{"id":1792,"date":"2013-07-03T17:44:29","date_gmt":"2013-07-03T10:44:29","guid":{"rendered":"http:\/\/science-technology.vn\/?p=1792"},"modified":"2013-07-03T17:44:29","modified_gmt":"2013-07-03T10:44:29","slug":"cai-tien-qui-trinh-cau-hoi-can-hoi","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=1792","title":{"rendered":"C\u1ea3i ti\u1ebfn qui tr\u00ecnh: C\u00e2u h\u1ecfi c\u1ea7n h\u1ecfi"},"content":{"rendered":"

T\u00f4i \u0111\u00e3 nh\u1eadn \u0111\u01b0\u1ee3c nhi\u1ec1u emails li\u00ean quan t\u1edbi b\u00e0i b\u00e1o t\u00f4i vi\u1ebft v\u1ec1 c\u1ea3i ti\u1ebfn qui tr\u00ecnh d\u00f9ng CMMI. D\u01b0\u1eddng nh\u01b0 v\u1eabn c\u00f3 c\u00e1c \u00fd ki\u1ebfn kh\u00e1c nhau v\u1ec1 vi\u1ec7c th\u1ef1c hi\u1ec7n n\u00f3. C\u00e1c nh\u00e0 t\u01b0 v\u1ea5n bi\u1ec7n h\u1ed9 r\u1eb1ng \u0111i\u1ec1u \u0111\u1ea7u ti\u00ean c\u1ea7n l\u00e0m l\u00e0 c\u00f3 \u0111\u00e1nh gi\u00e1 \u0111\u1ec3 x\u00e1c \u0111\u1ecbnh m\u1ee9c \u0111\u1ed9 tr\u01b0\u1edfng th\u00e0nh c\u1ee7a c\u00f4ng ti. B\u1eb1ng vi\u1ec7c bi\u1ebft m\u1ee9c \u0111\u1ed9 c\u1ee7a c\u00f4ng ti, nh\u00e0 t\u01b0 v\u1ea5n c\u00f3 th\u1ec3 gi\u00fap ph\u00e1t tri\u1ec3n k\u1ebf ho\u1ea1ch c\u1ea3i ti\u1ebfn cho n\u00ean c\u00f4ng ti c\u00f3 th\u1ec3 chuy\u1ec3n sang m\u1ee9c ti\u1ebfp. C\u00e1c c\u00f4ng ti \u0111\u00e0o t\u1ea1o kh\u00f4ng \u0111\u1ed3ng \u00fd v\u00e0 n\u00f3i r\u1eb1ng \u0111i\u1ec1u \u0111\u1ea7u ti\u00ean ph\u1ea3i \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n l\u00e0 c\u00f3 \u0111\u00e0o t\u1ea1o v\u1ec1 CMMI cho ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n \u0111\u1ec3 cho h\u1ecd c\u00f3 th\u1ec3 hi\u1ec3u v\u00e0 th\u1ef1c hi\u1ec7n ho\u1ea1t \u0111\u1ed9ng c\u1ea3i ti\u1ebfn. M\u1eb7c d\u1ea7u c\u1ea3 hai l\u00e0 nh\u1eefng ho\u1ea1t \u0111\u1ed9ng c\u1ea7n thi\u1ebft nh\u01b0ng ch\u00fang ph\u1ea3i kh\u00f4ng \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n tr\u01b0\u1edbc. T\u00f4i tin r\u1eb1ng thu \u0111\u01b0\u1ee3c cam k\u1ebft t\u1eeb ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti ph\u1ea3i l\u00e0 \u0111i\u1ec1u \u0111\u1ea7u ti\u00ean v\u00e0 l\u00e0 quan tr\u1ecdng nh\u1ea5t. B\u1ea5t k\u00ec c\u1ea3i ti\u1ebfn n\u00e0o m\u00e0 kh\u00f4ng c\u00f3 cam k\u1ebft t\u1eeb ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ea5p cao s\u1ebd kh\u00f4ng bao gi\u1edd c\u00f3 t\u00e1c d\u1ee5ng.<\/span><\/p>\n

L\u00ed do c\u00e1c nh\u00e0 t\u01b0 v\u1ea5n nh\u1ea5n m\u1ea1nh v\u00e0o vi\u1ec7c c\u00f3 \u0111\u00e1nh gi\u00e1 tr\u01b0\u1edbc h\u1ebft l\u00e0 v\u00ec \u0111\u00f3 l\u00e0 c\u00e1ch h\u1ecd l\u00e0m ti\u1ec1n. \u0110\u00e1nh gi\u00e1 \u0111i\u1ec3n h\u00ecnh t\u1ed1n nhi\u1ec1u ti\u1ec1n ($20,000 USD t\u1edbi $ 40,000 USD) \u0111\u1ec3 cho c\u00f4ng ti bi\u1ebft n\u00f3 \u0111ang \u1edf \u0111\u00e2u tr\u00ean c\u00e1c m\u1ee9c CMMI nh\u01b0ng \u0111\u00f3 ch\u1ec9 l\u00e0 ho\u1ea1t \u0111\u1ed9ng \u0111\u1ea7u ti\u00ean. L\u1eadp k\u1ebf ho\u1ea1ch c\u1ea3i ti\u1ebfn th\u00eam y\u00eau c\u1ea7u ph\u00ed ph\u1ee5 th\u00eam. C\u00f3 nhi\u1ec1u ho\u1ea1t \u0111\u1ed9ng t\u01b0 v\u1ea5n h\u01a1n c\u1ea7n ph\u1ea3i \u0111i theo n\u01a1i c\u00f4ng ti ph\u1ea3i ti\u1ebfp t\u1ee5c tr\u1ea3 ti\u1ec1n tr\u01b0\u1edbc khi n\u00f3 c\u00f3 th\u1ec3 c\u1ea3i ti\u1ebfn. M\u1ed9t s\u1ed1 c\u00f4ng ti \u0111\u00e0o t\u1ea1o ch\u1ee7 tr\u01b0\u01a1ng \u0111\u00e0o t\u1ea1o CMMI tr\u01b0\u1edbc b\u1edfi v\u00ec h\u1ecd l\u00e0m ti\u1ec1n theo c\u00e1ch \u0111\u00f3 n\u1eefa. M\u1ed9t l\u1edbp CMMI c\u0103n b\u1ea3n c\u00f3 th\u1ec3 t\u1ed1n $10,000 USD hay h\u01a1n nh\u01b0ng n\u00f3 ch\u1ec9 l\u00e0 chi ph\u00ed \u0111\u1ea7u ti\u00ean. C\u00f3 nhi\u1ec1u \u0111\u00e0o t\u1ea1o h\u01a1n \u0111\u01b0\u1ee3c c\u1ea7n t\u1edbi v\u1ec1 sau. B\u1eb1ng vi\u1ec7c \u0111i theo nh\u1eefng l\u1eddi khuy\u00ean \u0111\u00f3, c\u00f4ng ti ph\u1ea3i chi nhi\u1ec1u ti\u1ec1n tr\u01b0\u1edbc khi h\u1ecd c\u00f3 th\u1ec3 c\u1ea3i ti\u1ebfn \u0111\u01b0\u1ee3c c\u00e1i g\u00ec. Do \u0111\u00f3, \u0111i\u1ec1u quan tr\u1ecdng l\u00e0 ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti hi\u1ec3u m\u1ecdi b\u01b0\u1edbc c\u1ea7n thi\u1ebft v\u1ec1 c\u1ea3i ti\u1ebfn qui tr\u00ecnh.<\/p>\n

Tr\u01b0\u1edbc khi b\u1eaft \u0111\u1ea7u c\u1ea3i ti\u1ebfn qui tr\u00ecnh ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti c\u1ea7n tr\u1ea3 l\u1eddi nh\u1eefng c\u00e2u h\u1ecfi sau: \u201cT\u1ea1i sao b\u1ea1n quan t\u00e2m t\u1edbi vi\u1ec7c d\u00f9ng CMMI? T\u1ea1i sao b\u1ea1n mu\u1ed1n c\u1ea3i ti\u1ebfn qui tr\u00ecnh? L\u00ed do g\u00ec b\u1ea1n mu\u1ed1n thay \u0111\u1ed5i c\u00e1ch c\u00f4ng ti c\u1ee7a b\u1ea1n ph\u00e1t tri\u1ec3n ph\u1ea7n m\u1ec1m? B\u1ea1n c\u00f3 s\u1eb5n l\u00f2ng \u0111\u1ea7u t\u01b0 v\u00e0o con ng\u01b0\u1eddi ri\u00eang c\u1ee7a b\u1ea1n kh\u00f4ng? B\u1ea1n c\u00f3 cam k\u1ebft l\u00e0m cho m\u1ecdi s\u1ef1 x\u1ea3y ra trong c\u00f4ng ti c\u1ee7 b\u1ea1n kh\u00f4ng? B\u1ea1n c\u00f3 bi\u1ebft r\u1eb1ng c\u1ea3i ti\u1ebfn qui tr\u00ecnh l\u00e0 cu\u1ed9c h\u00e0nh tr\u00ecnh d\u00e0i kh\u00f4ng? B\u1ea1n c\u00f3 s\u1eb5n l\u00f2ng quy\u1ebft t\u00e2m theo \u0111u\u1ed5i trong nhi\u1ec1u n\u0103m c\u00e1c ho\u1ea1t \u0111\u1ed9ng c\u1ea3i ti\u1ebfn \u0111\u1ec3 \u0111\u1ea1t t\u1edbi k\u1ebft qu\u1ea3 mong mu\u1ed1n kh\u00f4ng? Ch\u1eebng n\u00e0o b\u1ea1n ch\u01b0a th\u1ec3 tr\u1ea3 l\u1eddi \u0111\u01b0\u1ee3c nh\u1eefng c\u00e2u h\u1ecfi n\u00e0y m\u1ed9t c\u00e1ch trung th\u1ef1c, b\u1ea1n KH\u00d4NG n\u00ean b\u1eaft \u0111\u1ea7u c\u1ea3i ti\u1ebfn qui tr\u00ecnh. T\u1ea5t nhi\u00ean, n\u1ebfu m\u1ecdi \u0111i\u1ec1u b\u1ea1n mu\u1ed1n l\u00e0 m\u1ea3nh g\u1ea5y “ch\u1ee9ng nh\u1eadn CMMI” th\u00ec t\u00f4i kh\u00f4ng c\u00f3 b\u00ecnh lu\u1eadn th\u00eam g\u00ec n\u1eefa. Kh\u00f4ng c\u1ea7n th\u1ea3o lu\u1eadn th\u00eam n\u1eefa.<\/p>\n

Ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti ph\u1ea3i hi\u1ec3u r\u1eb1ng “c\u1ea3i ti\u1ebfn th\u1ef1c” l\u00e0 cu\u1ed9c h\u00e0nh tr\u00ecnh d\u00e0i. N\u00f3 c\u00f3 nhi\u1ec1u ch\u01b0\u1edbng ng\u1ea1i, nhi\u1ec1u v\u1ea5n \u0111\u1ec1, v\u00e0 kh\u00f4ng c\u00f3 quy\u1ebft t\u00e2m m\u1ea1nh \u0111\u1ec3 \u0111i theo m\u1ecdi c\u00e1ch, n\u00f3 s\u1ebd kh\u00f4ng th\u00e0nh c\u00f4ng. N\u1ebfu d\u1ef1 \u00e1n c\u1ee7a b\u1ea1n c\u00f3 nhi\u1ec1u l\u1ed7i, n\u1ebfu d\u1ef1 \u00e1n c\u1ee7a b\u1ea1n kh\u00f4ng \u0111\u00e1p \u1ee9ng l\u1ecbch bi\u1ec3u, n\u1ebfu c\u00f4ng ti c\u1ee7a b\u1ea1n c\u00f3 nhi\u1ec1u vi\u1ec7c thay ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n, n\u1ebfu c\u00f4ng ti c\u1ee7a b\u1ea1n m\u1ea5t ti\u1ec1n v\u00e0 m\u1ea5t kh\u00e1ch h\u00e0ng th\u00ec c\u1ea3i ti\u1ebfn qui tr\u00ecnh l\u00e0 l\u00ed do t\u1ed1t. N\u1ebfu b\u1ea1n mu\u1ed1n m\u1edf r\u1ed9ng doanh nghi\u1ec7p c\u1ee7a b\u1ea1n t\u1eeb \u0111\u1ecba ph\u01b0\u01a1ng ra to\u00e0n c\u1ea7u, mu\u1ed1n x\u00e2y d\u1ef1ng danh ti\u1ebfng t\u1ed1t l\u00e0 c\u00f4ng ti c\u00f3 ch\u1ea5t l\u01b0\u1ee3ng, thi\u1ebft l\u1eadp “t\u00ean hi\u1ec7u” cho c\u00f4ng ti c\u1ee7a b\u1ea1n th\u00ec c\u1ea3i ti\u1ebfn qui tr\u00ecnh c\u0169ng l\u00e0 l\u00ed do t\u1ed1t. N\u1ebfu b\u1ea1n mu\u1ed1n c\u00f4ng ti c\u1ee7a b\u1ea1n c\u00f3 nh\u1eefng ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n gi\u1ecfi v\u1edbi k\u1ebft qu\u1ea3 d\u1ef1 \u00e1n t\u1ed1t th\u00ec c\u1ea3i ti\u1ebfn qui tr\u00ecnh l\u00e0 l\u00ed do t\u1ed1t. N\u1ebfu b\u1ea1n mu\u1ed1n c\u00f3 l\u1ee3i nhu\u1eadn, l\u00e0m nhi\u1ec1u ti\u1ec1n h\u01a1n tr\u01b0\u1edbc \u0111\u00e2y th\u00ec c\u1ea3i ti\u1ebfn qui tr\u00ecnh c\u0169ng l\u00e0 l\u00ed do t\u1ed1t. Tuy nhi\u00ean, b\u1ea1n ph\u1ea3i ki\u00ean nh\u1eabn v\u00e0 quy\u1ebft t\u00e2m l\u00e0m cho n\u00f3 x\u1ea3y ra, kh\u00f4ng ph\u1ea3i trong m\u1ed9t n\u0103m, kh\u00f4ng ph\u1ea3i trong hai n\u0103m, m\u00e0 li\u00ean t\u1ee5c b\u1edfi v\u00ec c\u1ea3i ti\u1ebfn kh\u00f4ng bao gi\u1edd d\u1eebng l\u1ea1i.<\/p>\n

N\u1ec1n t\u1ea3ng c\u1ee7a c\u1ea3i ti\u1ebfn d\u00f9ng CMMI l\u00e0 m\u1ed1i t\u01b0\u01a1ng h\u1ed7 gi\u1eefa qui tr\u00ecnh, s\u1ea3n ph\u1ea9m v\u00e0 k\u1ebft qu\u1ea3 doanh nghi\u1ec7p. Qui tr\u00ecnh t\u1ed1t ph\u1ea3i mang t\u1edbi s\u1ea3n ph\u1ea9m t\u1ed1t v\u00e0 s\u1ea3n ph\u1ea9m t\u1ed1t ph\u1ea3i mang t\u1edbi k\u1ebft qu\u1ea3 doanh nghi\u1ec7p t\u1ed1t. Tuy nhi\u00ean, nhi\u1ec1u ng\u01b0\u1eddi ch\u1ec9 h\u1ed9i t\u1ee5 v\u00e0o vi\u1ec7c c\u00f3 “qui tr\u00ecnh” m\u00e0 kh\u00f4ng t\u00ednh t\u1edbi s\u1ea3n ph\u1ea9m v\u00e0 k\u1ebft qu\u1ea3 doanh nghi\u1ec7p. \u0110i\u1ec1u l\u00e0m t\u00f4i ng\u1ea1c nhi\u00ean l\u00e0 ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti \u0111\u1ec3 cho \u0111i\u1ec1u \u0111\u00f3 x\u1ea3y ra theo c\u00e1ch \u0111\u00f3. T\u1ea1i sao m\u1ecdi ng\u01b0\u1eddi ch\u1ec9 mu\u1ed1n c\u00f3 ch\u1ee9ng ch\u1ec9 m\u00e0 kh\u00f4ng c\u00f3 k\u1ebft qu\u1ea3 th\u1ef1c n\u00e0o? T\u1ea1i sao m\u1ecdi ng\u01b0\u1eddi mu\u1ed1n “qu\u1ea3ng c\u00e1o” c\u00e1i g\u00ec \u0111\u00f3 m\u00e0 h\u1ecd th\u1eadm ch\u00ed kh\u00f4ng bi\u1ebft? H\u1ecd c\u00f3 bi\u1ebft r\u1eb1ng “qu\u1ea3ng c\u00e1o gi\u1ea3” c\u00f3 th\u1ec3 \u0111em t\u1edbi k\u1ebft qu\u1ea3 th\u1ea3m ho\u1ea1 kh\u00f4ng? Khi m\u1ed9t c\u00f4ng ti \u0111\u1ea1t t\u1edbi ch\u1ee9ng nh\u1eadn CMMI M\u1ee9c 5, ng\u01b0\u1eddi ch\u1ee7 c\u00f3 th\u1ea5y thay \u0111\u1ed5i g\u00ec so v\u1edbi n\u0103m tr\u01b0\u1edbc kh\u00f4ng? Bao nhi\u00eau d\u1ef1 \u00e1n \u0111\u00e3 \u0111\u1ea1t t\u1edbi ch\u1ea5t l\u01b0\u1ee3ng cao, \u0111\u00e1p \u1ee9ng m\u1ee5c ti\u00eau chi ph\u00ed v\u00e0 th\u1eddi gian? L\u1ed7i trung b\u00ecnh trong c\u00f4ng ti l\u00e0 g\u00ec? Ph\u1ea7n tr\u0103m d\u1ef1 \u00e1n \u0111\u00e1p \u1ee9ng l\u1ecbch bi\u1ec3u l\u00e0 g\u00ec? Doanh nghi\u1ec7p c\u00f3 t\u0103ng l\u00ean kh\u00f4ng? C\u00f4ng ti c\u00f3 nhi\u1ec1u kh\u00e1ch h\u00e0ng h\u00f4m nay h\u01a1n v\u00e0i n\u0103m tr\u01b0\u1edbc kh\u00f4ng? Thu nh\u1eadp c\u00f3 t\u0103ng l\u00ean \u0111\u00e1ng k\u1ec3 kh\u00f4ng so v\u1edbi v\u00e0i n\u0103m tr\u01b0\u1edbc?<\/p>\n

T\u00f4i tin r\u1eb1ng \u0111\u00e1nh gi\u00e1 CMMI ch\u00ednh th\u1ee9c l\u00e0 ti\u00eau ch\u00ed cho t\u00ednh h\u1ee3p th\u1ee9c, ch\u00ednh x\u00e1c, c\u1ed9ng t\u00e1c, nh\u1ea5t qu\u00e1n, v\u00e0 \u0111\u1ee7 l\u00e0 c\u00e1ch r\u1ea5t t\u1ed1t \u0111\u1ec3 hi\u1ec3u nh\u1eefng \u0111i\u1ec3m m\u1ea1nh v\u00e0 \u0111i\u1ec3m y\u1ebfu c\u1ee7a c\u00f4ng ti c\u1ee7a b\u1ea1n. T\u00f4i c\u0169ng tin \u0111\u00e0o t\u1ea1o CMMI l\u00e0 c\u00f3 gi\u00e1 tr\u1ecb \u0111\u1ec3 gi\u00fap ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n bi\u1ebft nhi\u1ec1u h\u01a1n v\u1ec1 qui tr\u00ecnh ph\u1ea7n m\u1ec1m. Tuy nhi\u00ean, kh\u00f4ng c\u00f3 quy\u1ebft t\u00e2m m\u1ea1nh c\u1ee7a ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti t\u00f4i t\u1ef1 h\u1ecfi \u0111i\u1ec1u g\u00ec s\u1ebd x\u1ea3y ra? C\u00e1i g\u00ec s\u1ebd x\u1ea3y ra cho ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n, ng\u01b0\u1eddi tin r\u1eb1ng c\u00f4ng ti s\u1ebd c\u1ea3i ti\u1ebfn r\u1ed3i ch\u1eb3ng th\u1ea5y g\u00ec x\u1ea3y ra? C\u00e1i g\u00ec s\u1ebd x\u1ea3y ra khi m\u1ecdi ng\u01b0\u1eddi th\u1ea5y nhi\u1ec1u l\u1ea7n c\u1ea3i ti\u1ebfn b\u1ecb th\u1ea5t b\u1ea1i? H\u1ecd m\u1ea5t ni\u1ec1m tin c\u1ee7a h\u1ecd v\u00e0o c\u1ea5p qu\u1ea3n l\u00ed th\u00ec c\u00e1i gi\u1ea3y ra c\u0169ng ch\u1eb3ng th\u00e0nh v\u1ea5n \u0111\u1ec1, c\u00f4ng ti s\u1ebd kh\u00f4ng bao gi\u1edd c\u00f3 kh\u1ea3 n\u0103ng c\u1ea3i ti\u1ebfn c\u00e1i g\u00ec.<\/p>\n

Tr\u01b0\u1edbc khi tham gia v\u00e0o c\u00e1i g\u00ec \u0111\u00f3 t\u1ed1n k\u00e9m v\u00e0 y\u00eau c\u1ea7u nhi\u1ec1u n\u1ed7 l\u1ef1c, b\u1ea1n c\u00f3 th\u1ec3 c\u1ea7n tr\u1ea3 l\u1eddi nh\u1eefng c\u00e2u h\u1ecfi n\u00e0y m\u1ed9t c\u00e1ch trung th\u1ef1c tr\u01b0\u1edbc khi nh\u1ea3y v\u00e0o c\u00e1i g\u00ec \u0111\u00f3 b\u1ea1n c\u00f3 th\u1ec3 h\u1ed1i ti\u1ebfc v\u1ec1 sau.<\/p>\n

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—-English version—-<\/p>\n

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Process Improvemen\u200bt: Questions to ask<\/p>\n

I have received several emails regarding articles that I wrote about process improvement using the CMMI. It seems there are still different opinions about implementing it. Consultants advocate that the first thing to do is having an appraisal to determine the maturity level of the company. By knowing the level of the company, consultants can help develop improvement plan so the company can move to the next levels. Training companies disagree and claim that the first thing should be done is having CMMI training for developers so they can understand and implement improvement activities. Although both are necessary activities but they should not be done first. I believe that obtaining commitment from company owner should be the first and the most important. Any improvement without commitment from senior managers will never work.<\/p>\n

The reason consultants emphasize on having an appraisal first because it is how they make money. Typical appraisal costs a lot of money ($20,000 USD to $ 40,000 USD) in order for the company to know where it is on the CMMI levels but that is only the first activity. Additional improvement planning requires additional fees. There are more consulting activities to follow where company must continue to pay before it can improve. Some training companies advocate CMMI training first because they make money that way too. A basic CMMI training class could cost $10,000 USD or more but it is only the first. There are more training needed afterward. By following those advices, company has to spend a lot of money before they can improve anything. Therefore, it is important that for company owner to understand all necessary steps about process improvement.<\/p>\n

Before starting process improvement company owners need to answers following questions: \u201cWhy are you interested in using the CMMI? Why do you want to improve the process? What are reasons that you want to change the way your company develop software? Are you willing to invest in your own people? Are you committed to make things happen in your company? Do you know that process improvement is a long journey? Are you willing to commit many years in improvement activities to achieve the desire results? Unless you can answer these questions honestly, you should NOT start the process improvement. Of course, if all you want is a \u201cCMMI certificate\u201d paper then I have no more comment. There is no need to discuss any further.<\/p>\n

Company owner must understand that \u201cReal improvement\u201d is a long journey. It has many obstacles, many problems, and without strong commitment to go all the way, it will not succeed. If your projects have many defects, if your projects do not meet schedule, if your company have high turnover of developers, if your company is losing money and losing customers then having process improvement is a good reason. If you want to expand your business from local to global, want to build a good reputation as a quality company, establish a \u201cBrand name\u201d for your company then process improvement is also a good reason. If you want your company to have the best developers with good project results then process improvement is a good reason. If you want to be profitable, make more money than before then process improvement is also a good reason. However, you must have patient and commit to make it happens, not in one year, not in two years, but continuously because improvement never stop.<\/p>\n

The fundamental of improvement using the CMMI is the correlation between process, product, and business result. Good process must bring good products and good product must bring good business results. However, many people only focus on having \u201cprocess\u201d without the product and business results. This has surprised me that company owners let it happens that way. Why people only want to have a certificate without any real results? Why people want to \u201cadvertise\u201d something that they do not even know? Do they know that \u201cFalse advertising\u201d could bring disaster results? When a company achieves a CMMI Level 5 certificate, does the owner see any changes from last year? How many projects have achieved high quality, meet costs and time objectives? What are the average defects in the company? What is the percentage of project that meet schedule? Does the business increase? Does company have more customers today than few years ago? Is revenue increase significantly in the past few years?<\/p>\n

I do believe that a formal CMMI appraisal with its criteria for validity, accuracy, corroboration, consistency, and sufficiency is very good way to understand your company strengths and weaknesses. I also believe CMMI trainings are valuable to help developers know more about software process. However, without a strong commitment of company owner I wonder what would happen? What would happen to developers who believe that the company will improve then see nothing happen? What will happen when people see so many times improvement failed? They lose their faith in management then no matter what happen, the company will never be able to improve anything.<\/p>\n

Before engage into something expensive and require a lot of efforts, you may need to answer these questions honestly before jumping into something that you may regret later.<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

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