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Additional info for CMMI® Assessments
30 management reported to the next. After the first assessment, the President of Organization Z came to use his own authority to redress the organization's problems. But he did so principally because the need for the improvement was conveyed during the assessment by the organization's full ladder of personnel, middle managers, and executives. Many of these people already knew what was wrong before the assessment, but it was the assessment itself that consolidated their energies in the direction of positive change.
Table 2-1. 1 Requires each team member to receive the SEI-licensed Intro to CMMI course. 2 Requires each team member to receive the SEI-licensed Intro to CMM course or equivalent course defined by waiver guidelines. No requirement for any Requires that at least one site members to be on team member be from the team. assessed organization. Requires an appraisal Requires this information input record signed by to be contained in the the sponsor. assessment plan that is signed by the sponsor. Requires a data Requires the plan for data collection plan to be collection including documented including interviewees to be by whom objective contained in the 45 46 Data collection 46 evidence will be verified assessment plan.
Senior management involvement. [and] 4. An attitude of respect for the views of the people in the organization" [Humphrey 89]. 4. A Second Path Toward Software Process Improvement Assessments: The History of ISO-9000-3, Bootstrap, SPICE, and the CMMI About the same time that the SEI was developing the CMM structure and the CBA IPI assessment methodology in America, European groups began to improve in their own way on the history of manufacturing audits. The most important difference between the two efforts was that in Europe, attention was focused more on small commercial organizations than on large defense-related ones.