In order to better enumerate the sources of Six Sigma and CMMI individually, below is a brief listing of each set of ‘roots’. (Please be aware: Neither listing is 100% complete nor 100% agreed upon by practioners from within each field!)

Over the next several posts, I will discuss in this topic in greater detail.  Again, as I noted at the outset of this series, should you have any queries, concerns, or items you wish to see discussed, please use our contact page to let me know.

I guess I should note, it is my opinion that both CMMI and SixSigma efforts primarily involve human change, and human change is more about people and sociology than it is about numbers.  So in that spirit I will begin this series by noting that possibly the most obvious area of synchronicity between CMMI/SixSigma involves the recognition and need for high quality management communication.

Both worlds acknowledge and emphasize that good, effective communications form a key component in building effective process improvement programs.  A good process improvement communications network relies upon both clear and understandable message transmissions (just like an effective computer network does!).  Simply stated, conflicting messages, erroneous, or irrelevant information are the greatest contributors to process improvement project failures.  There is little more damaging to the success of a project or program than confusing, conflicting communications.

CMMI and Six Sigma both stress that preparing your organization for its improvement effort requires consistency in all messages and communications be they verbal, written, non-verbal, direct, or indirect.  It is essential that new or pre-existing process improvement concepts, tasks and efforts be stated in terms readily understood by those who are expected to embark on any change.  This means everyone must effectively be “in the loop”, including those you might assume are not going to be impacted.

If everyone is to understand your plan(s), it goes without saying, that those plan(s) must be communicated in terms everyone can understand!  Do not err by focusing on a too narrow subset of the population for your communications, better to over communicate than to ‘miss-communicate’.

Over the next several posts, I will discuss in this topic in greater detail.  Again, as I noted at the outset of this series, should you have any queries, concerns, or items you wish to see discussed, please use our contact page to let me know.

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.

Assessment Signifies Engineering and Project Management Excellence

Hunt Valley, Md. – January 20, 2010 — AAI Corporation, an operating unit of Textron Systems, a Textron Inc. (NYSE: TXT) company, announced today that the company has been appraised to Capability Maturity Model Integration (CMMI®) Level 3. Covering systems engineering and project management functions within AAI’s Hunt Valley, Md., Unmanned Aircraft Systems, Test & Training Systems and Advanced Systems organizations, the successful December 2009 assessment was led by Mark Rabideau, a licensed lead assessor and Six Sigma master black belt from Process Enhancement Partners, Inc. appraisal to CMMI Level 3 is an explicit requirement in many U.S. military development solicitations.

The CMMI five-level model was developed by the Software Engineering Institute, a federally funded research and development center principally funded by the U.S. Department of Defense. Within the internationally recognized five-level guide to process improvement, Level 3 is titled “Defined,” which means that processes are proactive and tailored for the organization. Level 3 organizations such as AAI can configure and deploy processes to meet the unique circumstances of each development effort, then share best practices and data across the organization for continuous improvement.

AAI previously secured and maintains a CMMI Level 5 assessment for its systems software function. CMMI Level 5 is titled “ Optimizing,” and is an indication that the organization is focused on data-driven process improvement.

“At AAI, we have a culture of continuous improvement, grounded in the fact that the smarter and more efficiently we work, the faster we can make our products and services available to the troops that need them,” says Senior Vice President and General Manager Ellen Lord. “AAI’s achievement of CMMI Level 3 in program management and systems engineering, along with reappraisal of the software function at Level 5, highlight our ability to be both agile and competent in the application of engineering and management to development and integration of systems.”

About AAI

AAI Corporation and its indirect wholly owned subsidiaries Aerosonde Pty Ltd and ESL Defence Limited design, produce and support industry-leading aerospace and defense products and services, including unmanned aircraft and ground control technologies; high-fidelity training and simulation systems; automated aerospace test and maintenance equipment; armament systems; and logistical, engineering, supply chain and operational support services. AAI Corporation is an indirect wholly owned subsidiary of Textron Inc. More information is available at www.aaicorp.com.

About Textron Systems

Textron Systems Corporation has been providing innovative solutions to the defense, homeland security and aerospace communities for more than 50 years. Known for its unmanned aircraft systems, advanced marine craft, armored vehicles, intelligent battlefield and surveillance systems, intelligence software solutions, precision smart weapons, piston engines, test and training systems, and total life cycle sustainment services, Textron Systems includes AAI Corporation, Lycoming Engines, Overwatch, Textron Defense Systems and Textron Marine & Land Systems. Textron Systems Corporation is an indirect wholly owned subsidiary of Textron Inc. More information is available at www.textronsystems.com.

About Textron Inc.

Textron Inc. is a multi-industry company that leverages its global network of aircraft, defense, industrial and finance businesses to provide customers with innovative solutions and services. Textron is known around the world for its powerful brands such as Bell Helicopter, Cessna Aircraft Company, Jacobsen, Kautex, Lycoming, E-Z-GO, Greenlee, and Textron Systems. More information is available at www.textron.com.

We hope you find the presentation informative.

Should you wish to explore the applicability of CMMI-SVC to your organization further, please contact PEP directly.

Should you or your organization be interested in collaborating with PEP in this endeavor, please use our contact page to let us know.

…mark (Rabideau)