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Here’s one of the biggest ironies about the process improvement efforts: The
people responsible for managing the process efforts love to point out when
management doesn’t "walk the talk," that is, when managers talk about process
improvement but their actions say otherwise. Yet, how often do you see people
managing process improvement walk their own talk?
Here’s what we mean...the SW-CMM level 2 KPAs (particularly SPP, SPTO, SSM,
and ISM) and the Project Management process areas (PP, PMC, SAM, IPM and RSKM)
in the CMMI are all about planning and managing projects, right? So why should
the project called "process improvement" or "CMM/CMMI implementation" be any
different?
Delivering a software system is not all that different from delivering a process
system. So why don’t the people who are supposed to manage and control process
improvement practice what they preach? Why should model-based process improvement
be managed any different than the way software or systems projects are managed?
The answer is, it shouldn’t; system delivery and process delivery are both
projects, and both deserve project management.
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