In
addition, one of the common features??”Directing Implementation??”also addresses
measurement. Just like the CMMI presupposes that you have standards and are
using them, the CMMI also presupposes that you are collecting appropriate metrics
about your project (for example, schedule and cost overruns, people turnover
on your project, number of errors in deliverables submitted and returned from the
client, etc.). This is often not the case. In fact, in some organizations just beginning
the process improvement journey, no metrics are kept! While that may shock some
of you, there are large state and local agencies that have no timekeeping systems;
there are some publicly held companies that do not track dollars spent on projects
that are contracted out; and the reverse, companies that only track contractor work,
not their own, internal commitments.
The CMMI specifically relates its metrics to the process area (PA) activities;
for example, how long it took you to plan your planning activities (in the Project
Planning PA), how long it took to write the Quality Assurance Plan (in the Product
and Process Assurance PA), and so forth.
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