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The organization would then prioritize which process areas to focus their
efforts on first (see subsequent chapters of this book for how to set up and
structure your process improvement initiative). Our experience has also
shown that organizations inexperienced in process improvement often put
too much focus on technological solutions and not enough on management
issues. Therefore, an inexperienced organization using the continuous representation
might focus its efforts on the Engineering Processes, as opposed to
those emphasizing project and process management. While improving engineering
is, of course, important, without the foundation of strong project
and process management, it is likely that engineering improvements would
not be sustained, if accomplished at all. Those organizations that are more
experienced with process improvement, and more experienced with identifying
and mapping their organizational weaknesses to areas where the CMMI
can offer help, would probably be able to use the continuous representation
more successfully.


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