If you use an Internet search engine and type in the terms “CMMI & benefit”, you will find numerous examples about how to introduce CMMI successfully. These examples range from improvements in cycle time, response time, defect/problem reduction, cost savings, and productivity increases up to predictions of shipped defects. However, these numbers need to be looked at very carefully as:
- No single organization can achieve all of these benefits at the same time
- Not every solution is valid for all organizations
- Each organization has its unique objectives, constraints, requirements, and competitors.
- Not many organizations are capable of actually measuring improvements or process changes and their effects.
- It typically takes months or even years to anchor changes and achieve the desired benefits.
- Each organization must answer the following question for itself: where am I losing my money?
Example: Of course, it would be nice to find 90% of all defects before you begin testing. However, you also have to consider the costs and the situation of the organization you work for. If you are building satellites for instance, this strategy may be a good one, but in “normal” situations, this strategy may not be the best one (especially, if you are not willing to invest three days of work to create one line of code).
Thus, the bottom line is as follows: Yes, you can achieve many benefits by using a model such as CMMI for process improvement, but this course of action should be taken only after you take your organization and its present situation into consideration.
The Term “Process Orientation”
Various interpretations of the term “process orientation” abound. However, usually the following principles best describe this term:
- Processes and organizational structures are customer-focused
- The emphasis is on processes that add value and efficiency during product creation and service delivery
- Continuous improvement of processes within the organization
- Systematic prevention of unnecessary activities and control of the interfaces within and outside of the organization.
An example that further explains these concepts is LEAN Development. The LEAN principles focus on the prevention of “waste” - and on the goal of achieving lean processes (see next figure).
Figure: Process orientation as a result of waste prevention
Waste within service organizations can mean that:
- Risks and problems are identified and handled too late
- Quality is tested into the product or service instead of quality being designed into it
- Instead of referring to previous knowledge and results, the wheel is reinvented every time
- The service is product-centered; not customer-centered
Specific support for preventing “waste” in service organizations can be found in the new model “CMMI for services”. CMMI for services summarizes the best practices from industry, and it is a base for process orientation in service organizations. One big advantage of this model is that the model possesses a concept that measures and continuously improves the process maturity.
Typical characteristics of immature processes are as follows:
- Processes are ad hoc and improvised by practitioners and management.
- Process descriptions are not rigorously followed nor are they fit for use.
- Performance is highly dependent on current practitioners.
- Understanding of the current status of a service is limited.
