THE MODEL AND THE REALITY


It is interesting to observe organizations engage in CMMI-based process improvement. People will spend tens of thousands of dollars creating and maintaining or buying processes and procedures they believe are compliant with CMMI practices and, somehow, the act of creating tons of procedures and paper becomes synonymous with process improvement. It s almost as if for some organizations the measure that processes have been improved is the increasing page count of their process documents. The irony of this is that in all of CMMI, there is but one GP (GP 3.1), described in two- thirds of a page, that addresses defining and documenting the organization s processes.

There are two truths that organizations should know about process improvement. First, many management and engineering processes and practices can be improved without documentation. Second (since that first truth won t be widely accepted), the organization is bound to spend lots of resources documenting its processes and it should understand that there are effective and efficient ways to go about implementing GP 3.1. This chapter provides some process definition approaches and techniques which have worked and saved the organization both time and money.




Real Process Improvement Using the CMMI
Real Process Improvement Using the CMMI
ISBN: 0849321093
EAN: 2147483647
Year: 2004
Pages: 110
Authors: Michael West

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