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Issue: CMMI is too prescriptive for small organizations.
Point: The CMM was sold as being what to do, with the organization responsible
for defining how to do the whats. CMMI is structured so similarly to
large, bureaucratically controlled efforts that there seems to be little room
to maneuver. For example, published results of CMMI pilot appraisals
have reported that the appraisers had diffi culty not asking interviewees
leading questions because the model is basically black or white, yes or no,
do you do this or not. As for examples in the process areas themselves,
Risk Management seems to require a risk mitigation plan. Is this really
necessary if you are a maintenance shop and your projects only last three
weeks? Verification and Validation may be too rigorous for small teams.
Can independent testing and configuration audits satisfy the tenets of
these process areas instead?
Counterpoint: One of the criticisms of the previous CMMI version 1.1 was
that there were too many process areas, especially at Level 3. CMMI
version 1.


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