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A Short Rant About Rogue CMMI Consultants

If you've been waiting patiently for the next part of my seven deadly sins posts, I do apologize. The post has been written for some time, but the subject matter could have been misconstrued by the folk I was under contract with and I didn't want to get caught up in a needless conflict. That contract is now over so I will post in due course when I feel that the time is right. If I'm brave enough,
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Dodgy Decision Making In the Wake of a “Successful” SCAMPI A Appraisal

So your organization now has a huge deck of PowerPoint slides produced by the SCAMP A Appraisal team, and somewhere towards the back there’s one particular slide that tells you your rating (you hope!). It’s probably taken you a long time to get to this point, maybe even years, and the relief from those intimately involved in the whole exercise is palpable. Your SEPG can relax and everyone can look
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The Trouble(s) with Software Process Improvement

Fifteen or more years of software process improvement efforts have not lead to the remarkable changes that people like Watts Humphrey may have envisaged when he wrote "Managing the Software Process". The reality is that despite our efforts software development projects continue to fail either completely or to meet their intended budget, time and quality objectives. Even high maturity organisations
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You need more than Hot Air

Another tell-tale sign that an Improvement initiative may be in trouble is where the programme is deluged in meetings, reviews and general talking shops. It is well recognised that you can never communicate enough when it comes to managing change, but the requirement is for effective communication, not merely the production of hot air. If your programme is a “Process Improvement Initiative” then
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Tool-itis: A Cause for Concern

There are often some tell-tale signs that not everything is going well in an improvement programme. Often these are activities which are brought to management attention to create an illusion of progress whilst more important tasks are allowed to slip. Sometimes this is conscious behaviour on the part of the initiative leader, but more often it is a reflection of the fact that the organisation is not
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