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The CMMI® was written to apply to a variety of project environments -- defense, commercial; development, maintenance, services; small to large project teams. The authors used words like “adequate”, “appropriate”, “as needed”, and “selected”. When a project or organization adopts the CMMI model for process improvement, they (consciously or unconsciously) make choices about how it will be implemented – scope, scale, documentation, and decision-making to name a few. These choices have a profound effect on the speed and cost of CMMI® adoption. Rick Heffner describes the strategic implications of the CMMI on planning and implementing project processes. He identifies the decisions to be made, the options available, and the relationships between these options and project contexts and business objectives. Take away a deeper understanding of the model, and better strategies for its adoption. By understanding your options and making smart choices, CMMI® adopters can ensure that the promised benefits of CMMI®-based improvement are realized.