That is not the purpose of process improvement, nor of the CMMI. In this book
we hope to show you some possible benefits of using the CMMI and some possible
problems to be overcome when using the CMMI. We try to present a balanced
viewpoint.
This is the second version of our book Interpreting the CMMI. One thing that
surprised us from the first version of our book was the criticism we received concerning
our concentration on the CMMI and not the CMM. We thought that most
organizations that had used the CMM were in the process of transitioning over to
the CMMI. Apparently, this was not true. Now, five years later, most organizations
that began the transition from CMM to CMMI have finished their effort.
For those readers, we have included examples of where the current version of the
CMMI (version 1.2) differs from the original version, version 1.1. There are still
some organizations, however, that:
Are very new to model-based improvement
Have never used a model
Are considering using the CMMI
Have some very basic experience using the older CMM as their model for
improvement
For those organizations and individuals who have some knowledge of the CMM
way of doing things, we have kept our discussions of the CMM in this book.
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