In the mid 1980’s software had become an increasingly larger part of weapons systems and many products.
The U.S. DoD was strongly dissatisfied with the outcomes of weapons development projects. This gave rise to the Software Engineering Institute (SEI) and the first Capability Maturity Model (CMM) funded by the DoD.
As consequence of all of this, the first CMM (CMM v1.0) was developed for software and released in August 1990.
Since I’m working with our internal process framework, based in specific practices of the CMMI, I have discovered that making pressure on different Process Areas, reviewing and improving them, we are removing a lot of non necessary work that was supposed to be done.
To improve these areas, we review it each month and create actions to improve those that are not as ‘green’ light.
one of the key points?
The addition in the Specific Process Areas of check list questions that provoke the people think about if they detect any corrective or preventive action.
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I like CMM because it is something where each process can be looked at quickly and it is pretty simple to see which level that process is currently at. Of course a more in depth view is best when it comes to addressing the issues, but as a quick first realisation and awareness step it can’t be beaten.
When I applied it to the processes at my last employer it made me realise that the decision to leave was the right one and explained the constant stress and pressure.