Information Technology Reference
In-Depth Information
LESSON 2
Always keep in mind that the CMMI is primarily about “what you are
expected to do,” not “how you do it.”
The “how you do it” should always be open for discussion. By keeping Les-
son 2 in mind as the TWGs dig deeper in discussion, they are opening options
they might not have previously understood existed in terms of “how” a given
expected practice in the CMMI model can be legitimately achieved.
Another good question to ask yourself as you are digging is:
Is there a problem in the organization because this practice as we are reading
it in the CMMI model does not appear to be followed?
INSIGHT
If there isn't a problem in the organization related to a given
expected practice, it is likely the intent of the practice is being achieved.
Keep digging and you will uncover what that technique is and probably find
something worth sharing with others in your organization.
One valuable side effect of “digging deeper” is that often these TWG discus-
sions lead subject matter experts to uncover what I refer to as a “local”
practice. A “local” practice is one that works very well to achieve a given
CMMI expected practice, but the practice just grew up as part of the organi-
zation's culture and wasn't even viewed by most as part of any “process.”
5
These “local” practices are often found in organizations where culture is
taken for granted. I have in fact discovered many such practices during a gap
analysis and then reiterated them with TWGs afterward, reminding them of
what they had told me during the interviews. This kind of memory jogger
has been one of the main reasons I like to sit in on client TWGs at times to
help facilitate the process and remind them of their own processes.
Other common examples of powerful processes in Agile organizations often
taken for granted include brainstorming sessions on white boards, mainte-
nance of informal team task lists, and early product demonstrations with
customers. These are all examples of real processes that work, can be docu-
mented, and can be shared across the organization.
5. Examples of “local” practices discussed later in the topic include the “Undocumented super-spread-
sheet” resource management process, and “Doorway” risk management process.
