CMMi Perspecti e
Not too long ago, we met with a senior executive. The executive had been given the
task by his board of directors to lower software costs in his company. We asked the
man what we thought were two simple questions: ???How much are your software
costs???? and ???What do you include in software costs???? You may be surprised to
know that he did not have an answer to either question. He was talking to us??”and
as many experts as he could find??”to help come up with a plan. What was interesting
was that he told us that our plan based on the CMMI was the most logical
and complete that he had heard. He felt that while the plans from other experts
(representing Six Sigma, Lean, and specific design approaches) provided some
good techniques, they were not as well suited to his total problem. The other plans
focused too closely on improving subprocesses or only on parts of the organization??™s
processes, and not on the overall processes and problems across his organization.
Closing Thoughts n 361
CMMI took a synergistic approach that looked at his entire organization and how
the different parts of his organization worked??”or did not work??”together.
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