It's time for our re-appraisal. What version of CMMIshould we use?

Hey Jeff,

We’re up for our second CMMI appraisal.  We want to know when CMMI v1.3 was released, and can we still use CMMI v1.2?

_ Blz

Hey, Blz,

I hope you have a jar of marmalade handy.  Because, as of today, CMMI v1.2 is toast.

Here’s what’s happened since your last appraisal:

·      CMMI v1.3 was released around this time last year by the good folks at the SEI.

·      SCAMPI v1.3 was released in March 2011.

·      CMMI v1.2, as of today, is toast.  Retired.  Kaput!

Soooooo.... that means three things:

·   

            You can no longer conduct a CMMI v1.2 appraisal. Well, you COULD conduct one, but it just would not be accepted by the SEI!  So if your CMMI Consultant tells you to do it, don't. If he does, you should "retire" him too!

·         You can now conduct your CMMI v1.3 Appraisal against SCAMPI v1.3 or SCAMPI v1.2 until March 2012.  Got a headache yet?

·         Then SCAMPI v1.2 will be toast, too.  After March 2012 everything will be in harmony - SCAMPI v1.3 and CMMI v1.3.  yayyyyyy!


    I've stopped teaching the CMMI v1.2 course in my CMMI Training classes already.  I don't think I've taught one since last December.

Got it?

Now get outta here, Blz.  With all this talk about toast and SCAMPI you’re making me hungry!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, Candidate SCAMPI Appraiser Observer, author, and consultant with years of real-world experience with the CMMI in all types of organizations.  Jeff has taught thousands of students and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Learn more about CMMI Appraisals at www.broadswordsolutions.com

Can we be CMMI Level 3 without losing our agility?

Dear CMMI Appraiser, I’ve been enjoying your posts about Agile and CMMI.  I am the founder of an Agile organization that has grown to 40 people.  We aren’t about process at all, but I’d like to see us adopt more of a CMMI Level 3 mindset.  Our CMMI Consultant tells us we're pitiful and need help.  Can companies like ours become CMMI compliant without losing the flexibility and freedom that makes us who we are?  ~Louis

Louis,

Hmmm.  Not a very nice thing for your CMMI Consultant to say about you...isn't he the one supposed to be giving you help?  


Yes, companies like yours really can achieve great benefit from using both CMMI and Agile.  The combination allows you to exploit synergies that have the potential to dramatically improve business performance.

However, when you say you aren’t about process, I would challenge that.  If you are really using Agile techniques, you are, without a doubt ALL about process!  As I tell the attendees in my CMMI Training class,  that’s nothing to be ashamed of! It's ok, we all know :)  You should be proud that you’ve been able to stay flexible while incorporating useful processes like daily stand-ups, planning poker, and more.  A good CMMI Lead Appraiser should be able to recognize those things as useful to your organization and make some suggestions for making them even better.

The good news about CMMI is that it aligns very well with all of the major Agile methods.  And it can be used to make those things even better! For example, take a look at how the CMMI practices correspond with some of the more common agile techniques: 

This should help your organization start to move in a direction where you can use the CMMI to help improve and still be Agile and light-weight.  The truth is, not only can you be light and Agile, but you can still have choices that will meet the needs of each project.  Choices are what give you the freedom to be who you are, and to do it the right way for each given situation.  If you were to come to me for some CMMI Consulting I would offer you this same advice.

Many people mistakenly believe that, in order to adopt the CMMI, they need to adopt a culture of rigid compliance that kills your freedom.  Nothing could be further from the truth.  It's all about choices - something the SEI calls "tailoring."

At this point, Louis, adopting the CMMI in your Agile organization may be the adventure you are ready for.

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, Candidate SCAMPI Appraiser Observer, author, and consultant with years of real-world experience with the CMMI in all types of organizations.  Jeff has taught thousands of students and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Learn more about CMMI Appraisals at www.broadswordsolutions.com

What Process Areas should the SEPG be assessed on?

Dear Appraiser, 


In planning an SEPG review, I am including OPD, OPF, and OT Process Areas in scope.  Am I on the right track for an internal audit that is limited to the SEPG group covering only those 3 PA's?


I have a PPQA role in the organization and have been asked to do an internal SEPG review of a newly formed development group targeting a CMMI Appraisal at ML3 in 2012 ~Ingrid


Dear Ingrid,

When you say "SEPG" I am going to assume you mean "the people responsible for the process."  The SEPG is not strictly part of CMMI, but in my CMMI Training classes I spend a good deal of time talking about the role and types of people who should serve in this important group.  This group goes by many names (a little bit like Gandalf in Lord of the Rings), but usually focuses on the prioritization, approval, development, deployment, and monitoring of the set of techniques and processes used by your organization.

If you started 10 years ago, you must have a very mature SEPG with its own processes that are improved, maintained and monitored.  If you're close to being appraised at ML3, I'm sure you have ALL of that under control! ;)

As steward of the process, the SEPG (or EPG, EPI, SPEG, PIT, etc) performs and improves many of the practices in OPF, OPD, and sometimes even OT.  I say "many" because there are some that address process infrastructure (like "Process Asset Library" and "Measurement Repository") that are not practices at all.  And then there are some that are often performed by other people like "Deliver Training" in OT.  The SEI has done a decent job at spreading the wealth!

So OPD and OPF are good places to start.  Easy right?  

WAAAAAAAAAAAIIIIIIIT!  Not so fast!

Depending on how it has been structured over the year, there are probably other practices to consider.  The CMMI Appraiser in me is asking "how about GP 2.8" for all of the Process Areas?"  Who is monitoring the process if not the SEPG?  How about GP2.9 and the aggregate data that's collected for compliance?  Who is looking after that.  Trending of metrics?  Reporting to management on process performance (GP2.10)?  How about managing improvement ideas (GP3.2) and managing tailoring guidelines (IPM)?  These are all things a CMMI Appraiser or CMMI Instructor will be on the lookout for.

Another way to think about it, as opposed to by Process Area, is to consider all of the things needed to maintain, monitor, and improve the process infrastructure - and that's what you need to be looking at.  If the SEPG doesn't do those things - who does?  As a CMMI Consultant I often spend more time working with the SEPG than I do working withe teams to develop the process!


Training could be a whole other ball game.  Sometimes the SEPG handles training - sometimes it's part of HR or another part of the company.  Just remember that, if the SEPG handles it, they need to be sure that a training "capability" is in place.  Another word for that is "infrastructure."  If they sanction "OJT" as their method that might work, if they actually DO have OJT training that has an infrastructure.  With your sized organization I would assume a more formal program that included strategic and tactical plans, materials, trained trainers, and well defined training for practitioners by role. If I were providing CMMI Consulting to you, this is exactly what I would recommend.


Should people be trained on CMMI?  A lot of people (including CMMI Lead Appraiser's that I know) say "no."  I used to think this also.  But the last few years, whenever I teach an "internal" CMMI course" I always hear that they wished they had sent more people to the class.  Maybe that's because I include a lot of additional material about making it real though.

One more thing - the SEPG doesn't get a free pass.  They ALSO have all of the GP's to consider.  How are they being monitored?  Do they follow their process?  Are they trained?

It's important work - but you sound like the right person for the job.  Good luck! 

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, Candidate SCAMPI Team Leader Observer, author, and consultant with years of real-world experience with the CMMI in all types of organizations.  Jeff has taught thousands of students and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Learn more about CMMI Appraisals at www.broadswordsolutions.com

Our CMMI Appraiser says we have to change everything on our project! Could that be true?

Dear CMMI Appraiser, our CMMI appraiser says we have to modify everything about how our project operates to fit the CMMI.  This is not what we expected at all.  Is there a better way?  ~Jonathan

Jonathan,

Nooooooooooooooooooo!

Yes, there is a better way.  Unfortunately for your CMMI appraiser, the better way might mean putting that CMMI appraiser on the next plane home!

There is no benefit to you in modifying how you run your project to fit a process model.  Use the process model to improve how YOU ARE ALREADY RUNNING IT! As I like to tell my CMMI training classes, if a process isn’t useful, it’s useless.  In other words, the composition of the process should help us meet project objectives, not management's need to see and understand one single process.  And certainly not the CMMI appraiser’s need to put your team through the paces of a death march.

What your CMMI appraiser apparently fails to realize is that there is a key concept in the CMMI called tailoring.

Appropriate tailoring is the essence of CMMI Maturity Level 3.  CMMI Maturity Level 3 guides us to modify and adopt our processes (which could be based on the CMMI) to meet the needs of our project. 

You are not alone with this type of advice.  I’ve heard stories of CMMI appraisers telling organizations that Level 3 is about every company doing the same thing the same way every time.  NOT!

It’s about figuring out what your project needs, and having a process that supports that.  It’s about having the option to have several DIFFERENT processes.

For example, tailoring in Maturity Level 3 gives you the ability modify the process to meet your needs.  But you just can’t do it in a vacuum.  You need to select from a set of processes that is managed, maintained, and improved.

Notice I said “set.”  The CMMI specifically refers to your Organizational Set of Standard Processes, the OSSP.  It does not refer to the "Standard Process."  There is no such thing!

This is just another instance of CMMI consultants using the wrong words, which drive the completely wrong behavior.  When people hear it wrong enough times, they learn it wrong.  That’s why it is common for people to believe the words in the CMMI are referring to the "standard process.” When I deliver CMMI Consulting, I try to stick to the actual definitions in the book!

Again: the SEI authors very explicitly says in the CMMI text that you should have more than one process.  That's what a set is - more than one!

Some CMMI consultants are probably scratching their heads right now, as if they’ve never heard this.  My advice to them is: “It’s right here in the book – take a look.”

Don’t put up with misinformation, Jonathan.  If the CMMI Consultant you're working with doesn’t get it, replace him or her with someone who does.

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, Candidate SCAMPI Appraiser Observer, author, and consultant with years of real-world experience with the CMMI in all types of organizations.  Jeff has taught thousands of students and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Learn more about CMMI Appraisals at www.broadswordsolutions.com

This Thanksgiving don't be a turkey - and avoid the stuffing!

Dear Readers,

This year, as Mrs. Appraiser and I head out east to join all of our brother, sister, and little appraisers, I'm reminded to give thanks for all that we have.

We live in a place where we have smart engineers, software developers, analysts, project managers, and testers all doing their best to create some of the best products in the world.  But this year do yourself a favor - and don't be a turkey!

Ever since I was a little appraiser I loved the white meat.  "Just some white meat" I would say as my dad carved out a "partially implemented" piece that was sized just for me.  Mom would insists on a little stuffing, vegetables, and cranberry sauce so that I could "satisfy the goal" of growing up healthy.

But I wanted to get to the next "level" and really just wanted the white meat.  "Just enough, not too much" I would always say.

As we all prepare to head out for the holiday, keep in mind the basics of "Just Enough" process:

- always err on the side of "too little" and not "too much" process.  Engineers will know what to do if there isn't a flowchart.  And they don't need to read the CMMI book either!

- keep it simple.  Engineers are smart, and they'll know what to do with a just a little help. They don't need step-by-step instructions, they need guidelines.  Even if you did provide them, you would probably get them wrong anyway.

- keep your documentation short, but consistent and easy to read.  Most people won't read it anyway.  Remember, it's not about "CMMI Certification" it's about getting better at what you already do well.

- limit the amount of time and scope you allow people to work on "the process" ("limited WIP") so that it is not possible to over-engineer the solution.  This creates "process debt."  And it's because if you let them, engineers will produce a process that is un-implementable.

- think of your process as a "product."  As a product, it will need resources, a plan, a design, and architecture, sponsorship, budget, and many other things to be successful.  A "process binder" is not a process system!  Once you get it done you can test is will a CMMI Appraisal.

- Consider banning the words "process" and "CMMI" from your vernacular.  Want another word?  Try "E-N-G-I-N-E-E-R-I-N-G."

I remind you of these things because MOST organizations miss them.  They get so focused on "CMMI Certification," getting a CMMI Level, or writing a CMMI Process they miss the point!  Don't be a turkey this year and get filled up with stuffing, cranberry sauce, and potatoes.  Just ask for the white meat.  It's healthy and low in fat.  Just like your process should be!

If you've taken my CMMI Training class then you've heard many of these things from me.  But if you're working with a CMMI Consultant that is not giving you the straight story, send me a note and I'll post a response.

Have a great holiday!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, Candidate SCAMPI Appraiser Observer, author, and consultant with years of real-world experience with the CMMI in all types of organizations.  Jeff has taught thousands of students and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Learn more about CMMI Appraisals at www.broadswordsolutions.com

What's the CMMI "sweet spot?"

Jeff, CMMI Maturity Levels are a competitive advantage in our industry.  As the CEO of a North American IT Outsourcing firm, I want us to be right in the sweet spot where all of our competition is.  How do we figure out where that is? - Dorothy V.

Dorothy,

Great question.  And great problem.  The challenge of the CEO is to add just enough and not too much improvement to every aspect of the business.

Just so our readers are clear, the CMMI is a model that’s guides us on how to be a great products and engineering company. It is not intended as a rating or ranking system.  There is no inherent competitive advantage to being Maturity Level 5, for example.  But there is tremendous value in being a better organization.

To answer your question, Dorothy, this chart from the SEI shows that the “sweet spot” for companies like yours is Maturity Level 2 and 3.

It’s no coincidence that the majority of companies that reach out to me are most in need of Maturity Level 2 or 3.  A question I often hear first is “Should we go to Level 5?”

If you’re just learning how to spell “CMMI” this is the wrong question.  A better question is “should we become a great company?”  And the answer to that is YES!  You may achieve Maturity Level 2 as a great company, and you may achieve something higher.  But either way, focus on that, not on levels.

The question of ML4 of ML5 is best put on the back-burner until after you are a solid, consistently performing ML3 company for a period of time.  Rushing to ML5 is usually counter-productive.

Like you, Dorothy, I want to know what the competition is doing before offering a solution also.    We’ve analyzed the data, and more often than not, we tell them, “focus on being a great Maturity Level 3 company – and, for now at least, Level 5 is probably not where you need to go.”

If you’re still in the ML2 or ML3 category, it’s just not worth the investment to shoot right for ML5.  In North America, at any rate, it may not give you nearly the return you think it will.

In your case, Dorothy, I’d suggest focusing on making your company a really great company that is performing at  Maturity Level 2 or 3.  Get the value of CMMI – not the certificate.  Good luck!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, Candidate SCAMPI Appraiser Observer, author, and consultant with years of real-world experience with the CMMI in all types of organizations.  Jeff has taught thousands of students and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Learn more about CMMI Appraisals at www.broadswordsolutions.com

What are some warning signs that our CMMI program will be a disaster?

Mr. Appraiser, here’s a CMMI adoption question from our executive team.  If we decide to take on a CMMI adoption, what are some warning signs to help us avoid a disaster?  ~ Philip N.

Dear Philip,

The question of CMMI adotion is a serious one – but that doesn’t mean we can’t have a little fun with the answer!  Here are the Top 10 Clues that your CMMI adoption will be a disaster:

Top 10 Clues that your CMMI adoption will be a disaster:

10. You tell your team to go “get a level” by Tuesday

9. You say, “We need to go right to Level Five (or Four, or Three)

8. Two minutes after achieving Level Two, you say, “When is Level Three?”

7. Your CMMI “consultant” says, “The SEI makes you do it.”

6. Your CMMI “consultant” says, “The CMMI makes you do it.”

5. You use the phrase “implementing CMMI”

4. Two dozen consultants descend on your company to “do CMMI” to you

3. No one has any idea why you’re “doing CMMI,” but you’re doing it anyway

2. No one can articulate what the company is trying to achieve

… And the Number One clue that your adoption will be a disaster …

1. You’ve bought a tool that promises “CMMI in six months or less”

There you go ladies and gentlemen!  Don’t go away.  More good stuff will be here when we come back.

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, Candidate SCAMPI Appraiser Observer, author, and consultant with years of real-world experience with the CMMI in all types of organizations.  Jeff has taught thousands of students and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Learn more about CMMI Appraisals at www.broadswordsolutions.com