What are the CMMI Generic Practices for?

Hey, CMMI Appraiser – why is it that we have to worry so much about these Generic Practices? Seems like a big headache to me - Jim W, Minneapolis, MN

Greetings, Jim! Thank you for submitting the first question to be answered in our new CMMI-TV series! Like this blog, CMMI-TV is a place where we can add value to the engineering and software development community by offering advice on engineering strategy, performance innovation and software process improvement. Below is a video clip with my answer to your question, followed by a synopsis of my response. Enjoy!

OVERVIEW

The CMMI (Capability Maturity Model Integration), is a model that helps us build better software and run better projects.

The Generic Practices apply to all process areas in the CMMI – which is why they should have been named the Most Important Practices.

Regardless of what type of method, technique or process that you use, the Generic Practices can really help jump start the success of those practices.

The Generic Practices apply to activities that the organization performs, not necessarily the individual projects. The guidance provided by the Generic Practice includes but is not limited to:

SETTING EXPECTATIONS

• How long are our Sprints?
• What kind of retrospectives do we have?
• What kind of code reviews should we run?
• Should we comment our code, and how should we comment it?

PLANNING

• How many Sprints are we going to have?
• How many phases are we going to have?
• How many releases are we going to have?
• What kind of requirements management tools are we going to use?

ASSIGNING RESPONSIBILITY

• Who is going to be involved?
• When are they going to be involved?

PROVIDING TRAINING

• Are we providing training? For example, if I’m going to ask you to do Planning Poker and use it as a way to estimate the size of a project or a particular user story, do I plan to train you on how to use those tools?

MONITORING THE HEALTH OF THE PROCESS

• How is the process working?
• Are we getting value out of our sprints, phases and the tools that we are using, out of the techniques that we are employing?
• If we aren’t getting value, why not? And if not, let’s make them better!
• Are people actually using these processes?
• If they aren’t, why not?

MANAGEMENT

• Is management paying attention to all of this data?
• Are they doing something about it to make the company an even better company?

CONSTANTLY IMPROVING

• Are we constantly improving the processes?

Like this blog? Forward to your nearest engineering or software exec! 

Don't miss our CMMI Training class coming up in Virginia February 11-14, 2013
Introduction to CMMI-DEV v1.3. Register at www.broadswordsolutions.com

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

Visit www.broadswordsolutions.com for more information about running a successful CMMI and performance improvement program.

How can the CMMI improve Agile methods?

At a recent Agile Leaders Network (ALN) meeting in Washington, D.C. on CMMI and Scrum,  the Lead Appraiser answered an attendee's question about how the CMMI can improve Agile methods.  Enjoy!

Like this blog? Forward to your nearest engineering or software exec!

Don't miss our CMMI Training class coming up in Virginia February 11-14, 2013

Introduction to CMMI-DEV v1.3.  Register at www.broadswordsolutions.com

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

Visit www.broadswordsolutions.com for more information about running a successful CMMI and performance improvement program.

How do I develop a pilot plan for our new CMMI-based processes?

Dear CMMI Appraiser, we are getting ready for our first SCAMPI-A appraisal, and have differing opinions among the managers about how to develop a pilot plan for our new CMMI-based processes. What do you recommend for a mid-sized life sciences product company in Dayton, Ohio? ~ Hersch E.

Dear Hersch, great question! The answer will apply not just to Ohio-based life sciences product companies like yours, but for any company seeking information on developing a pilot plan for any new CMMI-based processes. Of course, we don't like to think of them as "CMMI Process," but your own processes super-charged by the CMMI . . .but I digress.  Let me pass it along to Laura Adkins, a Senior CMMI Consultant with Broadsword, who does amazing work with companies who are piloting processes that are strengthened by the CMMI, in Ohio and throughout North America. Take it away, Laura! ~ The CMMI Appraiser

Thank you, CMMI Appraiser!

Hersch, at Broadsword we pilot all of the processes we develop as part of our agileCMMI methodology, before deploying them. The reason? You’ll hear us saying over and over that CMMI is not about “getting a CMMI rating.” It’s about changing your company to radically improve performance. The advantage of using an agileCMMI approach to radically improve performance is that it incrementally decreases risk and ensures your success.

As you go about developing a pilot program for your new CMMI-based processes, we recommend that you create a formal, written Process Pilot Plan that clearly spells out what your expectations are and who is included.

Here’s an example Table of Contents from a Process Pilot Plan:

As you see, beyond the agileCMMI methodology, we also recommend that your Process Pilot Plan includes the following elements: Scope, Approach, Duration and Timing, and Pilot Testing Participants.

SCOPE -- The Scope is to determine which processes were recently developed, which ones will be piloted, and which ones won’t. For example, sometimes you are developing processes that don’t necessarily have to be piloted, for example, an annual process, which is hard to do in a pilot scenario. After considering what was developed and what is applicable to be piloted, you then need to determine who will do the piloting whether it is user groups or projects.

It’s possible for a SEPG or user group to pilot a process. Some processes are tailored at the organizational level. More commonly however, Scope deals with projects, not user groups. Pilot testing at the project level must include a project that is going to be executing the processes that you are piloting in the next six weeks. In other words, look for projects that align with the processes that are being piloted.

APPROACH – After determining Scope, you’ll define your Approach. This includes documenting how to train and mentor pilot program participants, and how to collect feedback, as follows:

• To train pilot participants, you don’t necessarily need formal training. Often a dry run on your training will suffice for your first time presenting it. 
• To mentor pilot participants, you’ll need to select mentors and assign them to pilot projects. Your expectations to them need to be clear. 
• To collect feedback, it’s important to talk about how you are going to collect feedback. It can be done via email, or feedback can be captured in a document. Some companies allow participants to post feedback in blog posts. Your Approach defines how you will collect those experiences: where the feedback will be stored, what format it will be in and what medium will you use to collect it are all things that should be considered.

DURATION AND TIMING – On the topic of duration and timing, we recommend that you focus on being really specific. When is the pilot test starting? When is it ending? What is your duration? When is training going to occur? You must be clear on that, and break the pilot down into specific tasks.

PILOT TESTING PARTICIPANTS – The last aspect of defining your Process Pilot Plan is to identify in detail who will participate. You need to select your project(s) and list out all of the people that are involved in the project. These are your primary contacts. If you’ve identified groups or departments, you would list them out here. Even if they are playing a supporting role, you would want to identify them. Anyone who could potentially impact the pilot or provide any kind of feedback, you would want to identify them here, as well as your mentors from the process side of it.

These are the elements of your Process Pilot Plan. Good luck, Hersch! Let me know how it goes.

Like this blog? Forward to your nearest engineering or software exec!

Laura Adkins is a Senior CMMI Consultant with Broadsword Solutions Corporation. She has years of real world experience using pilot testing strategies and tactics to help her clients achieve their goals. Laura also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

Labels: CMMI, CMMI Appraisal, CMMI Assessment, CMMI Assessor, CMMI Certification, CMMI Consultant, CMMI Consulting, CMMI Training, Scrum, Scrum CMMI, Pilot testing, CMMI Ohio, CMMI Appraisal Ohio, life sciences product company Ohio

Theory is great – but what is piloting like in the real world?

Hey, CMMI Appraiser – a few months ago, we participated in your Introduction to CMMI class, and have been enjoying the theory behind piloting processes here at Ask the CMMI Appraiser. But we’re wondering if you would address what piloting is like in the real world? ~ Manley A.

Hey, Manley – great question! Let me pass it along to Laura Adkins, a Senior CMMI Consultant with Broadsword, who does amazing hands-on work with companies who are piloting processes based on the CMMI. Take it away, Laura! ~ The CMMI Appraiser 

Thank you, CMMI Appraiser!

Manley, you are correct that the theory of pilot testing only takes you so far. I’d be happy to discuss what pilot testing is like in the real world.

We here at Broadsword pilot all of the processes we develop using our AgileCMMI methodology, before deploying them. We use a four-step sequence that looks like this:

It’s important to note that most companies are focused on designing and deploying their processes. That’s only half the battle. What we are asking them to do is add two steps between Design and Deploy. Those two steps are: Pilot and Update.

Piloting and updating before you deploy your new processes is a real world scenario. As you probably know from the CMMI training you took, Broadsword uses the methodology we developed, AgileCMMI approach, which calls for us to work incrementally and iteratively. When designing, piloting, updating and deploying processes, we use a 12-week cycle.

For your CMMI-based processes, if you follow the same time cycle, you would test them for six weeks, then make updates for six weeks. This gives you one Quarter for designing and one Quarter for piloting and updating before you deploy. By adding extra time into the way that your new processes are rolled out, you increase their likelihood of success.

As a practical matter, to develop processes during the design phase, you should pull from a group of users. We think it’s important that the people who are actually going to be using the processes help develop them.

Now, once the piloting completes, and you’ve had projects using these processes for a period of time (6 weeks or so), you need to update process assets using your experience.

To do that, we recommend holding a retrospective on each area that was pilot tested.

Keep in mind, when you develop processes, you might have multiple process areas – for example, requirements and project planning. Therefore you would need to ensure that a retrospective covers each process area that was in the scope of the pilot.

Use the retrospective to talk about strengths, weaknesses, identify any lessons learned, and capture feedback for improvement.

Once you have that meeting with the participating projects, you will reconvene with the user group that developed your processes. Evaluate with them all of the feedback that came back from the pilot testing. As a group, you would then prioritize the process improvements, and select which ones you would like to go ahead and make changes to.

The final step before deploying is updating.

In the Update stage, you will make your changes to the process assets and update any training material. Communicate back to the pilot participants about changes that you made. This allows them to understand how much of their feedback was used, and how their feedback impacted the processes.

Finally you are ready to deploy. Just release your processes into your environment as you normally would.

Hope this helps, Manley! Let me know how it goes.

Like this blog? Forward to your nearest engineering or software exec!

Laura Adkins is a Senior CMMI Consultant with Broadsword Solutions Corporation. She has years of real world experience using pilot testing strategies and tactics to help her clients achieve their goals. Laura also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

Are retrospectives really necessary for piloting processes?

Hey, CMMI Appraiser – we are a parts manufacturing company in Virginia that is working toward a CMMI Appraisal. As CEO, I need to make sure that we are using our resources wisely. Are retrospectives really necessary when piloting processes, or can we skip it? ~ John L. 

Hey, John – great question! Let me pass it along to Laura Adkins, a Senior CMMI Consultant with Broadsword, who does amazing work with companies who are trying to evaluate the validation process as it pertains to the CMMI.  Laura will take good care of you. ~ The CMMI Appraiser

Thanks, CMMI Appraiser!

John, we work with companies using the CMMI as framework for improving processes as complex as designing rockets and as simple as creating reports. In all cases, we encourage them to test their processes and analyze their validation results with, among other things, a retrospective for improvement.  The retrospective is not something you should skip.

In the retrospective, all results should be identified. Examine the data, and decide if the results went as well as you thought. If they did, why did they? If not, why not?

The risk of not doing the retrospective is that you will miss what people are thinking.  Like any relationship, this may alienate them. And you will certainly miss seeing what they see. As a result, you will find that things you thought were safe assumptions weren’t so. The process may fail, and you have to do more rework in the long run, which can destroy profitability.

Retrospectives have an important place in pilot testing. Without the retrospective, companies would keep running the process the same way forever, and never see improvement. Or, more commonly, your people would find that the process did not work, and just avoid or ignore the process, and do it any old way they wanted to.

Don’t skip the retrospective!

Like this blog? Forward to your nearest engineering or software exec!

Laura Adkins is a Senior CMMI Consultant with Broadsword Solutions Corporation. She has years of real world experience using pilot testing strategies and tactics to help her clients achieve their goals. Laura also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

What’s the fastest way to get buy-in of new processes?

Hey, CMMI Appraiser – just wanted to update you since my last question to “Ask the CMMI Appraiser.” You may recall that our SEPG took your Introduction to CMMI training last fall.  Now we are designing new processes. What’s the fastest way to get buy-in for these new processes, company-wide? ~ Ross O.

Hey, Ross – great to hear from you again! Helping people transform company culture with CMMI is an area of expertise of Laura Adkins, a Senior CMMI Consultant with Broadsword. Laura does amazing work with companies who are trying to institutionalize new processes within the Agile and CMMI frameworks. Take it away, Laura! ~ The CMMI Appraiser

Thanks, CMMI Appraiser!

Ross, since you’ve been to our CMMI trainings, you are familiar with Broadsword’s vision for using the CMMI to change the way your company behaves. The goal is to make this transition a positive experience, so that everyone buys in. One way to accelerate buy-in – or “institutionalize” – is with pilot testing.

Why does pilot testing accelerate buy-in? There are many reasons. The first reason is: everyone who participates in a pilot test becomes a champion.

Like the athletes in this picture, champions see the value of processes that work. They have been trained and mentored and can spread the word on why they love the new processes. This is important because, the more people you have supporting your new processes, the better. It’s how you create early buy-in.

Having the support and endorsement of champions means a lot. We’ve found that users are far more likely to try out a new process if they know it was pilot tested first. For example, a project manager who has used the new processes in pilot testing will spread the word to other project managers. And he will talk to his peers in a different manner from how the SEPG will be rolling the new processes out. He’ll say things like, “Hey, it really wasn’t that bad. It was easier than you think.” So having champions really helps disseminate the new processes and knowledge among others, in a way that they will trust.

The second reason pilot testing accelerates institutionalization is the simple fact that you’ve already trained people for the pilot. Not only are they ready for the new processes ahead of time, but you now have fewer people left to train. That helps accelerate adoption.

The third reason pilot testing gets everyone to buy in faster is that it decreases the risk of unintended consequences. Sometimes we make assumptions when we develop processes, assumptions about what types of projects are using the processes, or what will work. If you do this in a vacuum, where you haven’t solicited everyone’s feedback, you may be in for some unpleasant surprises. You don’t know what you don’t know, as they say.

Pilot testing helps you know. Use pilot testing to validate that you have made correct assumptions, and that the new processes will be a good fit for your organization.

That’s the best way to get buy-in quickly.

Like this blog? Forward to your nearest engineering or software exec!

Laura Adkins is a Senior CMMI Consultant with Broadsword Solutions Corporation. She has years of real world experience using pilot testing strategies and tactics to help her clients achieve their goals. Laura also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

Posted by Jeff Dalton at 1:39 PM 0 comments 

How can we switch to an agile software development lifecycle without causing project delays?

Hey CMMI Appraiser, we are a large software engineering firm in Ohio that uses the CMMI-DEV. For over a decade, we have used our own software development lifecycle, and recently decided to switch to Scrum.  I’m concerned about how we can help our engineers make this big change without causing project delays.  What should we do? ~ Chris H.

Chris, as more companies are adopting agile software development methods, the CMMI Appraiser has received a steady stream of questions about managing this change.  One of the leading experts on this topic is Julie Calfin, a Senior CMMI Consultant with Broadsword.  Julie does amazing work with companies who are undergoing large scale business transformation. Take it away, Julie! ~ The CMMI Appraiser

Thank you, CMMI Appraiser!

Chris, as I explained in my last blog post, Organizational Change Management techniques can help people change their behavior quickly with minimal disruption – and reach the mountain peak together.  We like to think of it as a Journey to Commitment.

To help us visualize the journey and how we will guide people through major changes, we use a tool called the Commitment Curve (above).  In the case of your software engineering firm, Chris, the Commitment Curve maps the upward journey your staff will experience on their way to accepting and committing to Scrum.

So let’s begin our trek up the mountain, one step at a time:

CONTACT – at the first step, it’s your job as management to reach out to every segment of the organization to announce a change is coming.  Be sure to use powerful examples to explain why your firm needs to make this change.  For example, announce the adoption of Scrum at an all-hands meeting.  Explain that an agile software development life cycle will enable your firm to develop working software that is consistently delivered on time and within budget.

AWARNESS – here is where your people start to climb.  They develop some awareness and knowledge of the program and the fact that it will affect the way they do their work.  People may gain awareness by participating in a program kick-off meeting on designing your new processes.  Note: we don’t want to weigh people down with too much detail at this point, or they may choose to exit the process (i.e. fall off the mountain).

UNDERSTANDING – as they gradually ascend the slope, folks come to identify with the change.  They see themselves in the change, and understand how it impacts them and the role they have.  You can help them with this by explaining the specific changes that will be required for each role.  For example, your Project Manager will need to go to Scrum Master training to learn how to use agile processes.

POSTIVE PERSPECTION – notice, each step up the curve brings us to a new choice point.  For example, your Project Manager can choose to perceive the change as good (“Our new estimating processes are going to help me be more accurate with my estimates”).  Or, she could just as easily decide that this new estimating process is too much work, or too time-consuming.  At this point in the commitment journey, you may want to use recognition and rewards to reinforce desired behaviors and to discourage unwanted behaviors.

ADOPTION – adoption is what we’re going for.  This is where our process users begin to adopt the agile techniques as their own.  Tactics like training, mentoring, and PPQA evaluations will accelerate the adoption of your new processes.  You will know your new processes are being adopted when you hear people say things like:   “Using our new agile development processes makes my job so much easier,” and “Be sure you train the new guy to use our agile processes.”

INSTITUTIONALIZATION – it takes some time and some critical mass of people who have adopted the new processes for the business transformation to become accepted as “our way of doing business.”  Institutionalization requires leadership to establish a clear process usage policy and reinforce this policy with their hiring and promotion decisions.

INTERNALIZATION – the mountain peak of process adoption – or any change – is when the change becomes part of the culture of your company.  With your agile process adoption, a symptom of internalization is when people begin improving upon it.  Use the CMMI practices in OPF, IPM, OPD, and others to continuously improve your new agile software development processes.

That’s the journey to commitment, Chris.  By having an OCM Strategy that includes tactics like communication, training, and performance management, you can move your engineers systematically through the stages of change and keep your team firmly on the path to greatness.

Like this blog? Forward to your nearest engineering or software exec!

Julie Calfin is a Senior CMMI Consultant with BroadswordSolutions Corporation. She has years of real world experience using OCM strategy and tactics to help her clients achieve their goals. Julie also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

To be "CMMI compliant", do we need to validate our processes?

Hey, CMMI Appraiser – I appreciate your recent post about pilot testing. We are a CMMI-certified Ohio engineering firm doing our first renewal of our CMMI appraisal. For the past three years, we have not done pilot testing, but now we are wondering if we need to validate processes to be CMMI compliant? ~ Carla C.

Hey, Carla – great question! Let me pass it along to Laura Adkins, a Senior CMMI Consultant with Broadsword, who does amazing work with companies who are trying to evaluate the usefulness of pilot testing. ~ The CMMI Appraiser 

Thanks, CMMI Appraiser!

Carla, Broadsword works with a lot of companies that are renewing their CMMI Maturity Level. Some of them are renewing without having fully adopted the true spirit of the CMMI the first time around. Like you, they want to know if the CMMI mandates that they validate their processes.

The short answer is: no. The CMMI doesn’t mandate anything. The CMMI is a set of guidelines designed to help companies follow the best practices of companies that have come before them. Strictly speaking, there are no such things as “CMMI certification” or “CMMI compliance” or "CMMI mandates." There is no CMMI watchdog that will bite you if you fail to validate your processes. 

This is not to say validation is unimportant. On the contrary, validation is extremely important. Processes need to be validated because processes are products, and should be treated as products. Like products, processes have intended users, are developed to meet user needs, released based on criteria and there are measurements. Like products, processes must be validated. In this scenario, the validation is pilot testing.

We refer to a definition within the CMMI on validation. CMMI-DEV, V1.3 defines validation as follows: “Confirmation that the product or service, as provided (or as it will be provided), will fulfill its intended use. In other words, validation ensures that you built the right thing.”

This definition talks about confirming that a product or service will fulfill its intended use. We’re doing that with processes. We are trying to ensure that we have developed a process that is applicable to the organization in the way that we have intended it. That’s why processes should be validated.

There are Specific Practices (SPs) within the CMMI that govern the validation process area.

SP1.1 talks about selecting products for validation. In our case, we are going to look at our processes and what was developed. So you would have process diagrams or swim lanes and process descriptions. You’d have work instructions and templates. All of these things are products that could be selected for validation. And the validation method that we are going to select is pilot testing.

SP 1.2. Next the CMMI guides us to establish a validation environment. In our case, what we’re talking about for pilot testing is an environment in which we select real projects that are underway in the company to validate our processes. That means, we need to select real products, real process users, and the tools you might need to accomplish this.

There are additional Specific Practices in the CMMI that provide guidance on validation, and I will share those in an upcoming post. The important thing to remember, Carla, is that your primary goal should be to understand the true spirit of the CMMI, and why you are adopting it in the first place.

Adopting the CMMI provides a framework that guides you to change your culture to one of continuous improvement. Your reason for adopting the CMMI and renewing your CMMI appraisal should therefore be because you want to be a great company. And the reason great companies test their processes is because they understand that processes are products.

Like this blog? Forward to your nearest engineering or software exec!

Laura Adkins is a Senior CMMI Consultant with Broadsword Solutions Corporation. She has years of real world experience using pilot testing strategies and tactics to help her clients achieve their goals. Laura also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

Why I’m coming to SEPG 2012 – Reason #6

The #6 Reason to Attend SEPGNA: There’s gold in them thar hills

Howdy, Partners – hope you got your spurs on, because I’ve got another one of my Top 10 Reasons for giddy-uppin’ down to the SEPG North America rodeo on March 12-15 in Albuquerque. I know some of y’all had your fill with Reason #10, Reason #9, Reason #8 and Reason #7. But if you’re looking for even more reasons to come … as John Wayne used to say, “Young fella, I’ll accommodate ya” … just as soon as I drop my phony cowpoke accent.

Let’s get on with my list of Top 10 Reasons to attend SEPG North America 2012.

Drum roll, please! Reason #6 is …

There’s gold in them thar hills.

Yes, my friends, gold, as in golden opportunities. Every year, the SEPG North America conference attracts engineering and software professionals from some of the finest organizations in our country, and beyond. It also attracts a slew of CMMI Consultants, Lead Appraisers, and CMMI Instructors. That makes the conference an outstanding to network and develop new business relationships.

As you may know, the conference draws everyone from CMMI Lead Appraisers to CMMI program sponsors to folks who are just learning how to spell “CMMI.” They all come together out of a common interest in process, performance, and organizational improvement. Some are actively looking for a potential SEI Partner. And some have already gotten attached to one. But I’ve found that there is plenty of opportunity for sponsors to meet Partners, and Partners to meet sponsors during the many technical presentation and networking events.

True story: Last year, in Portland, I gave a presentation called “The Agile SCAMPI: Taming the Savage Beast.” There was a decent crowd (ok, some came just for the hats I was tossing out for free) and I hope they received some good information about making Appraisals simpler and more Agile.

One company in the audience was in the process of tackling a large-scale, multi-location process improvement initiative. They needed help with planning, training, and conducting a multi-site SCAMPI Appraisal. They had already zeroed in on a small set of Partners to choose from but after my speech they added me to the list. Just like that! I ultimately started working with them and it was a win for everyone involved.

What lesson did I learn from this? Come for the great technical sessions, but stay for the networking. You never know when you’re shaking hands with your next big client – or finding your next Partner.

One last thing. Don’t forget to register by February 10, 2012. You’ll save up to $300 off regular, full-conference registration rates.

Need more reasons to go? Check back soon for Reason #5.

Jeff Dalton is President of Broadsword Solutions Corporation and the incoming Chairman of the SEI’s Partner Advisory Board. He is a certified SCAMPI Lead Appraiser and CMMI Instructor. While teaching thousands of students in CMMI trainings, he has received an aggregate satisfaction score of 4.97 out of 5 from his students. Jeff can be reached at appraiser@broadswordsolutions.com.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

Why I'm coming to SEPGNA this year - Reason #7

The #7 Reason to Attend SEPGNA: Albuquerque is a treasure of the Southwest

By Jeff Dalton

Howdy, Partners!  As anybody with horse sense knows, this CMMI appraiser is a straight-shooter (maybe a little too straight I’ve been told).  There ain’t no ballyhoo to my Top 10 Reasons for moseying down to the SEPG North America rodeo on March 12-15 in Albuquerque (for proof, you can skedaddle over to Reason #10, Reason #9 and Reason #8).  Now, before y’all start raising Cain about my phony cowpoke accent, allow me to drop it like a hot tater, and give you Reason #7.

There, I dropped it.  Just in time, too.  My neighbors here in Michigan were starting to look at me funny.

So, without further delay, let’s get on with my list of Top 10 Reasons to attend SEPG North America 2012.

Drum roll, please!  Reason #7 is …

Albuquerque is a treasure of the American Southwest.

As you may know, every year a different, unique location plays host to the SEPG North America conference.

This year, the 24th annual SEPG North America conference is in Albuquerque, New Mexico.  You’ll keep busy with 100 technical sessions, designed to equip you with implementable solutions that can help you Reach New Levels of Excellence and achieve a positive return on your investment from process improvement.  But you’ll have some free time, too, and may want to do some exploring.

Here are some of the many unforgettable experiences awaiting you in Albuquerque:

• Immerse yourself in rich Southwestern culture and heritage
• Soak in the blue skies and sun that shines 310 days a year
• Breathe in the high desert air scented with sage and piñon
• Shop for authentic Native American jewelry
• Try hot air ballooning
• Visit living history museums
• Enjoy Albuquerque events and festivals
• Sample local cuisines
• Hit the golf courses and spas
• Relax by the pool with the CMMI book (no napping!)

… and much more.  So come on down for the great technical sessions, powerful networking opportunities, and that life-giving sunshine.  Oh, and don’t forget to register by February 10, 2012.  You’ll save up to $300 off regular, full-conference registration rates.

Need more reasons to go?  Check back soon for Reason #6.

Jeff Dalton is President of Broadsword Solutions Corporation and the incoming Chairman of the SEI’s Partner Advisory Board.  He is a CMMI SCAMPI Lead Appraiser whose blogging can be read at sepgconference.wordpress.com.  He can be reached at appraiser@broadswordsolutions.com.

New look and now we're mobile!

Dear Readers,

I hope you like the new look and feel of the "Ask the CMMI Appraiser" site.  We continue to offer you free, useful advice about the CMMI and Agile methods - all without ads or commercials!

We're Mobile!

Now you can access "Ask the CMMI Appraiser" optimized for your iPhone, Android, iPad or other mobile device.

I use it with my brand-new Android Bionic (awesome machine!) and it works great.

Today I'm spending the day finalizing my submission for the SEI's SEPG 2012 conference.  I've spoken at the conference every year since 2006 - so wish me luck!

As usual, thanks for reading, and keep those CMMI  and Agile questions and comments coming!