1. Références
‘The Capability Maturity Model: Applying Levels 2 and 3 Key Process Areas’, U.S. Navy Systems Center, San Diego.
Caputo, K. ‘CMM Implementation Guide’, Addison-Wesley, 1998.
Sheard, S., ‘The Frameworks Quagmire’, Proceedings, International Council on Systems Engineering, 1997.
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2. Les hypothèses qui sous-tendent le CMM
1. To build quality into products of large size and complexity, engineering discipline is required.
2. One person can’t track all the details, and error detection is more probable when the work is examined by more than one person.
3. Our success, in software, is dependent on other groups and customers.
4. The organization uses process definition to transmit the culture’s quality values (e.g. capture and pass on lessons learned)
Caputo K., “CMM Implementation Guide”, Addison Wesley, 1998
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3. Les hypothèses qui sous-tendent le CMM
5. The projects use process definition to incorporate the culture’s quality values (e.g. take advantage of lessons learned).
6. Process makes a difference in the quality of the activities and the quality of the products.
7. Surviving in a business world that is constantly changing requires constant adaptation and learning.
Trouvez des hypothèses qui interfèrent
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4. Les hypothèses qui interfèrent
1. Discipline (e.g. process) always interferes with creativity
i.e. discipline and creativity are seen as opposites that cannot exists at the same time.
2. The schedule is fixed, the resources are fixed, the feature content is fixed, and we don’t have any choice. The quality level is fixed too. The quality level is whatever it happens to be on the delivery date.
3. Managing requirements is a waste of time, because the requirements change too frequently
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5. Les hypothèses qui interfèrent
4. The sooner we get the software into testing, the sooner we can get the product out. We can test the quality into the product.
5. If we define one common process and get everyone to follow it, it will guarantee the quality of the product
6. We don’t have enough time and resources to follow the defined process.
7. Our project is different. The process do not apply to us. The overhead will kill the project.
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6. Les hypothèses qui interfèrent
8. Good people can do it without a process.
9. We always hire qualified people, so we don’t need any training.
10. Our people are so good that we don’t need to have their work inspected
11. The customers don’t really know what they want, so it would be a waste of time to discuss it with them.
12. We know what we are doing, but our other interdependent groups never tell us what they are doing.
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7. Les hypothèses qui interfèrent
13. We’ve always done it this way. Why change ?
14. This is just another quality initiative and if we ignore it, it will go away
15. Who is paying for it ?, If it isn’t paid for, we’re not doing it.
16. We have a process, so everybody follows it.
17. We have tried process improvement before, and it didn’t buy us anything
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8. Les hypothèses qui interfèrent
18. It’s too much trouble. We don’t have time to do things this way. I have a schedule deadline to meet. My management doesn’t really want me to do this if it means I will miss my schedule deadline.
19. Who else is doing this ? If I do it, will I be the only one ?
20. What if I have trouble with the process ? Who will support me if I do it ?
21. We don’t need engineering discipline, we’ve got engineering finesse
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9. Les hypothèses qui interfèrent
23. Management rewards firefighters and heroes
24. The best technical people make the best technical managers
25. We are the best
26. Training does not get us more marketable
27. Process improvement does not show profit improvement while we are doing it
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10. La clarification des hypothèses
What assumptions are motivating the current practices in your organization ?
Are your assumptions in alignment with the CMM assumptions ?
Are your assumptions working for you or working against your good intentions, pushing you in the wrong direction ?
Which assumptions are not acted upon ?
What are the assumptions that interfere ?
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