To set the stage, I must admit that as a high maturity lead appraiser I often hear questions regarding the relevancy of CMMI to Six Sigma (6sigma). Although it would be nice to have a simple reply to CMMI’s 6sigma relevancy, unfortunately, I do not.  In truth there really is no simple “Yes it is relevant” or “No it is not relevant” response. I should note here, that is where the title for this little series comes in… CMMI is, in fact, more or less relevant to 6sigma; it really is not a “yes” or “no” thing.

I guess that lets the cat out of the bag, doesn’t it?  You can stop reading here if all you want is my bottom line on the question; because I just provided it.  My hope is that you might remain curious enough to hear more on where things fit with each other and where they might not. It is doubtful that I will address all the “hits” or “misses”. In my series posts on this subject, I will, however, try to highlight some of the bigger boulders.

So that’s it for the teaser article.  “Watch this space for more” as I attempt to address the question of whether CMMI is relevant to SixSigma.

Perhaps it is the linear thinkers in the CMMI world that cause people to think like this tweeter.

My patience with #CMMI zealots has finally run out…stop wasting my time with your endless documentation requests!

When I read this tweet I thought: “Who exactly makes endless CMMI documentation requests anyway?”

There is nothing within the CMMI or any related standard that says you should do stupid things and, endless documentation certainly fits nicely into the stupid things category. Certainly the CMMI and similar guides emphasize the requirements for management and teams to be trained, know which tasks are essential, and perform those tasks with discipline and effectiveness. But none of these requirements need result in endless documentation requests. So, what might cause them?

Could it be that the appraisers referred to by the tweeter quoted above are linear, check-list thinkers? Are there “union work to rule” appraisers out there? My 20 plus years of CMM/CMMI work would say, yes. Are there people out there teaching and coaching CMMI related concepts who are not engineers or developers but rather single minded process attorneys? Certainly there are. But, the CMMI world is no different in these deficiencies than the PMP, Agile or other “standards” world.

Successful implementation of any standard, method, or approach requires a thoughtful, holistic implementation with a nuanced understanding of the targeted business and application environment. An architectural approach with an eye towards a cohesive end state is also essential. Check-lists, linear thinking, and legalistic work to rule thought processes are not only a reason for failed CMMI programs but also a cause for cost over runs, poor performance, and frustration to all those involved. And those same traits ensure failure in any domain. The CMMI is not alone.

In addition both Judah and his partner Mark Rabideau are authorized to teach the one-day CMMI for Services supplement intended for people who are interested in the Services model and who have already completed the Introduction to CMMI for Development course. PEP partners are also certified as High Maturity SCAMPI Lead Appraisers for both the Development and Services models.

The course description from the SEI states:

This three-day course is the definitive introductory course about the CMMI for Services (CMMI-SVC) model. The course provides the knowledge you need to take your first steps with CMMI-SVC and is a prerequisite for any certification or subsequent course that calls for an Introduction to CMMI requirement.

CMMI-SVC is a comprehensive set of guidelines that helps organizations to establish and improve processes for delivering service. By adapting and extending proven standards and best practices to reflect the unique challenges faced in service industries, CMMI-SVC offers service providers a practical framework for achieving higher levels of service quality, controlling costs, improving schedule performance, and ensuring customer satisfaction.

The course is composed of exercises, discussion, and presentations with ample opportunity for participation. After attending the course, you will understand the concepts and issues related to CMMI-SVC.

Who should attend?

• Service providers and customers
• Process improvement practitioners and champions
• Appraisal team members
• Instructors and lead appraisers
• Professionals interested in service management concepts

What will you learn?

This course will help participants to:

• determine whether CMMI-SVC applies to your business context
• learn effective practices for defining, establishing, and managing service.
• sustain your improvement
• prepare for next steps, such as an appraisal or certification

Recently, the SEI released a new version of the CMMI model, CMMI for Services.  This model is based on the same concepts and principles as the original CMMI for Development model, but its focus and emphasis is on service delivery organizations.  Service organizations in such diverse fields as education, health care, telecommunications, and hospitality have begun using CMMI for Services as their standard and framework for process improvement and organizational performance.  Built on more than 20 years of success and experience, the new release of the CMMI model is especially valuable for organizations that are already using the original CMMI model in their development work, but that have been looking for a suitable way to apply the model to the service-oriented parts of their business, such as installation and field support, training, and Information Technology (IT) services.

PEP, Inc. is pleased to announce that it is among the first organizations certified by the SEI to teach the new 3-day Introduction to CMMI for Services course. In addition, also is authorized to teach the one-day CMMI for Services supplement intended for people who are interested in the Services model and who have already completed the Introduction to CMMI for Development course.  PEP partners are also certified as High Maturity SCAMPI Lead Appraisers for both the Development and Services models.

SEI-Certified SCAMPI Lead Appraisers for Services can use the SCAMPI appraisal materials, including appraisal team training materials, only to train appraisal teams and to lead appraisals on behalf of an SEI CMMI for Services Partner. SEI-Certified SCAMPI Lead Appraisers cannot use the materials to conduct appraisals independently or on behalf of organizations that are not licensed by CMU/SEI to conduct CMMI for Services appraisals. SEI-Authorized SCAMPI Lead Appraisers using CMMI for Services are not authorized to complete a SCAMPI A appraisal until 6 months after the release of the CMMI-Services Model.

As for the Services Supplement offering the SEI states:

This one-day course introduces service providers, appraisal team members, and process group members to CMMI® fundamental concepts related to service delivery. The CMMI for Services (CMMI-SVC) model defines effective practices that ensure quality services are delivered to customers and end users. Some types of services that would benefit from using CMMI-SVC include operations, logistics, maintenance, IT, and many other services in other government and industry.

SEI-Certified SCAMPI High Maturity Lead Appraisers (SCAMPI HM LAs) lead trained teams of professionals in the appraisal[...]  determine an organization’s process capability and/or maturity level.

Before [...] become[ing] a SCAMPI HM LA, you must

• Be a current SEI-Authorized SCAMPI Lead Appraiser in good standing
• Present evidence of having led at least two CMMI SCAMPI A Appraisals. (Note: CMM appraisal experience will not be accepted to this requirement.)
• Present successful completion of at least one course relevant to CMMI high maturity concepts and practices, (e.g., High Maturity with Statistics, Statistical Measurement, and Statistical Process Control). Qualifying courses must have been completed within the last five years.
• Show experience working in a high maturity process improvement environment in one of the following three areas:
  • Building/implementing HM practices or participation on at least one CMMI SCAMPI A Capability Level/Maturity Level 4 and/or 5 Appraisal as a team member or mini-team member
  • Developing/facilitating HM training
  • Statistical/quantitative management or modeling & simulation experience in support of managing/building products.

You may read more about the appraisal here.

To learn more about this outstanding PEP client, please visit their website.

The Software Engineering Institute (SEI) a federally funded research and development center sponsored by the U.S. Department of Defense and operated by Carnegie Mellon University holds the following marks:

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