The understanding problem that must be solved when implementing CMM

When the software process is improved based on CMM, some fundamental idea problems can not be solved, which will make the period of implementation more long, the effect is not good, and even cause the process improvement failure or suspension. Top leaders of software enterprises, process improvement supervisors, sales personnel, project managers and general developers need to have a unified understanding of these issues, on the basis of which to eliminate all aspects of resistance, grasp the direction of process improvement and control the progress of process improvement. After summarizing the experience and lessons of 3 years of implementation of CMM, the author this paper sums up the following ideas, which can be used to prepare for process improvement or process improvement in the software Enterprise Peer reference: CMM is not omnipotent, only CMM is not, but also technology (development methods, tools) personnel two elements to improve together

In the course of the development of software engineering, people try to use such solutions as formal description language, structured development method, case tool, component development method and so on in order to solve the soft crisis, but the effect is not so significant, CMU Sei proposed the Software process Capability Maturity Model (CMM) to solve the software crisis based on the process angle. Then whether the implementation of CMM, the development of software enterprises will be able to improve, it will bring economic benefits? The answer is in the negative. If the enterprise to bring economic benefits must be combined with software processes, tools, development methods, personnel and other factors to improve together to ensure economic benefits, because the personnel, technology and process is to support the software development platform three legs, less than that one. We all know the principle of cask, a wooden barrel can be stored in the maximum capacity of the water is the shortest that Wood decided. In the enterprise's development ability process, technology (including tools, methods), personnel are the main factors, all need to improve overall, focus on only one aspect, and ignore other aspects, are harmful.

One of the easiest mistakes when starting to implement CMM is "management-only" or isolated process improvement, ignoring the development of technology and personnel, too much emphasis on the role of management, the implementation of six months or a year later, found that the production capacity of enterprises has not been significantly improved, then the voice of opposition will become the mainstream, The process improvement will be difficult to continue. Some enterprises adopt object-oriented development methods for software development, but the enterprise does not have a real understanding of object-oriented technology experts, although also using the RUP process, but also the use of Rose and other development tools, but only the shape, did not do the real Oo method, did not get the essence of Oo method, This problem cannot be solved simply by process improvement. There are also the enthusiasm of enterprise developers is very poor, enthusiasm is very low, the enterprise's incentive mechanism does not play a good role, this problem is also dependent on the CMM can not be solved.

Management is prevention, the role of management is implicit, not all immediate, we must have patience

In the implementation of the CMM, the management of the enterprise at the beginning tend to be too high expectations of process improvement, hope that the effect of a short period of time is significant, above we talked about whether the effect is not determined by a factor, the need for a number of factors to improve together. And the biggest function of management is prevention, nip in the bud.

Any improvement in management is consistent with the J-curve, that is, the efficiency of the enterprise in the early stages of improvement may be reduced, and there may even be some confusion, but through this time will see the effect. So in the early days of improvement, we must be prepared for this and have patience.

Adhere to the ingenious, with my main

Mechanical copying of CMM is a frequent error in the implementation of CMM. In the domestic software enterprises, are from the workshop-type software organization gradually developed, also did not go through the software engineering stage, and even no standards, norms. Really more than 10 years of software engineering experience are relatively few people, in addition to people do not want to engage in management, so some enterprises formed SEPG personnel may be in the engineering experience is deficient, and there is no real experience of experts to guide, so the CMM understanding can not be very profound, Do not dare to cut CMM, easy to copy the CMM provisions, in fact, this is just contrary to the spirit of the CMM, CMM is a comprehensive experience in software engineering, is summed up from the practice, to guide the practice, the CMM itself is also in the updated version, and constantly improve. Each enterprise has its own characteristics, like Microsoft's MSF, which is Microsoft's own internal management process standards, is Microsoft's product development experience summed up, some content is not in the CMM, can be used for reference, so as long as you can improve the enterprise's own software management level, it should be bold to try.

In the implementation of the CMM, the resistance encountered was largely due to the copying of the CMM provisions, which did not meet the actual situation of the project team and did not have specific analysis. In fact, front-line managers and developers are most knowledgeable about reality. Who understands reality, who has a say. Therefore, in the development of CMM standards, especially in the formulation of the procedures to be implemented, template and record sample, must get the approval of the performer, otherwise it will easily cause obstacles to implementation and communication, you have to push, on the surface it seems that everyone also according to the rules to do, is actually cosmetic, to improve without practical help, To cause the SPI work to be blocked.

To improve the style of not revolutionary

To implement the CMM in a revolutionary way, hoping to solve the problem of process ability through a movement, one may not understand the CMM, do not know the improvement of management is gradual, one may be knowingly, expect in the short term through CMM evaluation, pure pursuit of the market sensation effect. Some enterprises in a short period of time, although through the CMM level assessment, I think I am afraid because of the lack of effectiveness and lack of recognition of the people can not be such a "standard" to continue. The introduction of a company's CMM will essentially affect the corporate culture, change people's thinking and ways of doing things. Some people have the image of the process improvement metaphor for weight loss, you can rely on weight loss drugs in a short period of time to reduce weight, but if not fundamentally improve the diet, life, exercise habits, then the weight will be in a short period of time back to the original, I think this metaphor is very image.

The way of revolution and the way of improvement I have tried, the effect of a great difference. So I sum up one is to let everyone in the "small run" to accept the change, so the least risk, the best effect.