Hundreds of DoD contractors and commercial organizations have adopted the Capability Maturity Model Integrated (CMMI). Their published results show improved cost and schedule performance. Despite these results, there is still community debate over the value of CMMI, and whether CMMI ratings provide sufficient guarantees of program performance. Much of the confusion results from: (1) inaccurate CMMI ratings; (2) over-estimating the benefits that CMMI provides a customer; and (3) contractors not living up to their CMMI rating. This program will explore each of these topics individually.
Does CMMI Benefit the Customer?
What are the true benefits of Level X – to the customer? This presentation will explore the issues, by examining the fundamental principles behind the model, from a customer perspective. Costs and benefits to the customer will be emphasized, focusing on the relationship of CMMI practices to productivity, predictability and speed, as well as the cost of implementing CMMI-compliant processes. Timelines for impacting program performance, and practical tips and techniques for realizing the benefits will be highlighted.
How High Maturity Projects Fail
Process maturity supposed helps project deliver predictably on-time and on-budget. Why then, have we had a string of project failures from supposedly mature organizations, even ones that have achieved high maturity (Levels 4 and 5)? The presentation will examine the reasons why projects failure, and their relationship to process maturity. Some failures are due to non-process effects -- people, products, and technology. Mature processes diminish some of these effects and amplifying others. Some of the failures are due to projects not using the assets and capabilities of a mature organization. This presentation will identify the needed assets and discuss critical project start-up activities.
How to Get Contractors to Live Up to Their CMMI Ratings
Like many sports stars and teams, it is possible to have tremendous capabilities, but not live up to those in practice. Similarly, project teams may fail to live up to the capabilities implied by their CMMI level. This presentation describes simple, but effective ways to ensure CMMI practices are used on a project, and provide measurable benefits to the customer. Methods presented are based on techniques used successful by Northrop Grumman Corporation to monitor and manage their key suppliers.