Unexploited Value of the CMM

Note:

• I use CMM to refer to both the CMM and its successor the CMMI. 
• What  I have to say about the CMM is also applicable to other process related classification tools e.g. SPICE.

As Wikipedia describes it, the CMM started out as a tool to assess vendors for government (US) software contracts. This, I consider, has led to a distorted view of the CMM tool.

The Distortion

• Software companies, view the CMM rating as merely a marketing aid. 
• As a result, the objective becomes getting certified - not process change. Any process change is just for the benefit of certification inspectors. It is window dressing. The actual process remains unchanged. There is a saying in Hindustani which accurately describes this behavior, "An elephant has two sets of teeth; One for display, another for eating". It is what some (?) of our garment exporters used to do; sample lots used one process, shipment lots used a "practical" process. Garment exporters could sell their rejects in the local market. Software exporters do not have that option.

My Thesis.

• The CMM is a tool for top management, just as much as a balance sheet is.
• Balance sheets too are subject to window dressing. However, top management - unless they are drinking their own kool-aid - would be fully aware of the true situation.

What is The CMM?
I will take the terms in reverse order.

• Model (the 2nd M). The statistician Box said, "All models are false; some are useful."
• False, in the sense that no model captures the entirety of the subject. 
• Useful in the sense that relevant characteristics are captured.
• Relevance is determined by the problem/application/domain. Or, to be tautological, usefulness is determined by use.
• Box was a statistician. Statisticians deal in numbers. No metrics; No models.
• Maturity. 
• I take this as the analogue of what it means for a human to exhibit mature behavior. What is mature human behavior? It is the opposite of immature behavior. It is childish behavior (note: childish and childlike are not the same). The main characteristics of mature behavior are:
• Consistency.
• Predictability.
• Calibrated response.
• Awareness of consequences.
• Low variance of process metrics indicates higher maturity. That is what Six-Sigma processes are about.
• Capability. 
• The Model mentioned above models Capability. As mentioned, modelling requires metrics.
• The facets for which the metrics are required:
• Domain knowledge
• Code
• Size
• Quality metrics
• Project Management. 
• On-time delivery
• Responsiveness to change
• Time to fix defects
• Administrative & Financial.
• Personnel
• Infrastructure
• Project resources
• Metrics mean making measurement. That means demonstrated performance - not imagined performance.

Both process capability, and process variability (maturity), are important. 

Relevance to Management.

• Project Management is about making and keeping commitments.
• Commitments require estimating future performance.
• Estimates have necessarily to be based on the past - the demonstrated capability.
• The reliability of estimates is indicated by the variance of previous differences between estimates and actual performance - the demonstrated maturity. 

Action.

• Software organizations must, on a regular basis, check the health of their process. The CMM is an instrument for performing the check.
• A regular CMM check for the process is as necessary as a regular medical check-up for people.
• Performing a regular CMM check should be the top task of the QA team.
• The report should have the attention of the CEO and CTO