Real Process Improvement Using the CMMI

The primary purpose of this chapter was to get you to view the acquisition of process consulting or tools through the perspective you presumably want everyone to have: a perspective based on informed decision making, managing by fact, and continuously improving process capability and maturity in all the organization s processes.

Here s the summary checklist of do s and don ts to serve as a reminder of the major concepts presented in this chapter.

Do

• Recognize that acquiring process or CMMI expertise or tools is usually a very expensive proposition and that the decision makers in your organization should not take such decisions lightly.

• Decide to acquire process consulting for the right reasons such as cost, quality, or schedule.

• Select your process consultant or vendor based on objective selection criteria.

Don t

• Don t try to outsource your organization s process improvement; it cannot be done.

• Don t acquire process or CMMI expertise or tools just because it looks easy; make sure such decisions are based on your organization s requirements and plans for CMMI-based process improvement.

• Don t select consultants or vendors for the wrong reasons; only a miracle will prevent such a decision from becoming a very expensive and almost unrecoverable mistake.

• Don t think that just because consultants deliver advice systems or that process tool vendors deliver process tools that the principles and practices of CMMI don t apply to them. Hold all of your organization s vendors and consultants responsible for incorporating and upholding the concepts and ideals in which they ostensibly believe.