Evaluating CMMI: When is it a Good Fit?
Software development is a process that may benefit from CMMI. The SEI reports that, on average, software businesses dedicate 65 percent or more of their engineering dollars to addressing quality issues. This means that only one-third of the organization is actually creating something. Through the application of CMMI, software organizations can reduce this cost of quality to 40 percent or less, ultimately freeing up funds to pursue actual product development.
CMMI is about process improvement. More specifically, it about improving processes involved with managing how organizations develop or acquire solution-based wares. So an important question to first consider is: Do you feel that you should be looking at improving your processes?
CMMI normally begins with an informal evaluation, also known as an appraisal or gap analysis. No ratings are associated with this evaluation; the results are used to set the approval priorities of the business. Other less formal appraisals may be done as well. Finally, there is a more formal “Class A” appraisal that compares the process or processes you wish to change with a CMMI model. This leads to a “maturity score” ranging from one through five, where the highest number signifies the greatest level of “maturity” for the organization. This evaluation does require investments of time, manpower, and financial resources, and it is the only one that can result in a level rating
These types of appraisals are typically conducted for one or more of the following reasons:
• To identify how well the organization’s processes compare to CMMI best practices and identify areas for improvement.
• To inform external customers and suppliers (where necessary or desirable) about how well the processes of the business compare to CMMI’s best practices.
• To meet contractual requirements that mandate CMMI (for one or more customers).
Smith advises that formal business appraisals using CMMI models must adhere to the requirements defined in the Appraisal Requirements for CMMI (ARC) document. The evaluations focus on identifying opportunities for improvement and comparing CMMI best practices to the processes being used by the organization. Evaluation teams use a CMMI model and ARC-conformant appraisal method to guide their evaluation of the business and report conclusions. The results of the appraisal are then used (e.g., by a process group) to plan process improvements.
Smith cautions, “If your goal is not a level rating, you can do without the formal appraisals, but you will still need to work with people who know what’s in the model. And the model documents can run 700 pages or more,” he points out. At the very least, there should be personnel available who have been through process improvements or organizational change activity. Without this experience in-house, a business may need to invest in an outside consultant and trainer in order to be able to use this tool for process refinements.
The CMMI Decision
So how do you decide if CMMI is the right approach for your organization? As Smith suggests, “That depends on what you’re trying to accomplish.” Of course, the decision is also dependent on the size and resources of the business.
Some feel that CMMI is unnecessary if the business is the master of its own specifications. While looking at CMMI could be an advantageous consideration for those in search of change management tools, those businesses that are not compelled to implement CMMI solutions through RFP or contractual obligation might benefit from a different approach.
There are some obstacles for those who need or want CMMI modeling for managing process improvements. The greatest obstacle can be a lack of knowledge as to what is in the model. The model is substantial, and stakeholders should have at least a core understanding prior to making the decision to embark on the journey. An important step is evangelizing CMMI to senior management, who would have to provide both policy input and necessary funds for the project. Selling executives on change and change management is a non-trivial task. An ROI presentation might be in order, even in cases where CMMI is mandated by contract.
There are some improper or ineffective ways to implement CMMI. Probably the least advised approach is mandating process improvement procedures in a vacuum. An example of such a situation might be where a business gathers a project group, which subsequently develops process documents and says, “Here is how we do project management….” Smith asserts, “If they don’t consult those who actually do the work, it won’t work well.” Simply, the people who are using the processes must be included in the development.
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