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Ten years ago when I first encountered the CMM for software I was, I suppose like many, struck by how accurately it seemed to describe the chaotic "level one" state of software development in many businesses, particularly with its reference to reliance on heroes. It also seemed to provide realistic guidance for an organisation to progress up the levels improving their processes.
But while it seemed to provide a good model and realistic guidance for improvement, I never really witnessed an adherence to CMM having a significant positive impact on any organisation I have worked for, or with. I know of one large software consultancy that claims CMM level 5 - the highest level - when I can see first hand that their processes are as chaotic, and the quality of their software products as varied, as other, non-CMM businesses.
So I'm wondering, has anyone seen a real, tangible benefit from adherence to process improvement according to CMM?
And if you have seen improvement, do you think that the improvement was specifically attributable to CMM, or would an alternative approach (such as six-sigma) have been equally or more beneficial?
Does anyone still believe?
As an aside, for those who haven't yet seen it, check out this funny-because-its-true parody
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The CMM model is still widely used as well. CMM is similar to ISO 9001, one of the ISO 9000 series of standards specified by the International Organization for Standardization.
The latest version of the CMMI, Version 2.0, focuses more heavily on performance and how performance impacts business and how to understand an organization's performance needs.
Why is CMMI important? Organizations that use CMMI have proven an improvement inconsistency. They have also seen better solution delivery in projects. With high maturity levels in an organization, identifying and solving issues will need less money and human resources.
CMMI is a tool provided by SEI which helps organizations standardize design, implementation and testing of software to increase its quality. According to CMMI, the most important features required to build great software are five 'Maturity Levels' or three 'Capability Levels' bundled together in a comprehensive model.
At the heart of the matter lies this problem, neatly described by the CMM guidance itself...
“...Sound judgment is necessary to use the CMM correctly and with insight. Intelligence, experience and knowledge must shape an appropriate interpretation of the CMM in a specific environment. That interpretation should be based on the business needs and objectives of the organization and the projects. A rote, checklist-oriented application of the CMM has the potential to harm an organization rather than help it...”
From Page 14, section 1.6 of The Capability Maturity Model, Guidelines for Improving the Software Process by the Carnegie Mellon University Software Engineering Institute, ISBN 0-201-54664-7.
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