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.

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

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)

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.

The SEI has recognized PEP, Inc. as an early adopter of the CMMI-SVC model, as a result of our work in support of training and use case development. Both PEP partners are now authorized by the SEI to provide the following services:

• Teach the one-day CMMI for Services supplement, designed to provide background on the new model to people who have already completed the three-day Introduction to the CMMI-DEV course, Version 1.2. (This training qualifies a person to be a Team Member on a CMMI-SVC SCAMPI team.)
• Lead SCAMPI appraisals (classes A, B, and C) using the CMMI-SVC model. (Note that, since the model is newly released, the SEI will not be accepting SCAMPI-A appraisal results against the CMMI-SVC model until September, 2009.)

(Please also note that a new three-day Introduction to the CMMI-SVC course, one that will not address the Development model, is now under development at the SEI. PEP is supporting the development of this course, and plans to make it available to clients once it is released by the SEI.)

This new model will be especially valuable for organizations that perform both engineering development and services delivery. These organizations will now be able to expand the coverage of their CMMI-based process improvement activities to include their service delivery activities. It will also allow new organizations, ones that provide services but perform little or no engineering development, to gain the benefits of CMMI-based process improvement. The increases in delivered quality, in work efficiency, and in effort predictability that have been realized by development groups for many years will now be available to service delivery groups as well.

For more information on the CMMI-SVC model, and how it can help improve the performance of your organization, please contact PEP.

A good friend of the entire PEP team, but more importantly internationally respected for his innovative thinking on both human and technical issues, Jerry Weinberg is recognized as a pioneer of software testing, starting with Project Mercury in 1958. A highly influential author, lecturer, and consultant, he draws on experiences gained in all three roles, as well as from a long technical career as a software developer and researcher. Jerry has written on topics ranging from computer systems and programming to education,problem solving, and writing.

Judah Mogilensky was one of the book’s contributing authors.  Congratulations to Jerry & Judah!

You may purchase the book at Dorset House.

Can you use Six Sigma to achieve CMMI ML3 and higher?

The answer I have arrived at is an unequivocal, YES. To prove my point I just completed a Master Black Belt project that precisely attends to this assumption. Contact PEP for more information!

…mark

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

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