Here are just a few of the common misunderstandings about CMMI®. If you’ve come across any of these, or others, in your organisation, why not contact us on info@cpisltd.co.uk to see if we can help overcome the misconceptions..
Myth 1 - CMMI® dictates how things must be done
Absolutely wrong! The CMMI® model is based on the experiences of hundreds of practitioners over many years, taking many different approaches. The common theme between these approaches is that certain goals are met, and certain expected activities are in place to support the goals. The best analogy is to think of CMMI® as a set of requirements for good practice - as with any set of requirements there are many different ways of satisfying them, depending on specific circumstances.
Myth 2 - CMMI® means throwing away existing processes
Absolutely wrong! CMMI® is intended to be used as a reference model to compare existing processes against proven good practice, and to identify differences and gaps. Armed with this knowledge, the examples and advice in the model can help optimise processes and fill gaps, but the processes themselves should be designed to support the business priorities of each particular organisation.
Myth 3 - CMMI® is bureaucratic
Wrong! It is true that the CMMI® model itself is large complex and that it expects certain things to be documented, but that doesn’t necessarily mean CMMI® compliant processes need be bureaucratic. In fact, combining CMMI® with “Lean”principles, and removing process elements that don’t add value, is a very powerful approach to process improvement.
Myth 4 - CMMI® expects all projects to follow the same process
Wrong! At maturity/capability level 2 every different project could be using a different set of processes. Even at maturity/capability level 3 and higher, CMMI® expects a range of standard processes for different project types to be used across the organisation.
Myth 5 - CMMI® takes budget and resources away from other projects
Wrong! OK, process improvement requires a certain level of budget, but careful and successful CMMI® implementations can provide a major return on any investment made. Consider it re-directing the budget and resources previously wasted on inefficient or unnecessary activities.
Myth 6 - CMMI® involves re-training all staff
Wrong! Only those involved in assessing your processes against CMMI®, or who are intimately involved with process improvement need detailed CMMI® training. For the rest of your staff your money is much better spent training them in your organisational processes.
Myth 7 - CMMI® takes a long time to provide results
Wrong! Assessing your processes against CMMI® will reveal your process problems. It’s usually not too hard to sort them into high and low priority, and short and long term fixes. There will normally be some “quick wins” that not only provide early results, but which also help to build the credibility of your process improvement initiative.
CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
