The strategic problem in CMM implementation is that the main cause of CMM successfully implemented in Xiaol (Reprinted from Software Engineering Expert Network) is not just technical issues, more is to implement strategic issues. Analysis of many companies implementing CMM process, there is three points in its CMM implementation strategy. 1. Sepg Group Isolated Work Enterprises can organize a group to study a group before deciding to implement CMM, but after deciding to implement, the composition and working mode of SEPG will be more important. Investigate the process of implementing CMM in China, we found that some companies have made it into a specification after constituting SEPG, and they will be handed over to the project group after completion, and the result is that there is not good, resulting in failure of CMM failure. . So where is the problem? In fact, CMM only states what to do, but did not explain how to do it? Therefore, the implementation of CMM must be involved in personnel with process management experience, and they should be quite familiar with process management in each stage of the software lifecycle and have experience in the actual development and maintenance of the software life cycle. Without these experiences, it is unable to organize and manage development and maintenance processes well. Secondly, after implementing CMM, process management should be as transparent on the original software development and maintenance work, which requires people responsible for software development and maintenance, especially those responsible, must participate in the development of process management processes, because the original Software development and maintenance experience is not necessarily good to adapt to the current environment. Only software developers and process managers work well to work well, can make process management work as transparent as possible. In addition, the formulated specification must first be practical, the initial specification is not necessarily the best, but must be feasible and then continuously improved in continuous practice. 2. Comprehensive development of CMM is another case: Sepg provides a set of viable specifications, and companies have fully launched CMM work. The wishes of the enterprise are to complete the implementation of CMM in the shortest possible time, but the actual situation may be violent. We know that there are a lot of connections between all CMM2-level key process domains and run through the entire software lifecycle. Therefore, there are two drawbacks in the implementation of CMM in the implementation of the CMM: First, in the implementation process, it will definitely find that the specification developed itself has many places, but because the coverage is too wide, it is not easy to determine the improvement point, the result is to The speed is not reached; its second, process management work may cover the original basic software engineering in a period of time, which will increase the difficulty of discovering problems, analyzing problems, and continuous improvement. Therefore, the implementation of CMM should choose an eye, have a plan, stage, and to be done. This not only does not extend the implementation cycle, but also accelerate the pace of implementation, many companies have also explained this. 3. CMM Implementing Template to move other companies's CMM implementation template is not advisable. First, the CMM implementation template belongs to the company's intellectual property, unless legal acquisition, otherwise it is to infringe; secondly, other companies' templates are not necessarily suitable for this company, because the features of software products, development methods, development environment, development tools, and corporate culture Impact the applicability of the CMM template, and therefore, draft a template according to the actual situation of your company, it makes sense than the template that directly adopts other companies.
