After using the CMMI with organizations in different parts of the world, we
found that the model is diffi cult for most people to pick up and use right away.
Two of the problems in the CMMI include interpretation and organizational decisions.
The model itself was written to cover many different organizational and project
situations. An ambiguous style was intentionally chosen by the authors of the
CMMI to fit these many situations. This ambiguity results in the need for a lot of
interpretation and decision making by the model users. We hope to help identify
these decisions for you and provide a positive influence in your decision making.
How to read this Book
We have tried to write this book for the widest audience possible??”that is, for
the experienced process improvement practitioner, the inexperienced practitioner,
the CMMI expert, and the CMMI novice. This book is divided into six sections.
Section 1 includes this chapter, up to and including Chapter 4. Chapter 1 introduces
the reader to the purpose of this book, provides some clarification as to what
process improvement really is, and answers some questions in very general terms
as to why to use the CMMI and how to use it.
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