Comments on: CMMI Limits Growth

By: Bill Atteberry

Bill Atteberry — Sat, 09 Oct 2010 18:53:08 +0000

I absolutely, positively couldn’t agree more with the position. In fact more CMMI initiatives fail for this very reason than any other. My position has always been to on MA and the generic practices to ensure you create a culture of on-going improvement. The information needs that drive the business decisions are the drivers of organization change. That is where the vaule of the improvements can be measure and thus maintained, even as the organizational structure may change. The business drivers don’t.

Leveraging CMMI to improve the business occurs, not because CMMI is a technical model but because it is a behavioral model.

By: George Zack

George Zack — Sat, 09 Oct 2010 13:09:32 +0000

This me of folks who define a physical fitness goal in terms of their weight. The weight is the same thing as a CMMI rating. They are not sure how they are going to get to that weight, or why, or even if it is a good idea really – but dagblamit, they need to loose 30 pounds.

Instead of focusing on business goals, or in this analogy, their fitness, they focus on a rating or their weight.

Neither is successful. We know that weight loss programs almost invariably have their participants bounce back on their pre diet weights, unless they are focused on a broader health and fitness initiative. My observation is that those who focus on CMMI ratings may also achieve those ratings, but also bounce back to their pre CMMI initiative behavior.

Which all is to say – you have to do things for the right reasons or you won’t do them.

By: Anonymous

Anonymous — Sat, 09 Oct 2010 01:40:38 +0000

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