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While management
might send out memos promoting the greater glory of the organization and why
the organization should adhere to process improvement, real management commitment
doesn??™t really happen, especially at first. Management (and we mean very
senior management??”the executive levels that decide process improvement must
be done to garner future business) doesn??™t understand what process improvement
really means and what it takes. We have taught nearly 200 introduction classes,
and in all that time we have had only a few executives in our class. The rest of the
students were usually process improvement people or developers. Management will
n n n n
192 n Interpreting the CMMI
say they are committed. It??™s up to you to make them prove it by following the concepts
expressed in this book.
Summary
The CMMI combines procedures, process descriptions, and approaches into a document
called a ???plan.??? Chapter 15 discusses processes and procedures. This chapter
broke out the parts of the CMMI plan into three major documents, or strategies.


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