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Happy 2007 Everyone!

It's been far longer than I care to be guilty of since my last post. But, there you have it. It's been over a month since I last visited these pages. In fact, in the next few weeks I may have a jump in posts -- because I know what's coming down the lane along my personal and professional horizons....

In any case, "busy" is a term without much meaning these days. After all, with so few people being all that great at time management and claiming to be too "busy" as an excuse for taking responsibility for managing their lives, I wouldn't want to insult anyone by using that term too loosely.

So, how's your year going for you so far?

For me, the year has started off sprinting. Like being chased by a hungry carnivorous animal faster than me. OK... to scale, my 1 year old is probably faster than me, but you get the idea.

My entropy is way up. Between new clients and unsolicited inquiries, in the last 30 days, I've more than doubled the number of companies I'm currently working with. "Working with" combines companies that continue or have renewed their relationships, companies that have become clients, and companies that have shown a serious interest in becoming clients.

The exact number is not for public consumption. But it's impressive. Unless you're me. It's startling to me.

BUT...

The volume of businesses I am speaking with has allowed me to get a strong sense of what companies are doing "out there" and where their needs are, and how much traction my way of implementing CMMI is gaining. It also gives me the opportunity to learn what companies are looking for, why they're contacting me and to do some research.

Like when I find out that a company recently spoke with another CMMI consultant/lead appraiser/instructor. Why are they talking to me? What did they see/hear/learn that has them looking to vet other consultants?

One such inquiry led me to find the following post. It is simply excellent. Kudos to Shawn Presson, currently of Apogen Technologies.

Although the post is nearly 3 years old, it is still excellent advice. A number of the inquiries I mentioned were from companies to whom I will show this article. Many of them are chasing a level rating and don't like being told it will take time and effort.

I will repeat the analogy I've used many times before: Heath and well-being.

Just like in process improvement, no health benefit will come from paying someone to go to the gym for me or eat the diet I ought to be eating. I will definitely *not* feel rested if I pay someone to sleep 9 hours a night for me, take naps for me, or go on vacation for me.

If I want to lose weight, gain muscle mass, eat a healthy diet and get enough rest, not only must I do these things myself, but I must allow these things the time for them to have a benefit. I can't rush myself to lose 4 or 40 pounds and I can't expect to have someone come over and declare me "9% body fat" just because I show them the sign-in logs at the gym or receipts from the food store.

These are "indirect evidence" at best. (Sorry, couldn't help myself with a little SCAMPI humor.)

The direct evidence that I've got the discipline and am on the path towards a healthier me is in what I can show for having gone to the gym, eaten properly, and gotten enough R&R to allow my mind and spirit to catch up with my body. (So far, not doing too well on the whole R&R bit.)

You get my point?

I may be being asked to come and talk to some number of the aforementioned inquiries just to validate or be played off of someone else's advice or proposal, but whatever the reason, my intention is to convey this message:

Process Improvement is not something you buy in a box, off a shelf, or hire someone to do for you. Companies must do it themselves. It doesn't matter what development approach a company takes. The same discipline that goes into engineering technical solutions must be applied toward engineering process solutions. If you want someone to wave their hands over you and bless you with a level rating, go get someone else.