These
guidelines are often not clear or detailed enough to follow. The tailoring
guidelines suggested are similar to those found in the original CMM for
Software; that is, the more tailoring done, the less likely an organization
is to improve. That warning seems to address only the possible negative
aspects of tailoring. It seems as if tailoring is actively discouraged. Also,
software shops are not necessarily interested in systems engineering; it
just may not apply to them. So how/when can this be tailored out?
150 n Interpreting the CMMI
Counterpoint: There is a brief case study in the second edition of the CMMI
concerning CMMI in small organizations. Fewer groups are explicitly
defined in the CMMI, and this lack of group definition has actually
been criticized by some organizations that preferred having more structure
spelled out. The organization may determine how many groups are
needed, if any, to implement the practices suggested in the CMMI. While
it is true that more guidance is needed as to how to select those process
areas and practices that are most relevant to a small organization, CMMI
still allows the organization to tailor its process improvement objectives
to the organization??™s business goals.
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