Effective 11/17/08, the SEI announced that they are performing audits of all CMMI High Maturity appraisals. They also announced and published the criteria being used for the High Maturity Audits. They note that the criteria in no way limit the application of the model or its intent or judgments made during an appraisal, nor do they relieve the organization from fully implementing the model.

Click this link if you wish to read the full announcement and view the criteria themselves.

PEP is very pleased to announce that Judah Mogilensky has been recognized by the SEI as one of the early adopters of CMMI-SVC v 1.2.  You can read the SEI announcement here.

Effective 1 June 2008, Mark Rabideau completed and is now a 6 Sigma Master Black Belt.

Mark’s final project involved the creation of a detailed program to assist engineering organizations attain CMMI version 1.2 Maturity Level 3 using 6 Sigma Techniques

Read the official announcement

The Three C’s of Process Improvement

There are many factors that affect the success of a process improvement program. But the most important success factors can be categorized as the 3 C’s:

Commitment

Every process improvement guide cites demonstrated management commitment to process improvement as a key factor to success. Demonstration means as much active participation as possible. It is not enough to “pay the bill” and provide the necessary funding. Here are some useful questions: “How often does our sponsor ask questions about the details of progress?” “How has our sponsor changed his/her behaviors to lead the improvement effort?” “Can we comfortably provide feedback to our sponsor on their behaviors?”

Communication

Communication is often undervalued during a process improvement effort. Issues beyond the announcement of new processes should focus on the need for improvement and the progress accomplished. Communication should be varied, relying on the internal web-site, paper flyers and posters, and social events (e.g. a pizza lunch funded by the process improvement program), and other opportunities to share information. A publicly-administered award system aids in communication. Remember that communication must be bi-directional – listening to feedback on what is working and what is not (and why) is equally valuable to communicating what is and will be happening with regard to process improvement.

Collaboration

When the few provide guidance to the many, resistance to change increases. Every employee may not be an active participant in the process improvement effort. However, the feeling that they are adequately represented in decision-making counts toward participation. Some believe that collaboration slows things down. But like a good project, spending that extra time up front enables an easier and quicker adoption later. And by using communication effectively (see above), incorporating effective feedback facilitates collaboration without consuming as much time. Increasing collaborative efforts enables the seeding of process owners and experts throughout the organization, providing those local champions that bolster sponsorship commitment.

PEP’s coaching and mentoring in these (and other) areas help our clients make successful process improvement part of their organizational culture.