{"id":897,"date":"2013-06-25T23:37:09","date_gmt":"2013-06-25T16:37:09","guid":{"rendered":"http:\/\/science-technology.vn\/?p=897"},"modified":"2013-06-25T23:37:09","modified_gmt":"2013-06-25T16:37:09","slug":"cmmi-27","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=897","title":{"rendered":"CMMI-27"},"content":{"rendered":"

H\u1ecfi: V\u00ec r\u1ea5t \u00edt ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o \u0111\u00e1nh gi\u00e1 \u0111\u00e3 l\u00e0m vi\u1ec7c \u1edf c\u00e1c t\u1ed5 ch\u1ee9c m\u1ee9c r\u1ea5t cao. L\u00e0m sao h\u1ecd \u0111\u00e1nh gi\u00e1 c\u00e1c t\u1ed5 ch\u1ee9c m\u1ee9c 4 hay 5?<\/span><\/p>\n

\u0110\u00e1p: \u0110\u00fang l\u00e0 ch\u1ec9 c\u00f3 v\u00e0i ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o \u0111\u00e1nh gi\u00e1 hay nh\u00e0 t\u01b0 v\u1ea5n c\u00f3 kinh nghi\u1ec7m \u1edf c\u00e1c t\u1ed5 ch\u1ee9c m\u1ee9c cao nh\u01b0ng h\u1ecd \u0111\u00e3 \u0111\u01b0\u1ee3c hu\u1ea5n luy\u1ec7n v\u1ec1 \u0111i\u1ec1u c\u1ea7n t\u00ecm ki\u1ebfm trong \u0111\u00e1nh gi\u00e1 c\u1ee7a h\u1ecd. T\u1ea5t nhi\u00ean, kinh nghi\u1ec7m kh\u00f4ng t\u1ea1o ra kh\u00e1c bi\u1ec7t. Sau \u0111\u00e2y l\u00e0 nh\u1eefng quan s\u00e1t d\u1ef1a tr\u00ean kinh nghi\u1ec7m c\u1ee7a t\u00f4i khi ti\u1ebfn h\u00e0nh \u0111\u00e1nh gi\u00e1 CMMI t\u1ea1i h\u01a1n 30 t\u1ed5 ch\u1ee9c m\u1ee9c 4 v\u00e0:<\/p>\n

V\u1ec1 c\u0103n b\u1ea3n khi t\u00f4i ti\u1ebfn h\u00e0nh \u0111\u00e1nh gi\u00e1 cho m\u1ed9t t\u1ed5 ch\u1ee9c \u1edf m\u1ee9c 4, t\u00f4i c\u0169ng t\u00ecm nh\u1eefng th\u1ef1c h\u00e0nh m\u1ee9c 5. Ph\u1ea7n l\u1edbn c\u00e1c t\u1ed5 ch\u1ee9c \u0111\u1ea1t t\u1edbi m\u1ee9c 4 \u0111\u1ec1u \u0111\u00e3 c\u00f3 nhi\u1ec1u th\u1ef1c h\u00e0nh m\u1ee9c 5 \u0111ang d\u00f9ng. \u0110i\u1ec1u \u0111\u00e1ng ng\u1ea1c nhi\u00ean l\u00e0 nhi\u1ec1u t\u1ed5 ch\u1ee9c \u0111\u00e3 \u0111\u1ea1t t\u1edbi m\u1ee9c 5 m\u00e0 kh\u00f4ng bi\u1ebft v\u1ec1 \u0111i\u1ec1u \u0111\u00f3. B\u00ean c\u1ea1nh vi\u1ec7c t\u00ecm c\u00e1c v\u1eadt ph\u1ea9m v\u00e0 th\u1ef1c h\u00e0nh then ch\u1ed1t \u0111\u01b0\u1ee3c l\u00e0m t\u00e0i li\u1ec7u trong s\u00e1ch CMMI, t\u1ed5 ch\u1ee9c tr\u01b0\u1edfng th\u00e0nh \u0111\u1ea7y \u0111\u1ee7 m\u1ee9c 4\/5 c\u0169ng c\u00f3 d\u1eef li\u1ec7u l\u1edbn v\u00e0 nh\u1eefng th\u1ef1c h\u00e0nh kh\u00f4ng \u0111\u01b0\u1ee3c l\u00e0m t\u00e0i li\u1ec7u trong CMMI v\u00e0 \u0111\u00e2y l\u00e0 ch\u1ed7 t\u00f4i ch\u00fa \u00fd t\u1edbi nhi\u1ec1u.<\/p>\n

1) Thu h\u1ed3i \u0111\u1ea7u t\u01b0 (ROI) v\u00e0 D\u1eef li\u1ec7u xu h\u01b0\u1edbng c\u1ea3i ti\u1ebfn<\/p>\n

N\u1ebfu t\u1ed5 ch\u1ee9c \u0111\u00e3 d\u00f9ng CMMI trong nhi\u1ec1u n\u0103m, h\u1ecd ph\u1ea3i c\u00f3 d\u1eef li\u1ec7u xu h\u01b0\u1edbng c\u1ea3i ti\u1ebfn nh\u01b0 h\u1ecd \u0111\u00e3 \u0111\u1ea7u t\u01b0 bao nhi\u00eau v\u00e0o c\u1ea3i ti\u1ebfn qui tr\u00ecnh (t\u1ed5ng n\u1ed7 l\u1ef1c c\u1ee7a t\u1ed5 ch\u1ee9c v\u00e0 gi\u1edd n\u1ed7 l\u1ef1c theo k\u0129 s\u01b0 ph\u1ea7n m\u1ec1m) v\u00e0 lo\u1ea1i \u00edch l\u1ee3i doanh nghi\u1ec7p n\u00e0o h\u1ecd \u0111\u00e3 thu \u0111\u01b0\u1ee3c d\u01b0\u1edbi d\u1ea1ng chi ph\u00ed, l\u1ecbch bi\u1ec3u, ch\u1ea5t l\u01b0\u1ee3ng nh\u01b0 gi\u1ea3m l\u1ed7i khi \u0111\u01b0a ra t\u1edbi X% trong X n\u0103m, t\u0103ng s\u1ef1 h\u00e0i l\u00f2ng c\u1ee7a kh\u00e1ch h\u00e0ng l\u00ean X% trong X n\u0103m v.v. M\u1ed9t t\u1ed5 ch\u1ee9c \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed t\u1ed1t s\u1ebd c\u00f3 \u0111\u1ed3 ho\u1ea1 ch\u1ec9 ra xu h\u01b0\u1edbng c\u1ea3i ti\u1ebfn qua th\u1eddi gian cho t\u1eebng m\u1ee9c \u0111\u1ed9 tr\u01b0\u1edfng th\u00e0nh so v\u1edbi m\u1ee5c \u0111\u00edch v\u00e0 m\u1ee5c ti\u00eau doanh nghi\u1ec7p. \u0110\u00e2y l\u00e0 nh\u1eefng b\u1eb1ng ch\u1ee9ng r\u1eb1ng t\u1ed5 ch\u1ee9c \u0111\u00e3 t\u1eebng c\u1ea3i ti\u1ebfn trong nhi\u1ec1u n\u0103m.<\/p>\n

2) B\u00e0i h\u1ecdc r\u00fat ra v\u00e0 th\u1ef1c h\u00e0nh duy nh\u1ea5t<\/p>\n

T\u1ed5 ch\u1ee9c m\u1ee9c 4\/ 5 c\u0169ng c\u00f3 nh\u1eefng b\u00e0i h\u1ecdc r\u00fat ra \u0111\u01b0\u1ee3c l\u00e0m t\u00e0i li\u1ec7u \u1edf \u0111\u00e2u \u0111\u00f3. T\u00f4i mu\u1ed1n t\u00ecm ra nh\u1eefng r\u00e0o c\u1ea3n n\u00e0o h\u1ecd \u0111\u00e3 ph\u1ea3i v\u01b0\u1ee3t qua \u0111\u1ec3 \u0111\u1ea1t t\u1edbi m\u1ee9c 4\/5? Nh\u1eefng r\u00e0o c\u1ea3n n\u00e0y c\u00f3 th\u1ec3 l\u00e0 qui tr\u00ecnh, c\u00e1ch \u0111o, v\u0103n ho\u00e1, m\u00f4i tr\u01b0\u1eddng kinh doanh, hay quan h\u1ec7 kh\u00e1ch h\u00e0ng v.v. \u00dd \u0111\u1ecbnh l\u00e0 nh\u1eadn di\u1ec7n nh\u1eefng \u0111i\u1ec1u \u0111\u00e3 ph\u1ea3i \u0111\u01b0\u1ee3c l\u00e0m kh\u00e1c \u0111i \u0111\u1ec3 chuy\u1ec3n sang m\u1ee9c 4\/5. C\u00f3 \u0111i\u1ec1u g\u00ec m\u00e0 h\u1ecd \u0111\u00e3 th\u1eed v\u00e0 b\u1ecf b\u1edfi v\u00ec ch\u00fang kh\u00f4ng c\u00f3 t\u00e1c d\u1ee5ng? T\u00f4i t\u00ecm nh\u1eefng th\u1ef1c h\u00e0nh duy nh\u1ea5t m\u00e0 h\u1ecd \u0111ang l\u00e0m b\u00e2y gi\u1edd b\u1edfi v\u00ec m\u1ee9c \u0111\u1ed9 tr\u01b0\u1edfng th\u00e0nh cao c\u1ee7a h\u1ecd nh\u01b0ng kh\u00f4ng mong \u0111\u1ee3i t\u1ed5 ch\u1ee9c tr\u01b0\u1edfng th\u00e0nh th\u1ea5p ph\u1ea3i l\u00e0m; c\u00f3 th\u1ec3 \u0111\u00e2y l\u00e0 \u0111\u00f3ng g\u00f3p quan tr\u1ecdng cho s\u1ef1 tr\u01b0\u1edfng th\u00e0nh cao c\u1ee7a h\u1ecd ch\u0103ng? M\u1ed9t t\u1ed5 ch\u1ee9c m\u1ee9c 4 \u0111i\u1ec3n h\u00ecnh bao gi\u1edd c\u0169ng \u0111\u01b0a kh\u00e1ch h\u00e0ng c\u00f9ng tham gia v\u00e0 lo\u1ea1i x\u00e2y d\u1ef1ng t\u1ed5 n\u00e0y x\u00e1c \u0111\u1ecbnh n\u00ean m\u1ee9c 4 v\u1eefng ch\u1eafc. V\u1ec1 c\u0103n b\u1ea3n, trong c\u00e1c cu\u1ed9c ph\u1ecfng v\u1ea5n, b\u1ea1n s\u1ebd kh\u00f4ng nghe th\u1ea5y m\u1ecdi ng\u01b0\u1eddi ph\u00e0n n\u00e0n g\u00ec m\u00e0 c\u00f3 th\u00e1i \u0111\u1ed9 h\u01b0\u1edbng t\u1edbi t\u1ed5 v\u00e0 h\u1ee3p t\u00e1c c\u00f3 t\u1ed5 ch\u1ee9c. D\u1eef li\u1ec7u v\u1ec1 c\u00e1c cu\u1ed9c h\u1ecdp v\u1edbi kh\u00e1ch h\u00e0ng, k\u1ebft qu\u1ea3 c\u1ee7a nh\u1eefng cu\u1ed9c h\u1ecdp \u0111\u00f3 l\u00e0 v\u1eadt ph\u1ea9m t\u1ed1t \u0111\u1ec3 nh\u00ecn v\u00e0o. B\u1ea1n kh\u00f4ng ch\u1edd cho t\u1edbi m\u1ee9c 5 m\u1edbi ng\u0103n ng\u1eeba l\u1ed7i m\u00e0 bi\u1ebft v\u1ec1 ch\u00fang t\u1eeb m\u1ee9c 4 (c\u00e1c cu\u1ed9c h\u1ecdp ki\u1ec3m \u0111i\u1ec3m quan tr\u1ecdng trong pha v\u00f2ng \u0111\u1eddi v\u00e0 m\u1ecdi ng\u01b0\u1eddi bi\u1ebft h\u1ecd \u0111\u00e3 kh\u00e1m ph\u00e1 ra bao nhi\u00eau l\u1ed7i v\u00e0 \u0111\u00e3 s\u1eeda \u0111\u01b0\u1ee3c bao nhi\u00eau tr\u01b0\u1edbc khi \u0111\u01b0a ra). Xem nh\u01b0 qui t\u1eafc, t\u1ec9 l\u1ec7 ph\u00e1t hi\u1ec7n l\u1ed7i \u0111i\u1ec3n h\u00ecnh 85% hay 90% \u0111\u01b0\u1ee3c tr\u00f4ng \u0111\u1ee3i \u1edf m\u1ee9c 4\/5 n\u00e0y. \u00cdt h\u01a1n 80% c\u00f3 th\u1ec3 l\u00e0 CMMI m\u1ee9c 3 nh\u01b0ng ch\u01b0a ho\u00e0n to\u00e0n \u1edf m\u1ee9c 4. Qui tr\u00ecnh ph\u1ea7n m\u1ec1m chu\u1ea9n c\u1ee7a t\u1ed5 ch\u1ee9c \u1edf m\u1ee9c 4 \u0111\u01b0\u1ee3c t\u1ed5 ch\u1ee9c h\u01a1n nhi\u1ec1u v\u1edbi vi\u1ec7c d\u00f9ng l\u1ea1i c\u00f3 \u00fd ngh\u0129a. D\u1eef li\u1ec7u v\u1ec1 bi\u1ebfn thi\u00ean l\u1ecbch bi\u1ec3u, l\u1ed7i, v\u00e0 th\u1eddi gian bao gi\u1edd c\u0169ng d\u01b0\u1edbi Ki\u1ec3m so\u00e1t qui tr\u00ecnh th\u1ed1ng k\u00ea – Statistical Process Control (SPC), c\u1eadn tr\u00ean v\u00e0 d\u01b0\u1edbi \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh b\u1edfi d\u1eef li\u1ec7u l\u1ecbch s\u1eed ch\u1ee9 kh\u00f4ng ph\u1ea3i l\u00e0 “Ba sai l\u1ec7ch chu\u1ea9n” \u0111i\u1ec3n h\u00ecnh nh\u01b0 th\u1ef1c h\u00e0nh th\u00f4ng th\u01b0\u1eddng. T\u00f4i bao gi\u1edd c\u0169ng h\u1ecfi l\u00e0m sao h\u1ecd \u0111i t\u1edbi v\u1edbi ki\u1ec3m so\u00e1t SPC c\u1ee7a h\u1ecd \u0111\u1ec3 x\u00e1c \u0111\u1ecbnh li\u1ec7u h\u1ecd c\u00f3 \u1edf m\u1ee9c 4 v\u1eefng ch\u1eafc hay kh\u00f4ng?<\/p>\n

3) V\u1ea5n \u0111\u1ec1 con ng\u01b0\u1eddi v\u00e0 v\u0103n ho\u00e1<\/p>\n

Ph\u1ea7n l\u1edbn c\u00e1c t\u1ed5 ch\u1ee9c m\u1ee9c 4\/5 c\u0169ng l\u00e0m \u0111i\u1ec1u g\u00ec \u0111\u00f3 \u0111\u00fang v\u1ec1 v\u1ea5n \u0111\u1ec1 con ng\u01b0\u1eddi. V\u1ec1 c\u0103n b\u1ea3n t\u00f4i th\u1ea5y nhi\u1ec1u vi\u1ec7c x\u00e2y d\u1ef1ng t\u1ed5, qu\u1ea3n l\u00ed h\u01b0\u1edbng theo con ng\u01b0\u1eddi, v\u00e0 ho\u1ea1t \u0111\u1ed9ng x\u00e2y d\u1ef1ng k\u0129 n\u0103ng. Nhi\u1ec1u t\u1ed5 ch\u1ee9c \u0111\u00e3 thi\u1ebft l\u1eadp ch\u01b0\u01a1ng tr\u00ecnh k\u00e8m c\u1eb7p ch\u00ednh th\u1ee9c v\u00e0 c\u00f3 ch\u01b0\u01a1ng tr\u00ecnh \u0111\u1ecbnh h\u01b0\u1edbng c\u00f3 ngh\u0129a cho c\u00e1c nh\u00e2n vi\u00ean m\u1edbi. D\u1eef li\u1ec7u v\u1ec1 thay \u0111\u1ed5i nh\u00e2n vi\u00ean c\u0169ng \u0111\u01b0\u1ee3c gi\u1eef v\u00e0 \u0111\u01b0\u1ee3c c\u1ea5p qu\u1ea3n l\u00ed bi\u1ebft. M\u1ed9t s\u1ed1 t\u1ed5 ch\u1ee9c th\u1eadm ch\u00ed c\u00f2n c\u00f3 d\u1eef li\u1ec7u v\u1ec1 tinh th\u1ea7n nh\u00e2n vi\u00ean \u0111\u01b0\u1ee3c c\u1ea3i thi\u1ec7n xem nh\u01b0 k\u1ebft qu\u1ea3 c\u1ee7a ho\u1ea1t \u0111\u1ed9ng c\u1ea3i ti\u1ebfn qui tr\u00ecnh. Xem nh\u01b0 qui t\u1eafc, t\u00f4i c\u0169ng h\u1ecfi h\u1ecd s\u1ebd l\u00e0m g\u00ec ti\u1ebfp? T\u1ed5 ch\u1ee9c \u201cm\u1ee9c 4\/5 v\u1eefng ch\u1eafc\u201d bi\u1ebft \u0111i\u1ec1u c\u1ea7n l\u00e0m ti\u1ebfp v\u00e0 t\u1ed5 ch\u1ee9c \u201cm\u1ee9c 4\/5 s\u01a1 sinh\u201d kh\u00f4ng c\u00f3 t\u1ea7m nh\u00ecn v\u01b0\u1ee3t qu\u00e1 vi\u1ec7c \u0111\u1ea1t t\u1edbi m\u1ee9c 5 (C\u00e2u tr\u1ea3 l\u1eddi \u0111i\u1ec3n h\u00ecnh l\u00e0: \u0111\u1ea1t t\u1edbi m\u1ee9c 5 tr\u01b0\u1edbc 2005 v\u00e0 n\u00f3 l\u00e0 v\u1eady th\u00f4i). M\u1ed9t nh\u00e2n t\u1ed1 x\u00e1c \u0111\u1ecbnh m\u1ee9c 5 v\u1eefng ch\u1eafc l\u00e0 c\u00e2u tr\u1ea3 l\u1eddi v\u1ec1 \u0111i\u1ec1u h\u1ecd s\u1ebd l\u00e0m ti\u1ebfp v\u00e0 m\u1ee5c ti\u00eau c\u1ea3i ti\u1ebfn c\u1ee7a h\u1ecd. Lo\u1ea1i th\u1ef1c h\u00e0nh n\u00e0o h\u1ecd \u0111ang t\u1ed1i \u01b0u. R\u00e0o c\u1ea3n n\u00e0o h\u1ecd c\u00f3 th\u1ec3 \u0111\u1ed1i di\u1ec7n v\u00e0 l\u1eadp k\u1ebf ho\u1ea1ch v\u01b0\u1ee3t qua. H\u1ecd bi\u1ebft c\u00e1ch duy tr\u00ec vi\u1ec7c c\u1ea3i ti\u1ebfn c\u1ee7a m\u00ecnh v\u00e0 b\u00e0ng tr\u01b0\u1edbng n\u00f3 h\u01b0\u1edbng t\u1edbi m\u1ee5c \u0111\u00edch doanh nghi\u1ec7p.<\/p>\n

T\u00f4i bao gi\u1edd c\u0169ng h\u1ecfi m\u1ecdi ng\u01b0\u1eddi \u1edf c\u00e1c t\u1ed5 ch\u1ee9c m\u1ee9c ao, \u0111\u1ea1t c\u00e1c m\u1ee9c 4 hay 5 c\u00f3 ngh\u0129a g\u00ec? C\u00e1i g\u00ec l\u00e0 kh\u00e1c bi\u1ec7t? C\u00f3 thay \u0111\u1ed5i trong tinh th\u1ea7n nh\u00e2n vi\u00ean, \u0111\u1ed9ng c\u01a1 v\u00e0 k\u1ebft qu\u1ea3 kinh doanh nh\u01b0 n\u0103ng su\u1ea5t v\u00e0 ch\u1ea5t l\u01b0\u1ee3ng kh\u00f4ng? V\u1ec1 tuy\u1ec7t h\u1ea3o hi\u1ec7u n\u0103ng th\u00ec sao, tuy\u1ec7t h\u1ea3o v\u1eadn h\u00e0nh, v\u00e0 h\u00e0i l\u00f2ng c\u1ee7a kh\u00e1ch h\u00e0ng th\u00ec sao? V\u00ec m\u1ee9c 4 h\u1ed9i t\u1ee5 v\u00e0o qu\u1ea3n l\u00ed \u0111\u1ecbnh l\u01b0\u1ee3ng, v\u00e0 Ki\u1ec3m so\u00e1t qui tr\u00ecnh th\u1ed1ng k\u00ea – Statistical Process Control, t\u00f4i mu\u1ed1n bi\u1ebft c\u00e1ch \u0111o n\u00e0o l\u00e0 c\u00f3 \u00edch cho h\u1ecd. K\u0129 thu\u1eadt ph\u00e2n t\u00edch n\u00e0o cung c\u1ea5p c\u00e1i nh\u00ecn s\u00e2u s\u1eafc h\u01a1n? Ai \u0111ang d\u00f9ng c\u00e1c k\u0129 thu\u1eadt SPC, v\u00e0 h\u1ecd thu \u0111\u01b0\u1ee3c gi\u00e1 tr\u1ecb n\u00e0o? C\u00f3 lo\u1ea1i h\u1ed7 tr\u1ee3 qu\u1ea3n l\u00ed n\u00e0o \u1edf m\u1ee9c tr\u01b0\u1edfng th\u00e0nh cao t\u1eeb c\u00e1c m\u1ee9c th\u1ea5p h\u01a1n kh\u00f4ng? V\u1ea5n \u0111\u1ec1 h\u1ed7 tr\u1ee3 c\u00f3 thay \u0111\u1ed5i sau m\u1ee9c 3 kh\u00f4ng? V\u1ea5n \u0111\u1ec1 l\u00e0 g\u00ec trong vi\u1ec7c duy tr\u00ec tuy\u1ec7t h\u1ea3o sau khi \u0111\u1ea1t t\u1edbi m\u1ee9c 4 hay 5?<\/p>\n

B\u1eb1ng vi\u1ec7c c\u00f3 c\u00e2u tr\u1ea3 l\u1eddi tho\u1ea3 m\u00e3n cho nh\u1eefng c\u00e2u h\u1ecfi n\u00e0y, t\u00f4i c\u00f3 th\u1ec3 x\u00e1c \u0111\u1ecbnh li\u1ec7u m\u1ed9t t\u1ed5 ch\u1ee9c c\u00f3 th\u1ef1c s\u1ef1 \u0111\u1ea1t t\u1edbi CMMI m\u1ee9c 4 hay 5 hay ch\u1ec9 l\u00e0 kh\u00e1i ni\u1ec7m r\u1eb1ng ch\u00fang g\u1ea7n nh\u01b0 c\u00f3 \u0111\u00f3.<\/p>\n

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H\u1ecfi: Ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ee7a t\u00f4i kh\u00f4ng th\u00edch ti\u1ebfn b\u1ed9 c\u1ee7a ch\u00fang t\u00f4i v\u00e0 mu\u1ed1n \u0111\u1ea1t t\u1edbi m\u1ee9c 2 b\u1eb1ng vi\u1ec7c ra l\u1ec7nh cho ch\u00fang t\u00f4i l\u00e0m t\u00e0i li\u1ec7u m\u1ecdi qui tr\u00ecnh \u0111\u1ec3 tho\u1ea3 m\u00e3n c\u00e1c y\u00eau c\u1ea7u m\u1ee9c 2. Th\u1ea7y ngh\u0129 sao?<\/p>\n

\u0110\u00e1p: \u0110\u00f4i khi c\u1ea5p qu\u1ea3n l\u00ed m\u1ea5t ki\u00ean nh\u1eabn v\u1edbi c\u00e1ch ti\u1ebfp c\u1eadn hi\u1ec7n th\u1eddi v\u00e0 quy\u1ebft \u0111\u1ecbnh r\u1eb1ng thay \u0111\u1ed5i “L\u1edbn” l\u00e0 c\u1ea7n \u0111\u1ec3 \u0111\u01b0a m\u1ecdi th\u1ee9 tr\u1edf l\u1ea1i khu\u00f4n d\u1ea1ng. C\u00e1ch ti\u1ebfp c\u1eadn \u201cBig-bang\u201d n\u00e0y r\u1ea5t c\u00f3 th\u1ec3 \u0111\u01b0a t\u1edbi nhi\u1ec1u th\u1ea5t b\u1ea1i h\u01a1n l\u00e0 c\u00e1ch ti\u1ebfp c\u1eadn n\u00f3 thay th\u1ebf.<\/p>\n

Thay \u0111\u1ed5i c\u00f3 ngh\u0129a y\u00eau c\u1ea7u h\u1ecdc t\u1eadp \u0111\u00e1ng k\u1ec3 v\u00e0 n\u1ed7 l\u1ef1c ph\u1ee5. Theo kinh nghi\u1ec7m c\u1ee7a t\u00f4i, l\u1ea7n \u0111\u1ea7u ti\u00ean t\u1ed5 ch\u1ee9c l\u00e0m c\u1ea3i ti\u1ebfn qui tr\u00ecnh, b\u1ea1n c\u00f3 th\u1ec3 tr\u00f4ng \u0111\u1ee3i vi\u1ec7c t\u0103ng th\u00eam th\u1eddi gian b\u1edfi v\u00ec m\u1ecdi ng\u01b0\u1eddi ph\u1ea3i h\u1ecdc thay \u0111\u1ed5i c\u00e1ch h\u1ecd l\u00e0m vi\u1ec7c. B\u1ea5t k\u00ec thay \u0111\u1ed5i n\u00e0o c\u0169ng \u0111\u1ec1u y\u00eau c\u1ea7u \u0111i\u1ec1u ch\u1ec9nh tr\u01b0\u1edbc khi c\u1ea3i ti\u1ebfn th\u1ef1c c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n. Tuy nhi\u00ean th\u1ef1c hi\u1ec7n c\u1ea3i ti\u1ebfn qui tr\u00ecnh b\u1eb1ng l\u00e0m h\u00e0ng \u0111\u1ed1ng t\u00e0i li\u1ec7u kh\u00f4ng c\u00f3 t\u00e1c d\u1ee5ng v\u00e0 s\u1ebd kh\u00f4ng bao gi\u1edd c\u00f3 t\u00e1c d\u1ee5ng c\u0169ng nh\u01b0 \u201cm\u00ec \u0103n li\u1ec1n\u201d kh\u00f4ng bao gi\u1edd c\u00f3 th\u1ec3 thay th\u1ebf \u0111\u01b0\u1ee3c th\u1ee9c \u0103n n\u1ea5u \u1edf nh\u00e0 cho ng\u01b0\u1eddi s\u00e0nh \u0103n.<\/p>\n

C\u1ea5p qu\u1ea3n l\u00ed c\u1ee7a b\u1ea1n c\u1ea7n bi\u1ebft t\u1ea1i sao c\u00e1ch ti\u1ebfp c\u1eadn hi\u1ec7n th\u1eddi kh\u00f4ng \u0111\u1ea1t t\u1edbi k\u1ebft qu\u1ea3 mong mu\u1ed1n. C\u00f3 ph\u1ea3i v\u00ec thi\u1ebfu ch\u1ec9 \u0111\u1ea1o c\u1ee7a c\u1ea5p qu\u1ea3n l\u00ed? C\u00f3 ph\u1ea3i v\u00ec trao \u0111\u1ed5i gi\u1eefa c\u00e1c th\u00e0nh vi\u00ean? hay c\u00f3 th\u1ec3 b\u1ea3n th\u00e2n qui tr\u00ecnh c\u1ea3i ti\u1ebfn c\u00f3 khuy\u1ebft \u0111i\u1ec3m?<\/p>\n

T\u00f4i g\u1ee3i \u00fd r\u1eb1ng t\u1ed5 ch\u1ee9c c\u1ee7a b\u1ea1n n\u00ean h\u1ed9i t\u1ee5 v\u00e0o vi\u1ec7c nh\u1eadn di\u1ec7n mi\u1ec1n b\u1ecb \u1ea3nh h\u01b0\u1edfng nhi\u1ec1u nh\u1ea5t t\u1edbi kh\u1ea3 n\u0103ng \u0111\u1ea1t t\u1edbi m\u1ee5c \u0111\u00edch v\u00e0 h\u1ed9i t\u1ee5 v\u00e0o m\u1ed7i mi\u1ec1n \u0111\u00f3 th\u00f4i. V\u1edbi ph\u1ea7n l\u1edbn d\u1ef1 \u00e1n, nh\u1eefng ch\u1ed7 then ch\u1ed1t \u0111\u1ec3 t\u00ecm l\u00e0 \u1edf trong mi\u1ec1n qu\u1ea3n l\u00ed d\u1ef1 \u00e1n nh\u01b0 qu\u1ea3n l\u00ed ph\u1ea1m vi, th\u1eddi gian, v\u00e0 ch\u1ea5t l\u01b0\u1ee3ng. N\u1ebfu mi\u1ec1n \u0111\u00fang \u0111\u01b0\u1ee3c l\u1ef1a, b\u1ea1n c\u00f3 th\u1ec3 th\u1ea5y thay \u0111\u1ed5i b\u1eaft \u0111\u1ea7u x\u1ea3y ra v\u00e0 v\u1edbi nh\u1eefng thay \u0111\u1ed5i n\u00e0y, vi\u1ec7c kh\u00f4ng h\u00e0i l\u00f2ng c\u1ee7a c\u1ea5p qu\u1ea3n l\u00ed s\u1ebd \u0111\u01b0\u1ee3c gi\u1ea3m \u0111i v\u00e0 c\u01a1 h\u1ed9i th\u00e0nh c\u00f4ng c\u1ee7a b\u1ea1n s\u1ebd t\u0103ng l\u00ean.<\/p>\n

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H\u1ecfi: L\u00e0m sao th\u1ea7y tho\u1ea3 m\u00e3n \u0111\u01b0\u1ee3c kh\u00e1ch h\u00e0ng ng\u01b0\u1eddi th\u01b0\u1eddng xuy\u00ean \u0111\u00f2i h\u1ecfi r\u1eb1ng th\u1ea7y \u0111\u00e1p \u1ee9ng l\u1ecbch bi\u1ec3u kh\u00f4ng h\u1ee3p l\u00ed?<\/p>\n

\u0110\u00e1p: Mong \u0111\u1ee3i c\u1ee7a kh\u00e1ch h\u00e0ng bao gi\u1edd c\u0169ng n\u1ea3y sinh trong vi\u1ec7c \u00e1p \u0111\u1eb7t h\u1ea1n ch\u00f3t n\u00e0o \u0111\u00f3 cho d\u1ef1 \u00e1n ph\u1ea7n m\u1ec1m. Tuy nhi\u00ean, b\u1ea3n ch\u1ea5t c\u1ee7a d\u1ef1 \u00e1n ph\u1ea7n m\u1ec1m y\u00eau c\u1ea7u r\u1eb1ng t\u1ed5 ph\u1ea7n m\u1ec1m ph\u1ea3i gi\u1ea3i quy\u1ebft t\u00ednh \u0111\u1ed9ng th\u01b0\u1eddng xuy\u00ean c\u1ee7a thay \u0111\u1ed5i. \u0110i\u1ec1u n\u00e0y t\u1ea1o ra m\u1ee9c \u0111\u1ed9 c\u1ef1c \u0111oan v\u1ec1 r\u1ee7i ro d\u1ef1 \u00e1n v\u00e0 duy tr\u00ec kh\u1ee7ng ho\u1ea3ng, \u0111i\u1ec1u n\u1ea3y sinh s\u1ed1 ph\u1ea7n tr\u0103m l\u1edbn c\u00e1c d\u1ef1 \u00e1n b\u1ecb c\u1eaft b\u1ecf, ch\u1eadm chuy\u1ec3n giao, hay v\u1edbi chi ph\u00ed qu\u00e1 m\u1ee9c v\u00e0 ch\u1ea5t l\u01b0\u1ee3ng k\u00e9m. Tuy nhi\u00ean, vi\u1ec7c bi\u1ebft b\u1ea3n ch\u1ea5t c\u1ee7a t\u00ednh \u0111\u1ed9ng n\u00e0y c\u00f3 th\u1ec3 cho ph\u00e9p ng\u01b0\u1eddi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n ra quy\u1ebft \u0111\u1ecbnh theo ch\u1ee9c n\u0103ng \u0111\u01b0\u1ee3c h\u1ee9a h\u1eb9n thay v\u00ec th\u1eddi gian, do \u0111\u00f3 ki\u1ec3m so\u00e1t \u0111\u01b0\u1ee3c ch\u00ednh c\u00e1c nh\u00e2n t\u1ed1 l\u00e0m gi\u1ea3m c\u1ea5p ch\u1ea5t l\u01b0\u1ee3ng v\u00e0 \u0111\u1ed9 tin c\u1eady ph\u1ea7n m\u1ec1m. B\u1ea1n bao gi\u1edd c\u0169ng c\u00f3 th\u1ec3 th\u01b0\u01a1ng l\u01b0\u1ee3ng v\u1ec1 ch\u1ee9c n\u0103ng, t\u00e0i nguy\u00ean, v\u00e0 th\u1eddi gian. N\u1ebfu th\u1eddi gian l\u00e0 quan tr\u1ecdng cho kh\u00e1ch h\u00e0ng c\u1ee7a b\u1ea1n th\u00ec b\u1ea1n ph\u1ea3i gi\u1ea3m ch\u1ee9c n\u0103ng \u0111\u1ec3 \u0111\u00e1p \u1ee9ng cam k\u1ebft th\u1eddi gian.<\/p>\n

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H\u1ecfi: Ch\u00fang t\u00f4i t\u1ed5 ch\u1ee9c Th\u01b0 vi\u1ec7n t\u00e0i s\u1ea3n qui tr\u00ecnh – Process Asset Library (PAL) th\u1ebf n\u00e0o \u0111\u1ec3 c\u1ea5t gi\u1eef c\u00e1c t\u00e0i li\u1ec7u v\u00e0 th\u1ef1c h\u00e0nh t\u1ed1t nh\u1ea5t?<\/p>\n

\u0110\u00e1p: C\u00f3 nhi\u1ec1u c\u00e1ch t\u1ed5 ch\u1ee9c Th\u01b0 vi\u1ec7n t\u00e0i s\u1ea3n qui tr\u00ecnh c\u1ee7a b\u1ea1n (PAL). B\u1ea1n c\u00f3 th\u1ec3 ch\u1ecdn thi\u1ebft k\u1ebf PAL t\u1eeb c\u1ea3nh quan SEPG (theo c\u00e1c mi\u1ec1n qui tr\u00ecnh PA), c\u1ea3nh quan ng\u01b0\u1eddi h\u00e0nh ngh\u1ec1 ph\u1ea7n m\u1ec1m (theo v\u00f2ng \u0111\u1eddi ph\u1ea7n m\u1ec1m), hay b\u1ea5t k\u00ec c\u1ea3nh quan n\u00e0o th\u00edch h\u1ee3p cho c\u1ea5u tr\u00fac t\u1ed5 ch\u1ee9c c\u1ee7a b\u1ea1n.<\/p>\n

B\u1ea1n c\u0169ng c\u1ea7n xem x\u00e9t c\u00e1c nh\u00e2n t\u1ed1 sau.<\/p>\n

\u00b7 C\u1ea3nh quan c\u1ee7a PAL.<\/p>\n

\u00b7 G\u00f3c nh\u00ecn d\u1eabn l\u00e1i c\u1ee7a PAL.<\/p>\n

\u00b7 Y\u00eau c\u1ea7u b\u1ea3o tr\u00ec c\u1ee7a PAL (c\u1eadp nh\u1eadt h\u00e0ng th\u00e1ng hay h\u00e0ng qu\u00ed).<\/p>\n

\u00b7 C\u00e1c c\u00e2u h\u1ecfi chung v\u1ec1 hu\u1ea5n luy\u1ec7n, \u0111i\u1ec1u ch\u1ec9nh, v\u00e0 d\u00f9ng PAL cho ph\u00e1t tri\u1ec3n, b\u1ea3o tr\u00ec v\u00e0 th\u1ea9m \u0111\u1ecbnh ph\u1ea7n m\u1ec1m.<\/p>\n

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H\u1ecfi: Th\u1ea7y c\u00f3 l\u1eddi khuy\u00ean n\u00e0o cho t\u1ed5 ch\u1ee9c \u0111ang n\u1ed7 l\u1ef1c c\u1ed1 \u0111\u1ea1t t\u1edbi m\u1ee9c 2 kh\u00f4ng?<\/p>\n

\u0110\u00e1p: Xin h\u00e3y \u0111\u1ecdc c\u00e1c c\u00e2u h\u1ecfi v\u00e0 \u0111\u00e1p kh\u00e1c m\u00e0 t\u00f4i \u0111\u00e3 \u0111\u01b0a l\u00ean. C\u00f3 nhi\u1ec1u l\u1eddi khuy\u00ean v\u00e0 t\u1ed5 ch\u1ee9c \u0111ang n\u1ed7 l\u1ef1c c\u1ee7a b\u1ea1n kh\u00f4ng ph\u1ea3i m\u1ed9t m\u00ecnh \u0111\u00e2u.<\/p>\n

\u0110\u1ea7u ti\u00ean, t\u1ed5 ch\u1ee9c c\u1ee7a b\u1ea1n c\u1ea7n hi\u1ec3u m\u1ee9c 2 ngh\u0129a l\u00e0 g\u00ec. C\u00f3 ph\u1ea3i \u0111\u1ea1t t\u1edbi m\u1ed9t m\u1ee9c ch\u1ec9 l\u00e0 m\u1ed9t \u0111\u00e1nh d\u1ea5u tr\u00ean l\u1ecbch bi\u1ec3u hay danh s\u00e1ch ki\u1ec3m?<\/p>\n

Th\u1ee9 hai b\u1ea1n ph\u1ea3i t\u1ef1 h\u1ecfi m\u00ecnh, m\u1ee5c \u0111\u00edch v\u00e0 m\u1ee5c ti\u00eau c\u1ee7a c\u1ea3i ti\u1ebfn qui tr\u00ecnh c\u1ee7a b\u1ea1n l\u00e0 g\u00ec? T\u1ea1i sao t\u1ed5 ch\u1ee9c c\u1ee7a b\u1ea1n c\u1ed1 g\u1eafng c\u1ea3i ti\u1ebfn qui tr\u00ecnh? B\u1ea1n \u0111\u00e3 c\u00f3 \u0111\u00e1nh gi\u00e1 ch\u01b0a? B\u1ea1n c\u00f3 k\u1ebf ho\u1ea1ch h\u00e0nh \u0111\u1ed9ng kh\u00f4ng? N\u1ebfu b\u1ea1n c\u00f3, th\u00ec l\u1ea5y ra hai khuy\u1ebfn c\u00e1o h\u00e0ng \u0111\u1ea7u t\u1eeb k\u1ebf ho\u1ea1ch h\u00e0nh \u0111\u1ed9ng v\u00e0 b\u1eaft \u0111\u1ea7u th\u1ef1c hi\u1ec7n ch\u00fang.<\/p>\n

\u0110\u00e2y l\u00e0 b\u00e0i h\u1ecdc t\u00f4i r\u00fat ra.<\/p>\n

1. Kh\u00f4ng n\u1ed7 l\u1ef1c qu\u00e1 l\u00e2u. Th\u1eed l\u1ea5y gi\u00fap \u0111\u1ee1 n\u00e0o \u0111\u00f3.<\/p>\n

2. H\u1ed9i t\u1ee5 v\u00e0o gi\u1ea3i quy\u1ebft v\u1ea5n \u0111\u1ec1 t\u1ed5 ch\u1ee9c v\u00e0 \u0111\u00e1p \u1ee9ng m\u1ee5c \u0111\u00edch. Tr\u00e1nh c\u1ed1 g\u1eafng l\u00e0m t\u00e0i li\u1ec7u qui tr\u00ecnh b\u1edfi v\u00ec c\u00e1ch ti\u1ebfp c\u1eadn n\u00e0y r\u1ea5t m\u1ec7t m\u1ecfi, t\u1ed1n th\u1eddi gian, v\u00e0 kh\u00f4ng ph\u1ea3i r\u1ea5t th\u00e0nh c\u00f4ng trong qu\u00e1 kh\u1ee9. Nhi\u1ec1u ng\u01b0\u1eddi tin r\u1eb1ng h\u1ecd c\u00f3 th\u1ec3 c\u1ea3i ti\u1ebfn b\u1eb1ng vi\u1ec7c l\u00e0m t\u00e0i li\u1ec7u qui tr\u00ecnh theo CMMI nh\u01b0ng b\u1ea3n th\u00e2n t\u00e0i li\u1ec7u s\u1ebd kh\u00f4ng \u0111em t\u1edbi c\u1ea3i ti\u1ebfn ch\u1eebng n\u00e0o m\u1ecdi ng\u01b0\u1eddi c\u00f2n ch\u01b0a th\u1ef1c h\u00e0nh ch\u00fang tr\u01b0\u1edbc h\u1ebft.<\/p>\n

3. Thi\u1ebft l\u1eadp c\u00e1ch \u0111o \u0111\u1ed9ng vi\u00ean h\u00e0nh vi th\u00edch h\u1ee3p nh\u01b0 gi\u1ea3m l\u1ed7i v\u00e0 c\u1ea3i ti\u1ebfn \u01b0\u1edbc l\u01b0\u1ee3ng d\u1ef1 \u00e1n. Gi\u00e1o d\u1ee5c t\u1ed5 ch\u1ee9c v\u1ec1 \u00fd \u0111\u1ecbnh v\u00e0 vi\u1ec7c d\u00f9ng \u0111\u00fang c\u00e1ch \u0111o.<\/p>\n

4. Theo d\u00f5i m\u1ecdi ho\u1ea1t \u0111\u1ed9ng tri\u1ec3n khai v\u00e0 \u0111\u1eb7t t\u01b0\u01a1ng quan \u0111\u1ec3 xem li\u1ec7u xu h\u01b0\u1edbng c\u1ea3i ti\u1ebfn c\u00f3 n\u1ed5i l\u00ean kh\u00f4ng.<\/p>\n

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H\u1ecfi: Khi n\u00e0o th\u1ea7y x\u00e2y d\u1ef1ng ch\u00ednh s\u00e1ch \u0111\u1ec3 tu\u00e2n th\u1ee7 c\u00e1c y\u00eau c\u1ea7u CMMI?<\/p>\n

\u0110\u00e1p: Nhi\u1ec1u t\u1ed5 ch\u1ee9c x\u00e2y d\u1ef1ng c\u00e1c ph\u00e1t bi\u1ec3u ch\u00ednh s\u00e1ch v\u00e0o l\u00fac \u0111\u1ea7u c\u1ee7a ho\u1ea1t \u0111\u1ed9ng c\u1ea3i ti\u1ebfn qui tr\u00ecnh c\u1ee7a h\u1ecd. Tuy nhi\u00ean, c\u00e1ch t\u1ed1t nh\u1ea5t l\u00e0 \u0111\u1ec3 tr\u1ec5 v\u1ea5n \u0111\u1ec1 n\u00e0y cho t\u1edbi khi \u00edt nh\u1ea5t b\u1ea1n c\u0169ng ho\u00e0n th\u00e0nh pha th\u1eed nghi\u1ec7m c\u1ee7a v\u00f2ng \u0111\u1eddi tri\u1ec3n khai: X\u00e1c \u0111\u1ecbnh, Th\u1eed nghi\u1ec7m, Duy\u1ec7t x\u00e9t l\u1ea1i, v\u00e0 Th\u1ec3 l\u1ec7 ho\u00e1. B\u1ea1n c\u1ea7n thu \u0111\u01b0\u1ee3c m\u1ed9t s\u1ed1 kinh nghi\u1ec7m b\u1eb1ng vi\u1ec7c d\u00f9ng qui tr\u00ecnh n\u00e0y v\u00e0 thu \u0111\u01b0\u1ee3c m\u1ee9c \u0111\u1ed9 ch\u1ea5p nh\u1eadn n\u00e0o \u0111\u00f3 tr\u01b0\u1edbc khi ban h\u00e0nh ch\u00ednh s\u00e1ch ch\u1ec9 \u0111\u1ea1o d\u00f9ng qui tr\u00ecnh n\u00e0y.<\/p>\n

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H\u1ecfi: Ch\u00fang t\u00f4i \u0111ang l\u00e0m vi\u1ec7c v\u1ec1 ch\u00ednh s\u00e1ch c\u1ee7a m\u00ecnh v\u00e0 t\u00f4i th\u1ea5y ch\u00ednh s\u00e1ch t\u1eeb c\u00e1c t\u1ed5 ch\u1ee9c kh\u00e1c n\u00f3i: \u201cD\u1ef1 \u00e1n s\u1ebd\u201d v\u00e0 li\u1ec7t k\u00ea m\u1ecdi th\u1ef1c h\u00e0nh trong CMMI. Th\u1ea7y ngh\u0129 sao?<\/p>\n

\u0110\u00e1p: T\u00f4i bao gi\u1edd c\u0169ng ho\u00e0i nghi ch\u00ednh s\u00e1ch tr\u00edch d\u1eabn m\u1ecdi th\u1ef1c h\u00e0nh c\u1ee7a CMMI l\u00e0 ch\u00ednh s\u00e1ch th\u1ef1c. Ch\u00ednh s\u00e1ch m\u00e0 tr\u00edch d\u1eabn t\u1ea5t c\u1ea3 c\u00e1c th\u1ef1c h\u00e0nh c\u00f3 l\u1ebd l\u00e0 c\u00e1i g\u00ec \u0111\u00f3 \u0111\u00e3 \u0111\u01b0\u1ee3c t\u1ea1o ra \u0111\u1ec3 l\u00e0m h\u00e0i l\u00f2ng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o \u0111\u00e1nh gi\u00e1 trong th\u1eddi gian \u0111\u00e1nh gi\u00e1. T\u00f4i kh\u00f4ng ch\u1eafc li\u1ec7u t\u1ed5 ch\u1ee9c s\u1ebd c\u00f3 kh\u1ea3 n\u0103ng th\u1ef1c hi\u1ec7n t\u1ea5t c\u1ea3 ch\u00fang hay c\u1ea5p qu\u1ea3n l\u00ed c\u00f3 th\u1ef1c s\u1ef1 mu\u1ed1n \u00e1p \u0111\u1eb7t m\u1ecdi th\u1ef1c h\u00e0nh then ch\u1ed1t trong CMMI? M\u1ed9t ch\u00ednh s\u00e1ch th\u1ef1c bao gi\u1edd c\u0169ng d\u1ef1a tr\u00ean m\u1ee5c \u0111\u00edch v\u00e0 m\u1ee5c ti\u00eau doanh nghi\u1ec7p v\u1ed1n l\u00e0 \u0111\u1eb7c th\u00f9 cho t\u1ed5 ch\u1ee9c \u0111\u00f3. N\u00f3 cung c\u1ea5p chi\u1ec1u h\u01b0\u1edbng v\u00e0 mong \u0111\u1ee3i t\u1eeb c\u1ea5p qu\u1ea3n l\u00ed v\u00e0 n\u00f3 s\u1ebd \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n v\u00e0 \u0111\u01b0\u1ee3c \u00e1p \u0111\u1eb7t.<\/p>\n

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H\u1ecfi: T\u1ea1i sao ch\u00fang t\u00f4i c\u1ea7n ki\u1ebfn tr\u00fac ph\u1ea7n m\u1ec1m? L\u00e0m sao t\u00f4i \u0111\u01b0\u1ee3c hu\u1ea5n luy\u1ec7n trong l\u0129nh v\u1ef1c n\u00e0y?<\/p>\n

\u0110\u00e1p: Ki\u1ebfn tr\u00fac ph\u1ea7n m\u1ec1m l\u00e0 ch\u1ea5t li\u1ec7u then ch\u1ed1t trong ph\u00e1t tri\u1ec3n c\u00e1c h\u1ec7 th\u1ed1ng ph\u1ea7n m\u1ec1m ph\u1ee9c t\u1ea1p. \u00cdch l\u1ee3i c\u1ee7a vi\u1ec7c c\u00f3 ki\u1ebfn tr\u00fac \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh t\u1ed1t l\u00e0 h\u1ec7 th\u1ed1ng k\u1ebft qu\u1ea3 s\u1ebd c\u00f3 h\u00e0nh vi d\u1ef1 \u0111o\u00e1n \u0111\u01b0\u1ee3c. \u0110i\u1ec1u kh\u00f4ng may l\u00e0 ki\u1ebfn tr\u00fac v\u1eabn c\u00f2n l\u00e0 l\u0129nh v\u1ef1c ti\u1ebfn ho\u00e1 v\u1edbi r\u1ea5t \u00edt tr\u01b0\u1eddng ph\u00e1i d\u1ea1y v\u1ec1 n\u00f3. C\u00f3 v\u00e0i c\u00e1ch nh\u00ecn v\u00e0 phong c\u00e1ch ki\u1ebfn tr\u00fac, tu\u1ef3 thu\u1ed9c v\u00e0o kinh nghi\u1ec7m c\u1ee7a ki\u1ebfn tr\u00fac s\u01b0. Phong c\u00e1ch ki\u1ebfn tr\u00fac l\u00e0 m\u00f4 t\u1ea3 v\u1ec1 c\u00e1c c\u1ea5u ph\u1ea7n, c\u00e1c gh\u00e9p n\u1ed1i (quan h\u1ec7 gi\u1eefa c\u00e1c c\u1ea5u ph\u1ea7n), topology (c\u00e1ch thu x\u1ebfp c\u00e1c c\u1ea5u ph\u1ea7n v\u00e0 gh\u00e9p n\u1ed1i), v\u00e0 m\u1ed9t s\u1ed1 r\u00e0ng bu\u1ed9c l\u00ean giao di\u1ec7n c\u1ee7a ch\u00fang. Ch\u00fang ph\u1ee5c v\u1ee5 nh\u01b0 n\u1ec1n t\u1ea3ng cho l\u1eadp lu\u1eadn ch\u00ednh x\u00e1c v\u00e0 hi\u1ec7u qu\u1ea3 v\u1ec1 c\u00e1c m\u1ee5c \u0111\u00edch ch\u1ea5t l\u01b0\u1ee3ng-thu\u1ed9c t\u00ednh ri\u00eang. Ch\u00fang l\u00e0m \u0111i\u1ec1u n\u00e0y b\u1eb1ng vi\u1ec7c li\u00ean k\u1ebft t\u01b0\u1eddng minh m\u1ed9t khu\u00f4n kh\u1ed5 suy lu\u1eadn v\u1edbi m\u1ed9t phong c\u00e1ch thi\u1ebft k\u1ebf. Khu\u00f4n kh\u1ed5 suy lu\u1eadn n\u00e0y c\u00f3 th\u1ec3 c\u00f3 n\u1ec1n t\u1ea3ng \u0111\u1ecbnh l\u01b0\u1ee3ng nh\u01b0 Ph\u00e2n t\u00edch \u0111\u01a1n nguy\u00ean t\u1ec9 l\u1ec7 – Rate Monotonic Analysis hay l\u00ed thuy\u1ebft x\u1ebfp h\u00e0ng hay c\u00e1c c\u00e1ch \u0111o hay n\u00f3 n\u00f3 c\u00f3 th\u1ec3 \u0111\u1ecbnh t\u00ednh nh\u01b0 danh s\u00e1ch ki\u1ec3m, b\u1ea3ng h\u1ecfi, hay ph\u00e2n t\u00edch theo k\u1ecbch b\u1ea3n.<\/p>\n

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H\u1ecfi: C\u00f4ng ti c\u1ee7a t\u00f4i mu\u1ed1n b\u1eaft \u0111\u1ea7u kinh doanh \u0111i\u1ec7n t\u1eed. Ch\u00fang t\u00f4i l\u1eadp k\u1ebf ho\u1ea1ch \u0111\u1ec3 b\u1eaft \u0111\u1ea7u v\u1edbi nh\u00f3m ph\u00e1t tri\u1ec3n web, l\u00e0m vi\u1ec7c qua c\u00e1c t\u1ed5 ch\u1ee9c k\u0129 ngh\u1ec7 ph\u1ea7n m\u1ec1m v\u00e0 r\u1ed3i v\u1edbi nh\u00f3m h\u1ec7 th\u00f4ng tin. Th\u1ea7y th\u1ea5y \u0111\u1ea5y c\u00f3 l\u00e0 c\u00e1ch ti\u1ebfp c\u1eadn t\u1ed1t kh\u00f4ng?<\/p>\n

\u0110\u00e1p: T\u1ed5 ch\u1ee9c c\u1ee7a b\u1ea1n kh\u00f4ng n\u00ean b\u1eaft \u0111\u1ea7u kinh doanh \u0111i\u1ec7n t\u1eed b\u1eb1ng nh\u00f3m web, c\u00e1c t\u1ed5 ch\u1ee9c k\u0129 ngh\u1ec7 ph\u1ea7n m\u1ec1m hay h\u1ec7 th\u00f4ng tin. Ch\u1ed7 b\u1eaft \u0111\u1ea7u ph\u1ea3i l\u00e0 nh\u00f3m kinh doanh c\u1ee7a b\u1ea1n. T\u1ed5 ch\u1ee9c ph\u1ea3i c\u00f3 chi\u1ebfn l\u01b0\u1ee3c kinh doanh, \u0111\u01b0\u1ee3c \u0111i theo \u0111\u00f3 l\u00e0 c\u00e1c ch\u00ednh s\u00e1ch th\u1ef1c hi\u1ec7n chi\u1ebfn l\u01b0\u1ee3c, r\u1ed3i \u0111\u01b0\u1ee3c t\u1ed5 ch\u1ee9c theo c\u00e1c nh\u00f3m ch\u1ee9c n\u0103ng \u0111\u1ec3 h\u1ed7 tr\u1ee3 cho chi\u1ebfn l\u01b0\u1ee3c kinh doanh. M\u1ed9t khi t\u1ed5 ch\u1ee9c suy ngh\u0129 qua kinh doanh c\u1ee7a m\u00ecnh v\u00e0 hi\u1ec3u c\u00e1ch kinh doanh \u0111i\u1ec7n t\u1eed n\u00ean l\u00e0m vi\u1ec7c th\u1ebf n\u00e0o, th\u00ec c\u1ea5p qu\u1ea3n l\u00ed c\u00f3 th\u1ec3 l\u1eadp k\u1ebf ho\u1ea1ch th\u1ef1c hi\u1ec7n. Ch\u1ec9 th\u1ebf th\u00ec h\u1ec7 th\u00f4ng tin, t\u1ed5 ch\u1ee9c k\u0129 ngh\u1ec7 ph\u1ea7n m\u1ec1m v\u00e0 nh\u00f3m web m\u1edbi c\u00f3 th\u1ec3 h\u1ed7 tr\u1ee3 cho b\u1ea3n k\u1ebf ho\u1ea1ch n\u00e0y b\u1eb1ng vi\u1ec7c th\u1ef1c hi\u1ec7n c\u00f4ng ngh\u1ec7 c\u1ea7n thi\u1ebft \u0111\u1ec3 \u0111\u1ea1t t\u1edbi m\u1ee5c ti\u00eau kinh doanh. Nh\u1edb r\u1eb1ng kinh doanh \u0111i\u1ec7n t\u1eed l\u00e0 kinh doanh v\u00e0 KH\u00d4NG PH\u1ea2I l\u00e0 website. \u0110\u1eeaNG l\u1eabn l\u1ed9n kinh doanh v\u1edbi c\u00f4ng ngh\u1ec7.<\/p>\n

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H\u1ecfi: Th\u1ea7y c\u00f3 c\u1ea7n l\u00e0m t\u00e0i li\u1ec7u cho t\u1ea5t c\u1ea3 s\u00e1u mi\u1ec1n qui tr\u00ecnh (PA) kh\u00f4ng hay ch\u1ec9 m\u1ed9t ph\u1ea7n c\u1ee7a ch\u00fang \u0111\u1ec3 \u0111\u1ea1t t\u1edbi CMMI m\u1ee9c 2?<\/p>\n

\u0110\u00e1p: N\u1ebfu b\u1ea1n l\u00e0m t\u00e0i li\u1ec7u cho t\u1ea5t c\u1ea3 hay m\u1ed9t ph\u1ea7n c\u1ee7a s\u00e1u qui tr\u00ecnh n\u00e0y th\u00ec \u0111i\u1ec1u b\u1ea1n c\u00f3 l\u00e0 m\u1ed9t ch\u1ed3ng gi\u1ea5y th\u01b0\u1eddng b\u1ecb ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n b\u1ecf qua v\u00e0 b\u1ea1n ch\u1eb3ng bao gi\u1edd \u0111\u1ea1t t\u1edbi CMMI m\u1ee9c 2. T\u00f4i th\u1ef1c s\u1ef1 KH\u00d4NG hi\u1ec3u t\u1ea1i sao nhi\u1ec1u c\u00f4ng ti th\u1ebf c\u1ee9 n\u00f3i t\u1edbi c\u00e1ch ti\u1ebfp c\u1eadn \u201cl\u00e0m t\u00e0i li\u1ec7u\u201d khi c\u1ea3i ti\u1ebfn qui tr\u00ecnh c\u1ee7a h\u1ecd. Lo\u1ea1i ho\u1ea1t \u0111\u1ed9ng n\u00e0y kh\u00f4ng \u0111\u1ec1 c\u1eadp t\u1edbi m\u1ee5c \u0111\u00edch th\u1ef1c c\u1ee7a c\u1ea3i ti\u1ebfn nh\u01b0 gi\u1ea3m chi ph\u00ed ph\u1ea7n m\u1ec1m v\u00e0 th\u1eddi gian chu k\u00ec v\u00e0 c\u1ea3i ti\u1ebfn ch\u1ea5t l\u01b0\u1ee3ng. C\u1ea3i ti\u1ebfn qui tr\u00ecnh l\u00e0 quy\u1ebft \u0111\u1ecbnh kinh doanh v\u00e0 n\u00f3 ph\u1ea3i \u0111\u01b0\u1ee3c \u0111\u1eb7t t\u01b0\u01a1ng quan v\u1edbi m\u1ee5c \u0111\u00edch kinh doanh th\u1ef1c b\u1eb1ng vi\u1ec7c th\u1ef1c t\u1ebf th\u1ef1c h\u00e0nh c\u00e1i g\u00ec \u0111\u00f3. T\u00e0i li\u1ec7u ch\u1ec9 l\u00e0 ph\u1ea3n \u00e1nh nh\u1eefng th\u1ef1c h\u00e0nh n\u00e0o \u0111\u00f3 \u0111\u00e3 c\u00f3 t\u1ea1i ch\u1ed7. \u0110i\u1ec1u \u0111\u00f3 ngh\u0129a l\u00e0 b\u1ea1n ph\u1ea3i th\u1ef1c h\u00e0nh tr\u01b0\u1edbc r\u1ed3i l\u00e0m t\u00e0i li\u1ec7u sau – kh\u00f4ng c\u00f3 c\u00e1ch \u0111i v\u00f2ng kh\u00e1c.<\/p>\n

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H\u1ecfi: Th\u1ea7y bao gi\u1edd c\u0169ng bi\u1ec7n h\u1ed9 cho hu\u1ea5n luy\u1ec7n nh\u01b0ng hu\u1ea5n luy\u1ec7n c\u1ea5p qu\u1ea3n l\u00ed th\u00ec sao? Ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u0169ng c\u1ea7n hu\u1ea5n luy\u1ec7n ch\u1ee9?<\/p>\n

\u0110\u00e1p: V\u00e2ng, ng\u01b0\u1eddi qu\u1ea3n l\u00ed t\u1ed1t \u0111\u1ed9ng vi\u00ean m\u1ecdi ng\u01b0\u1eddi l\u00e0m h\u1ebft s\u1ee9c c\u1ee7a h\u1ecd v\u00e0 c\u00f3 th\u1ec3 t\u1ea1o ra k\u1ebft qu\u1ea3 l\u1edbn lao ngay c\u1ea3 khi d\u1ef1 \u00e1n hay t\u1ed5 ch\u1ee9c ph\u1ea3i n\u1ed7 l\u1ef1c d\u01b0\u1edbi nh\u1eefng \u0111i\u1ec1u ki\u1ec7n k\u00e9m h\u01a1n l\u00ed t\u01b0\u1edfng. T\u1ea5t c\u1ea3 c\u00e1c c\u00f4ng ngh\u1ec7 l\u1edbn v\u00e0 c\u1ea3i ti\u1ebfn qui tr\u00ecnh tr\u00ean th\u1ebf gi\u1edbi s\u1ebd kh\u00f4ng b\u00f9 l\u1ea1i \u0111\u01b0\u1ee3c cho qu\u1ea3n l\u00ed k\u00e9m, \u0111i\u1ec1u c\u00f3 th\u1ec3 \u0111\u01b0a d\u1ef1 \u00e1n hay t\u1ed5 ch\u1ee9c v\u00e0o th\u1ea5t b\u1ea1i.<\/p>\n

T\u00f4i m\u1ea1nh m\u1ebd tin m\u1ecdi ng\u01b0\u1eddi qu\u1ea3n l\u00ed \u0111\u1ec1u c\u1ea7n hu\u1ea5n luy\u1ec7n, \u0111\u1eb7c bi\u1ec7t trong “qu\u1ea3n l\u00ed th\u1eddi gian” v\u00ec h\u1ecd ch\u1ec9 c\u00f3 th\u1ec3 t\u1ed1t n\u1ebfu h\u1ecd c\u00f3 \u0111\u1ee7 th\u1eddi gian l\u00e0m h\u1ebft s\u1ee9c. M\u1eb7c d\u1ea7u t\u00e0i n\u0103ng t\u1ef1 nhi\u00ean l\u00e0 c\u1ea5u ph\u1ea7n quan tr\u1ecdng cho ng\u01b0\u1eddi qu\u1ea3n l\u00ed t\u1ed1t, bao gi\u1edd c\u0169ng c\u00f3 nhi\u1ec1u \u0111i\u1ec1u \u0111\u1ec3 h\u1ecdc v\u00e0 li\u00ean t\u1ee5c h\u1ecdc l\u00e0 \u0111i\u1ec1u ng\u01b0\u1eddi qu\u1ea3n l\u00ed t\u1ed1t nh\u1eafm t\u1edbi.<\/p>\n

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H\u1ecfi: Ng\u01b0\u1eddi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n c\u00f3 ph\u1ea3i ti\u1ebfn h\u00e0nh b\u00e1o c\u00e1o tr\u1ea1ng th\u00e1i h\u00e0ng tu\u1ea7n v\u00e0 h\u00e0ng th\u00e1ng kh\u00f4ng? Ng\u01b0\u1eddi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n c\u00f2n ph\u1ea3i l\u00e0 g\u00ec kh\u00e1c n\u1eefa?<\/p>\n

\u0110\u00e1p: B\u00e1o c\u00e1o tr\u1ea1ng th\u00e1i h\u00e0ng tu\u1ea7n hay h\u00e0ng th\u00e1ng l\u00e0 c\u00e1ch ti\u1ebfp c\u1eadn t\u1ed1t t\u1edbi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n nh\u01b0ng ch\u00fang kh\u00f4ng \u0111\u1ee7. C\u00f3 nguy c\u01a1 th\u1ef1c s\u1ef1 l\u00e0 ng\u01b0\u1eddi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n c\u00f3 th\u1ec3 v\u1eabn b\u1ecf l\u1ee1 nh\u1eefng v\u1eabn \u0111\u1ec1 then ch\u1ed1t m\u00e0 s\u1ebd b\u00e1o \u0111\u1ed9ng cho h\u1ecd v\u1ec1 c\u00e1c v\u1ea5n \u0111\u1ec1 c\u1ee7a d\u1ef1 \u00e1n. Th\u1ec9nh tho\u1ea3ng, c\u00e1c b\u00e1o c\u00e1o tr\u1ea1ng th\u00e1i tu\u1ea7n hay th\u00e1ng tr\u1edf th\u00e0nh nhi\u1ec7m v\u1ee5 \u0111\u01b0\u1ee3c l\u00e0m “m\u1ed9t c\u00e1ch h\u1eddi h\u1ee3t\u201d \u0111\u1ec3 cho ng\u01b0\u1eddi ph\u00e1t tri\u1ec3n c\u00f3 th\u1ec3 tr\u1edf l\u1ea1i c\u00f4ng vi\u1ec7c (v\u1ec1 sau) c\u1ee7a h\u1ecd.<\/p>\n

M\u1ed9t c\u00e1ch b\u1ed5 sung \u0111\u1ec3 ki\u1ec3m ch\u1ee9ng th\u00f4ng tin \u0111\u01b0\u1ee3c n\u00eau trong c\u00e1c b\u00e1o c\u00e1o tr\u1ea1ng th\u00e1i h\u00e0ng tu\u1ea7n hay th\u00e1ng l\u00e0 ti\u1ebfp x\u00fac c\u00e1 nh\u00e2n v\u1edbi c\u00e1c nh\u00e2n vi\u00ean tr\u00ean c\u01a1 s\u1edf h\u00e0ng ng\u00e0y. N\u00f3 s\u1ebd cho ng\u01b0\u1eddi qu\u1ea3n l\u00ed d\u1ef1 \u00e1n c\u00e1i nh\u00ecn r\u00f5 r\u00e0ng v\u1ec1 \u0111i\u1ec1u th\u1ef1c s\u1ef1 di\u1ec5n ra trong d\u1ef1 \u00e1n (th\u01b0\u1eddng kh\u00f4ng t\u01b0\u1eddng minh qua \u0111i\u1ec1u \u0111i\u1ec1u kh\u00f4ng \u0111\u01b0\u1ee3c n\u00f3i). H\u00e3y bi\u1ebft c\u00e1n b\u1ed9 c\u1ee7a b\u1ea1n, l\u00e0m vi\u1ec7c c\u00f9ng h\u1ecd, v\u00e0 n\u00f3i v\u1edbi h\u1ecd h\u00e0ng ng\u00e0y v\u00e0 b\u1ea1n s\u1ebd thu \u0111\u01b0\u1ee3c hi\u1ec3u s\u00e2u m\u00e0 kh\u00f4ng b\u00e1o c\u00e1o tr\u1ea1ng th\u00e1i d\u1ef1 \u00e1n n\u00e0o c\u00f3 th\u1ec3 cung c\u1ea5p \u0111\u01b0\u1ee3c. B\u1ea1n kh\u00f4ng ch\u1ec9 c\u00f3 kh\u1ea3 n\u0103ng th\u1ea5y \u0111\u01b0\u1ee3c nh\u1eefng d\u1ea5u hi\u1ec7u nguy hi\u1ec3m s\u1edbm h\u01a1n, m\u00e0 b\u1ea1n s\u1ebd c\u00f3 kh\u1ea3 n\u0103ng th\u1ea5y v\u00e0 th\u01b0\u1edfng cho nh\u1eefng n\u1ed7 l\u1ef1c m\u1ea1nh \u0111ang gi\u1eef cho d\u1ef1 \u00e1n \u0111i \u0111\u00fang \u0111\u01b0\u1eddng.<\/p>\n

–<\/p>\n

—-English version——-<\/p>\n

 <\/p>\n

Question: Since very few lead appraisers have worked at high level organizations. How do they appraise level 4 or 5 organization?<\/p>\n

Answer: It is true that there are only few lead appraisers or consultants have experiences in higher level organizations but they were trained on what to look for in their appraisal. Of course, experience does make a difference. Following are observations based on my experiences in conducting CMMI appraisal at more than 30 level 4 and 5 organizations:<\/p>\n

Typically when I conduct appraisal for organization at level 4, I also look for level 5 practices. Most organizations achieved level 4 already have a lot of level 5 practices in use. Surprisingly, many may have achieved level 5 without knowing it. Besides looking for artifacts and key practices documented in the CMMI books, a fully matured level 4\/5 also have significant data and practices not documented in CMMI and this is where I pay a lot of attention.<\/p>\n

1) Return on Investment (ROI) and Improvement Trend Data<\/p>\n

If organization used CMMI for many years, they should have improvement trend data such as how much they have invested in process improvement (total organization efforts and effort hours per software engineer) and what kind of business benefit they have obtained in terms of cost, schedule, quality such as decrease released defects by X% within X years, increase customer satisfaction to X% within X years, etc. A well-run organization would have graphics that show improvement trends over time for each maturity levels against business goals and objectives. These are evidences that the organization has been improving for several years.<\/p>\n

2) Lessons learned and unique practices<\/p>\n

A level 4\/ 5 also have lessons learned documented somewhere. I want to find out what barriers that they had to overcome to achieve level 4\/5? These barriers may be process, measurement, cultural, business environment, or customer relation, etc. The intent is to identify the things that had to be done differently to transition to Level 4\/5. Are there any things that they tried and abandoned because they weren’t working? I am looking for unique practices that they do now because of their high maturity but wouldn’t expect a low maturity organization to do; maybe this is an important contributor to their high maturity? A typically level 4 always involve customers and this kind of team building determines the solid level 4. Typically, during interviews, you will not hear people complain about customer anymore but an attitude toward teaming or working together. Data on customer meetings, results of those meetings are good artifacts to look into. You do not wait until level 5 for defect prevention but hear about them at level 4 (Significant reviews per life cycle phase and people know how much defects they discovered and fixed before release). As a rule, a typical 85% or 90% defect detection rate is expected at this level 4\/5. Less than 80% may be a CMMI Level 3 but not quite a Level 4 yet. The Organization Standard Software Process at level 4 is much more organized with significant reuse. Data on schedule variance, defect, and time are always under Statistical Process Control (SPC), upper and lower bound are determined by historical data not just typical \u201cThree Standard Deviation\u201d as commonly practices. I always ask how do they come up with their SPC control to determine if they are solid 4 or not?<\/p>\n

3) People and Cultural Issues<\/p>\n

Most level 4\/5 organizations also doing something right about people issues. Typically I found a lot of team building, people-oriented management, and skills building activities. Many established formal mentoring program and have significant orientation program for new employees. Data on employee turnover is also kept and known by management. Some even have data on employee morale improving as a result of process improvement activities. As a rule, I also ask on what are they working on next? A \u201cSolid level 4\/5\u201d knows what to do next and a \u201cFluffy level 4\/5\u201d does not have vision pass achieve level 5 (Typical answer is: achieve level 5 by 2005 and that\u2019s it). One factor determines solid level 5 is the answer on what they will do next and their improvement objectives. What kind of practices that they are optimizing. What barriers they may be facing and plan to overcome. They know how to sustain their improvement and expand it toward business goals.<\/p>\n

I always ask people in the high level organization, what does it mean to be level 4 or 5? What is different? Are there change in employee morale, motivation, and business results such as productivity and quality? What\u2019s about performance excellence, operational excellence, and customer satisfaction? Since level 4 focus on quantitative management, and Statistical Process Control, I want to know what measures are useful for them. What analytic techniques provide more insight? Who is using SPC techniques, and what value are they obtaining? What kind of management sponsorship at high maturity level differs from lower levels? Do sponsorship issues change after Level 3? What are the issues in maintaining excellence after achieving Level 4 or 5?<\/p>\n

By having these questions answered satisfactorily, I can determine whether the organization is truly achieved CMMI Level 4 or 5 or just a notion that they are almost there.<\/p>\n

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Question: \u00a0My manager is not happy with our progress and wants to reach level 2 by ordering us to document all processes to satisfy the level 2 requirements. What do you think?<\/p>\n

Answer: Sometimes management looses patience with the current approach and decides that a \u201cBig\u201d change is needed to put things back into shape. This \u201cBig-bang\u201d approach is likely to lead to more failures than the approach it replaced.<\/p>\n

Significant changes require significant learning and additional efforts. Based on my experiences, the first time organization does process improvement, you can expect an increase in time because people must learn to change the way they work. Any change requires an adjustment before real improvements can be realized. However implementing process improvement by massive documentation does not work and will never work just like \u201cInstant noodles\u201d can never replace gourmet home cook foods.<\/p>\n

Your management needs to know why the current approach is not achieving the desired results. Is it because lack of management direction? Is it communication among members? Or maybe the improvement process itself is flawed?<\/p>\n

I suggest that your organization focus on identifying the area that is most affecting the ability to achieve the goals and focus on that one area only. For most projects, the key places to look for are in the project management areas such as management of scope, time, and quality. If the correct area is selected, you may see changes begin to happen and with these changes, management\u2019s unhappiness will be reduced and your chances for success will increase.<\/p>\n

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Question: How do you satisfy a customer who constantly demands that you meet their unreasonable schedule?<\/p>\n

Answer: Customer expectations always result in imposing certain deadlines for software projects. However, the nature of software projects demands that software teams deal with the constant dynamics of change. This creates extreme degrees of project risk and perpetuates the crisis, which results in a large percentage of projects being canceled, delivered late, or with cost overruns and poor quality. However, knowing the nature of these dynamics can allow project managers to make decisions on promised functionality instead of time, thereby controlling the very factors that degrade software quality and reliability. You can always negotiate on functionality, resource, and time. If time is important to your customer then you must reduce your functionality to meet the time commitment.<\/p>\n

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Question: How do we organize our Process Asset Library (PAL) to store our documents and best practices?<\/p>\n

Answer: There are many ways to organize your Process Asset Libraries (PAL). You may choose to design a PAL from a SEPG perspective (By PAs), a software practitioner perspective (by software life cycle), or any perspective that is suitable for your organization\u2019s structure.<\/p>\n

You also need to consider the following factors.<\/p>\n

\u00b7 The perspective of the PAL.<\/p>\n

\u00b7 The navigational view of the PAL.<\/p>\n

\u00b7 The maintenance requirements of the PAL (Monthly or quarterly update).<\/p>\n

\u00b7 General questions on training, tailoring, and use of the PAL for software development, maintenance, and assessments.<\/p>\n

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Question: Do you have any advice for a struggling organization trying to get to level 2?<\/p>\n

Answer: Please read other Questions and Answers that I posted. There are plenty of advices there and your struggling organization is not alone.<\/p>\n

First, your organization needs to understand what a level 2 means. Is achieving a level just a mark on a schedule or checklist?<\/p>\n

Second you must ask yourself, what are your process improvement goals and objectives? Why is your organization trying to improve the process? Have you had an appraisal yet? Do you have an action plan? If you do, then pick two top recommendations from the action plan and start implementing them.<\/p>\n

Here are my lessons learned.<\/p>\n

1. Don\u2019t struggle for too long. Try to get some help.<\/p>\n

2. Focus on solving organization problems and meeting goals. Avoid attempting to document processes because this approach is very tedious, time consuming, and hasn\u2019t been very successful in the past. Many people believe that they can improve by documenting the process according to the CMMI but the document by itself will not bring improvement unless everyone practices them first.<\/p>\n

3. Establish measures that encourage appropriate behavior such as reducing defects and improving project estimation. Educate the organization on the intent and correct use of metrics.<\/p>\n

4. Track all deployment activities and correlate with the metrics to see if an improvement trend has emerged.<\/p>\n

 <\/p>\n

Question: When do you develop a policy to comply with the CMMI requirements?<\/p>\n

Answer: Many organizations develop policy statements at the start of their process improvement activity. However, the best way is to delay the issue of a policy until you at least complete the pilot phase of the deployment Lifecycle: Define, Pilot, Revise, and Institutionalize. You need to gain some experience using the process and gain some degree of acceptance before issuing a policy directing the usage of the process.<\/p>\n

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Question: We are working on our policies and I saw policies from other organizations stated: \u201cThe project shall\u201d and listed every practice in the CMMI. What do you think?<\/p>\n

Answers: I always doubt policies that quote every practice of the CMMI to be a real policy. A policy that quotes all the practices is probably something that has been created to please the Lead appraiser during appraisal time. I am not sure if the organization will be able to implement them all or the management really wanting to enforce every key practice in CMMI? A real policy is always based on business goals and objectives that are particular to that organization. It provides the direction and expectation from management and it will be implemented and enforced.<\/p>\n

 <\/p>\n

Question: Why do we need software architecture? How do I get trained in this field?<\/p>\n

Answers: Software architecture is a key ingredient in the development of complex software systems. The benefit of having a well-defined architecture is the resulting systems will behave predictably. Unfortunately, architecture is still an evolving field with very few schools teaching it. There are several views and styles of architecture, depend on the experiences of the architect. An architectural style is a description of components, connectors (relations among components), topology (arrangement of components and connectors), and some constraints on their interaction. They serve as a foundation for precise and efficient reasoning about specific quality-attribute goals. They do this by explicitly associating a reasoning framework with an architectural style. This reasoning framework may be quantitatively grounded such as the Rate Monotonic Analysis or queuing theory or metrics or it may be qualitative in nature such as checklists, questionnaires, or scenario-based analysis.<\/p>\n

 <\/p>\n

Question: My company would like to start an e-business. We are planning to begin with our web development group, work through software engineering organizations and then to the information systems groups. Do you think it is a good approach?<\/p>\n

Answers: Your organization should not start e-business with the web group, software engineering organizations or information systems. The starting place should be your business group. The organization must have a business strategy, followed by policies to implement the strategy, then organized by functional groups to support the business strategy. Once an organization thinks through its business and understand how e-business should works, then management can plan the implementation. Only then, information systems, software engineering organizations and web groups can support the plan by implement the technology needed to achieve the business objectives. Remember that E-business is a business and NOT a website. Do NOT confuse the business with the technology.<\/p>\n

 <\/p>\n

Question: Do you need to document all six processes area (PA) or only part of them to achieve CMMI level 2?<\/p>\n

Answer: If you document all or part of the six processes then what you have is a stack of paper that is often ignored by developers and you never achieve the CMMI level 2. I really do NOT understand why so many companies are taking the \u201cDocumentation\u201d approach when improve their process. This kind of activity does not address the real goals of improvement such as reducing software cost and cycle time and improving quality. Process improvement is a business decision and it must be correlated with real business goals by actually practicing something. A document is only a reflection of certain practices already in place. That means you must practice first then document later\u2014not the other way around.<\/p>\n

 <\/p>\n

Question: You always advocate technical training but what about management training? Does manager need training also?<\/p>\n

Answer: Yes, a good manager motivates people to do their best and can produce great results even when a project or an organization struggles under conditions that are less than ideal. All the great technology and process improvement in the world will not compensate for poor management, which can drive a project or an organization into failure.<\/p>\n

I strongly believe all managers need training, especially in \u201cTime management\u201d since they can only be good if they have enough time to do their best. Although natural talent is an important component for good managers, there is always more to learn and continuously learning is what a good manager should aiming for.<\/p>\n

 <\/p>\n

Question: Should project manager conduct monthly and weekly status report? What else should project managers do?<\/p>\n

Answers: Weekly or monthly status reports are good approach to project management but they are not enough. There is a real danger that project managers may still missing key issues that will alert them of project problems. Sometime, weekly or monthly status reports become tasks that get done \u201csuperficially\u201d so that developers can get back to their (late) work.<\/p>\n

A complementary way to verify the information provided in weekly or monthly status reports is personal contact with staff on daily basis. It will give project manager a clear view of what is really going on in a project (often implicitly through what is not said). Get to know your staff, work with them, and talk with them daily and you’ll gain insights that no project status report can provide. Not only will you be more likely to see danger signs earlier, but you’ll also be able to see and reward the strong efforts that are keeping the project on track.<\/p>\n","protected":false},"excerpt":{"rendered":"

H\u1ecfi: V\u00ec r\u1ea5t \u00edt ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o \u0111\u00e1nh gi\u00e1 \u0111\u00e3 l\u00e0m vi\u1ec7c \u1edf c\u00e1c t\u1ed5 ch\u1ee9c m\u1ee9c r\u1ea5t cao. L\u00e0m sao h\u1ecd \u0111\u00e1nh gi\u00e1 c\u00e1c … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[27],"tags":[],"class_list":["post-897","post","type-post","status-publish","format-standard","hentry","category-tang-truong-nang-luc-to-chuc"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/897","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=897"}],"version-history":[{"count":2,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/897\/revisions"}],"predecessor-version":[{"id":899,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/897\/revisions\/899"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=897"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=897"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=897"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}