The point of CMMI is to improve the
processes of the organization, not to just worry about maintaining fidelity
to the model for maturity level ratings.
Issue: CMMI is simply too big for small organizations to handle.
Point: The CMM was criticized for having too many key process areas and
too many key practices. Just doing a visual comparison of CMMI against
the CMM, CMMI appears to be three times as big! Also, the CMM was
criticized for not containing everything necessary to promote development
of effective, effi cient systems. So, CMMI has removed the term key
from its process areas and practices. It now seems as though the CMMI
is trying to prescribe everything necessary to produce good systems. The
CMM has over 300 key practices. Processes and supporting procedures
needed to be written by the organization to describe how these practices
were to be followed. This effort was seen by most organizations as a major
part of the time it took for their software process improvement efforts.
CMMI contains more practices, and most of these are not detailed
enough to be understood in such as way as to promote consistent application
across organizations.
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