CMMI V2.0 Appraisals - Part 2

An earlier post titled CMMI V2.0 Appraisals - Some Important Points (https://business-process-improvement-blog.blogspot.in/2018/04/cmmi-v20-appraisals-some-important.html) elaborated upon some important and interesting points related to CMMI V2.0 appraisals.

Here are some more interesting observations regarding CMMI V2.0 appraisals.

• The cost of CMMI appraisal and implementation preceding that will become substantially higher.
• This starts with the CMMI model itself. It now comes at a price, and that too a steep one.
• Not only that, the price is for one copy and tied to the individual on whose name it is purchased.
• This is amusing, the organization will pay the money but the employee will own the copy of the CMMI model.
• So what happens when an employee with a purchased CMMI model on his name leaves the organization?

• The cost and stakes to become an appraisal team member will also go up.
• An organization would need to pay a significantly higher amount for every appraisal team member who is a part of the CMMI model-based appraisal conducted in the organization
• Not only that, those who want to become an appraisal team member will need to pass an exam on CMMI model proficiency also.
• If you are in the process or excellence or quality group, this would still make some sense.
• But if you are in the operations or delivery or development, it is any body's guess as to how much sense it would make.

• Though the appraisal method now offers something called a sustainment appraisal, it will not make practical sense in most situations to go with that.
• In today's business world, organizations are in a state of constant churn and change. 
• The reality of business climate is such that organic and inorganic growth or de-growth, merger/de-merger or reverse merger, acquisitions or takeovers, spin-offs or sell-outs are too frequent and too many.

• Also, the appraisal method and the model as well is still written with a view of a large defense software supplier developing a long-duration large-sized software-based system or product.
• What about appraisals for other scenarios that are all too common these days:
• software start-ups?
• mobile apps development?
• short-releases?
• truncated SDLC work?
• project teams working in an integrated mode with the customer and largely using customer processes/tools?
• CMMI appraisals should be tailored to the above scenarios and the model should provide meaningful interpretations of the various practises in the above contexts.
• Without that organizations that go for CMMI appraisal may need to do certain things only for the purpose of appraisal.
• Model guidance should ensure practises are meaningful in different contexts and provide useful value and hence happen irrespective of whether appraisal happens or doesn't. 

Till and unless the CMMI model and its appraisal method takes a practical view of the above considerations and addresses them in a meaningful manner it will be a long and hard way for it to remain really useful.