Does validating debt work
And if/ when they wait until the end of a project or work package to see how close/far they were to their promises/expectations, without some idea of what their processes are and how they work, how else could a company ever make whatever changes or improvements they'd want/need to make in order to do better next time?
CMMI provides the models from which to pursue these sorts of insights and activities for improvement. CMMI can't tell an organization what is or isn't important to them.
So anyone who has a problem with our posting this information is probably the kind of person who wants you to pay to get it out of them before you have enough information to even make a good decision. The information on this site has also been demonstrated to provide answers and new insights to people who are already (or thought they were) very familiar with CMMI and the appraisal.
Feedback has indicated that there is more than a fair amount of incomplete and actual incorrect information being put forth by supposed experts in CMMI. If you have any suggestions for other questions, or especially corrections, please don't hesitate to send them to us.
The content of CMMIs are to improve upon the performance of those standards, processes and procedures -- not to define them.
Having said that, it should be noted that there will (hopefully) be overlaps between what any given organization already does and content of CMMIs.
Together with the organization's context, CMMI can be applied to create a process improvement solution appropriate to the context of each unique organization.
If an organization chose to do so, CMMI could be applied in the construction or even media production industries.
Like any other model, CMMI reflects one version of reality, and like most models, it's rather idealistic and unrealistic -- at least in some ways.