Free electronic library

Writing procedures will be long and diffi cult.
The time, resources, and costs associated with implementing CMMI
appear to have expanded exponentially, compared to the already major
investment required by the CMM.
One response heard at an SEPG conference was that an organization no
longer had to write as many procedures! That response was based on the
fact that the CMMI rarely uses the word procedures, whereas the CMM did
rely on that word. However, a close reading of the CMMI will reveal that
most of what an organization used to call ???procedures??? is now included in
the ???plans??? that are a major part of each process area. Without the detail
included in documented procedures, it is very diffi cult to ensure that processes
are being followed in a consistent manner across your organization.
So, whether they are called procedures or plans, an effective process
improvement program still has plenty of documentation to prepare.
Counterpoint: CMMI allows small organizations, as well as large ones, to
realize the benefits of following a structured process.


Pages:
329 330 331 332 333 334 335 336 337 338 339 340 341 342 343 344 345 346 347 348 349 350 351 352 353