Proper and Improper Use of CMMI

Just a few thoughts on some questions to pose as a sort of “guide” for whether or not you might expect benefits and value from using CMMI.  These also have the benefit of helping CMMI be implemented in a more lean/agile approach.

When implementing CMMI, Are you seeking . . .

• Improvement or Compliance?
• Empowerment or Definition?
• Clarity & Awareness or Constraints & Rigidity?
• Bottom-up input or Top-down direction?
• To understand whether what you’re doing is working?  or Whether you’re doing what the process says?

In this case, we also value the things on the left more.

:-)

The things on the right are a longer road, with questionable benefits and many risks.  The things on the left get you to benefits and value sooner with less carnage and baggage.

Take your pick.

Getting Started with CMMI and/or Agile.

Why you're probably not equipped to be asking the the questions!

Starting a CMMI or Agile initiative is a culture-changing endeavor.  Don't underestimate the changes you'll undergo.

Both CMMI and Agile often require fundamental shifts in culture that usually results in making <gasp!> changes to how things are in your business!

This in-your-face provocative < 3min video is intended to alert executives interested in either CMMI or Agile (or both) that there are no easy answers as to the question often on their lips: “what does it take to do ____ ?”  And, that to do justice to their business, they’ll need to devote some time to understanding even the basic context in which to understand any answers they receive (let alone use) about deciding to move forward with an improvement effort.

After all, if everything were going perfectly now, executives wouldn’t be seeking changes to improve, so when it comes to making improvements, there’s going to have to be change -- so get ready!

(I’m assuming [big time] that moving forward with either CMMI or Agile is to achieve some improvement in something!)

In my next installation, I’ll talk about what to do when you really only need a CMMI ‘level’ and aren’t so much interested in any improvement.

After a bit of disappointing information... Time to grow up!

What turned out to be a failed meeting with a far away  prospect reinforced lessons I learned a while ago.... 


About what it takes to be successful in business, with Agile, with CMMI, and about creating a culture of excellence.


Can't wait for the lesson?


Here's the bottom line:  the discipline to improve shows up all the time, everywhere and in every action.  Failure to respect time, respect what people know, and the experience/expertise of your subordinates are all BIG CLUES that your organization doesn't have the culture or discipline to succeed.  Even when you're in the middle of hiring someone to help you get it.