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Now, one writer of this
book has stated that in that case, this organization is not Level 3 and should never
have been awarded Level 3. The other writer of this book, after many arguments
and nights spent sleeping on the couch which he definitely deserved for having
such a stupid opinion, finally agreed, with the following caveat: it all depends on
what the organization does to enforce consistency, how important the consistency
issue was to the appraisal team, what type of appraisal was done to award the level,
and who was on the team. So those of you new to process improvement, expecting
black-and-white answers, and no wiggle room in interpreting, implementing, and
assessing this effort, are in for a letdown. Please review the Appendix B, ???Myths
and Legends of the CMMI,??? and Chapter 20, ???Appraisals Using the CMMI,??? for
more information.
At Level 3, we have also seen that tailoring the organizational process can get
out of hand. That is, there is so much tailoring of the process, that it cannot be
judged to be a ???standard??? process.


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