is to ensure the high
maturity practices are understood the same way by lead appraisers, the organization, and the SEI, and
these planned changes should lessen the frequency with which such disconnects happen.
