The Mythical CMM (CMM myth): 01
Myth (myth), often refers to the popularity, similarity and not of software engineering. Earlier, the most famous is the "THE ITHICAL MAN-MOTH), while Pressman has software in its" Software Engineering - Practitioner Road "(Software Engineering - A Practioner's Approach) 10 big myths. Because of its complicated architecture, embarrassment, because of many complex situations involved in CMM implementation, there is also some "myth".
Myth 1: To reduce costs, add the cost. Below is the first question that I have been asked in the process of I am in CMM. Because it is very typical, the excerpt is as follows: "Excuse me, how to make a software company's boss truly realize that CMM training is not for transition, but in order to improve the production and quality of software, reduce cost? Because CMM implementation It can't see the effect in a short time, and in the early days, it will bring a negative impact. If the old general is unconventional, the confidence is insufficient, facing the company's anti-law and the decline in the company's performance, the old will give up CMM. " List this problem as "Myth No.1" because if there is no handling, a company that is ready to implement CMM will fight back, and everything will be discussed. Moreover, this problem is also extremely sensitive, involving the "cost" issue of the company's most concerned, and it is absolutely answered that it can be perfunctive.
First of all, what is the implementation CMM? This issue has no unified answer. According to the saying of SEI literature [1], software companies should analyze business contexts according to their business goal, and clarify the business environment of the company to implement CMM. Business driver. If the company is preparing to enter the outsourcing market, and the customer requires the qualification of the software process capability, "too" is of course the purpose. Even if some listed companies operate in order for the capital market, they need concept hype and packaging, "transfers" as a business means, is of course also possible. As for the "increased software production and quality, reduce cost", in the case where the enterprise can guarantee that the source is constantly projectable but the development efficiency is relatively low, and the program defects can be considered as a purpose. For example, some large state-owned software companies, although there are a lot of disadvantages because of the system of institutions, they can receive a project from public security justice from public security justice with state-owned enterprises. However, if the company is worried, the next project comes from, it is not "increasing the production and quality of the software", but the "Create Customer" that the management Master Durk said.
Secondly, if it is determined that the goal of the company's improvement cycle is "reducing cost", then the process improvement measures should be targeted for "reducing cost", other improvement measures should be lower than Improvement measures to "reduce cost" services should be implemented in the next improvement cycle. Moreover, SEI's literature has always emphasized that the implementation of CMM is gradually improved, and each step should have a specific effectiveness before it can be implemented to the next step. If you attempt to implement the 18 key process domains in the CMM overnight, more than 300 sub-practices, "a fat man", natural will "see the effect in a short period of time, and will have a negative impact in the initial period" . Even a considerable impact on the normal business of the company, this is to avoid the situation. If some companies are just for the needs of public relations, or to facilitate market staff to negotiate with customers, they decided to "too". So, "Reduce Cost" is not the purpose, and software development has never regulated that this change is too "storm". Its initial negative impact should be the risk that should be planned before implementation, and has the corresponding mitigation action (Decutation). Further, it is necessary to explain that our technicians do not know how to calculate costs in business accounting. Enron's incidents have just passed, and everyone focuses on CA (Computer Associate), because the company's calculation method for financial income. Since CA Company uses the company's software to charge according to the year, the accounting will be included in the future in the future, and the US federal government institutions question whether it is intentionally adopted such accounting. For a certain cost of the company, it should be investigated from the life cycle of the entire product, rather than just examine the cost of the product development, and ignore the maintenance phase of the product. The maintenance cost of the product, commonly known as "lag cost", is easy to ignore non-financial professionals. From the life cycle of the entire product, although the cost of product development will increase slightly, the maintenance cost of the product will greatly decrease, and the total cost is still reduced. If you intend to ignore product maintenance costs, it is also a "doing false account".
Further, the company's implementation CMM should be seen as a "investment" instead of "cost". The CMM implemented ROI (investment yield) calculation method is worth discussion. Some data in SEI's literature [2], but different enterprises have different cases, not to mention the specific business environment of foreign software companies and domestic enterprises. Strictly speaking, the investment yields implemented by CMM can only be calculated in the implementation of 2-3 years, and the ROI (investment yield) before implementation can only be estimated, and the estimation model is always inaccurate. Therefore, implementing CMM as an investment behavior is essentially a risk, and judgment and commitment to investment behavior and risk is the responsibility of high-level leaders in corporate, is not the responsibility of quality managers or even technical vice presidents. Under normal circumstances, the quality manager or technical deputy sum of the company is always in contact. If the sentence is not listening, their mentality "Convince Enterprise Leaders' Implementing CMM" is "Vietnamese", exercising the scope of management responsibilities Decision power. The military strategy discipline is very emphasized from the difference between staff and decision-making personnel. The duties of the staff are a variety of options based on certain analysis methods, as well as the possible consequences of each choice. Decision-making staff is to make a decision in a variety of possible choices, or based on its own knowledge and extensive experience, requires staff to provide more reference programs. Let Staff Personnel have obvious tendencies (ie, CMM should be implemented) in proposing programs or recommendations, is the experience of exercising decision-making rights and delegating decision makers. Implementing CMM is a systematic project that affects companies, and requires judgment on the accurate grasp of enterprises. So, who is the most comprehensive information about the company, who is more decisive? It is undoubtedly the high-level leadership of the company. As a quality manager, technical deputy or technical personnel, it should be provided to provide objective information about CMM, rather than having a prevention. Finally, CMM implementation must be able to realize the return of the company's increment, and I prefer to understand it as a market evolution process. As long as the current domestic market environment also allows the "software workshop" to maintain or even profit, as long as the labor costs will have long been the main competitive advantage of Chinese software companies, the production method of the software industry is difficult to produce significant changes in the short term, and we have changed or The process of extracting software companies will fail. I believe that for CMM implementation and returns, our entrepreneurs are more clear than all CMM consulting agencies and technicians.
(Until it, to be continued)
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