The approach to CMMI is a four-stage approach to finally melding your business processes and best practices and reinventing the “way to do” across the organization in that context. The four stages are:
Strategic exploration: The focus of this phase is to understand the current state and plan the transition to the desired state. The purpose of the exploration phase is to reduce or eliminate risk during the project, saving time and money by avoiding costly mistakes. Typical activities include planning meetings, orientation, conducting a gap analysis, determining the scope of work, producing a written survey results document, detailing strengths and weaknesses, and the gap between actual status and planned (or expected) status. These findings are then used to develop a project plan that Outlines business requirements, technical requirements, tasks, timetables, and key milestones.
Process development: After the planning phase is completed, process development begins. Typical activities include: ● Identify and define policies, plans, processes, manuals, procedures and work instructions; ● Record business processes, inputs and outputs; ● Establish a steering committee with predetermined roles and responsibilities.
New process implementation: Process implementation translates strategies and plans into actions; Coaching staff; Set goals, metrics, and goals; Train personnel on new requirements and monitor their overall effectiveness.
Validation: The final phase evaluates the effectiveness of the system to ensure that all of the above conditions are acceptable and can be used. Standard tasks include testing, evaluating performance, evaluating data, analyzing reports, and reviewing.
It is useful and important to identify the executive sponsor of the upgrade point, to identify the process owner, to demonstrate management commitment, to identify repositories and tools early, and to establish channels of communication.
Finally, the success of the project begins with good planning and effective monitoring and communication with all employees of the company.
The way CMMI landed
Every enterprise has two processes, one is the written documentation process, and the other is the actual implementation process within the organization and projects. Unfortunately, for many organizations that have passed CMMI level 3 or higher, the two processes are inconsistent. If you can’t ensure that the process follows one sentence — say it, do it, don’t say it. This sentence seems simple, but it is not easy to do.
Truly consistent words and deeds, CMMI landing needs to work in the following aspects: 1. Establish a standard process that can be used to meet the characteristics of the project and with some flexibility.
Organizational standard processes come from two main sources: one is effective best practices within the organization. It is important to include these practices in the standards, which represent the essence of the enterprise’s own engineering management; The other is the availability of industry best practices and standards, which are localized and incorporated into the standards process. In order to ensure that the process can be institutionalized and implemented on a daily basis within the organization, the current situation and constraints of the enterprise must be taken into account when establishing the process. 2. Establish a mechanism to improve the modification process on a regular basis.
The process implementer cannot use the defects in the process as an excuse not to perform, but they are all responsible for improvement, because they are the only ones who really know where the process is deficient by using the process. Continuous improvement in the execution of organizational processes requires institutionalizing and making process improvement routine. It is often the case in domestic enterprises that all process changes are triggered for evaluation. Some companies have passed level 3, and when I do the level 4 evaluation, I don’t see any record of improvement in the related processes of level 2 and level 3. That said, in three years, these processes have not changed, but upon careful evaluation, there are many opportunities for improvement. In my experience, a process that has not been modified is most likely not actually used on a project. But let’s make it easy and easy! 3. Describe the process in a language and manner familiar to the process implementer.
Many enterprises like to use CMMI language to describe the process, resulting in great training costs and communication barriers. A process that seems to work in any enterprise is often a difficult process to execute. 4. Establish mechanisms to restrict the occurrence of process violations.
Many enterprises have established process QA mechanisms to conduct process compliance audits in projects and organizations. How to establish an effective INTERNAL QA mechanism is still a subject worth studying. In many organizations, there are no consequences for not implementing a clearly defined process. Result-oriented, let the process implementer see the process effect and the value of process improvement.
The foundation of CMMI is the belief in the process axiom that the quality of a product is strongly related to the quality of the process used to develop that product. Getting process implementers to faithfully implement the organization-defined process requires them to see the benefits of process and process improvement: improvement in quality, improvement in efficiency, and customer approval. Only by convincing managers and engineers that the processes established by the organization are essential to the success of the project will these standard processes become truly acceptable. 5. In process management, attention should be paid to the balance between organization, project and individual.
If the balance of management is too much in favor of organization, projects and individuals lack the necessary flexibility and motivation. If you go to the other extreme and only consider individuality and flexibility, you will bring risks to the organization and lose opportunities for learning. In the long run, there is no guarantee that quality and productivity will continue to improve.
The most common mistake domestic enterprises make when importing CMMI is to treat it as a process, as a standard, rather than as a model. Take a look at the words in CMMI: “CMMI includes neither process nor procedure.” Considering the huge differences between organizations and projects, no one can develop a standard process that covers all enterprises and projects, and CMMI is certainly not such a standard process. CMMI simply describes the characteristics of an effective process, gives the goals that must be achieved, and suggests what to do to achieve those goals.