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 Posted: Tue Apr 03, 2007 4:25 pm Post subject: How to get CMM 3 Level Certification Plz Give Comments For T |
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Group,
Plz Suggest How will be required for taking CMM 3 Level Certification?
ASAP..
Thanks
Amritesh |
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H. S. Lahman
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| Posted: Tue Apr 03, 2007 8:52 pm Post subject: Re: How to get CMM 3 Level Certification Plz Give Comments F |
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Responding to Acmishra83...
| Quote: |
Plz Suggest How will be required for taking CMM 3 Level Certification?
|
You are not going to get to CMM L3 from USENET forums; the topic is far
too broad. Entire books have been written about what L3 mandates and
other books have been written on how to achieve it.
On the off chance that this is not a homework problem, I can provide two
pieces of advice, though,...
(1) Don't waste time paying for an audit if you are just starting out
with CMM. You will be at L1 and won't be doing anything right. You don't
need to pay someone to tell you that; I'm doing it right now for free.
Only pay for an audit when you /think/ you are qualified. Then it will
provide useful, focused information about where you were wrong.
(2) Initially implement the absolute minimum infrastructures that you
think you can get away with to achieve the CMM goals. There is no sense
in implementing overkill infrastructure that you may not need. The
auditor will let you know where you were too minimalist and you can
incrementally fix things.
[Caveat. One exception to (2) is infrastructures for data collection.
There will usually be grass roots resistance to the CMM so it is very
important to make data collection non-invasive. You don't want to give
the nay-sayers ammunition. (In fact, a useful Machiavellian ploy is to
assign the nay-sayers the task of ensuring the data collection tools are
user friendly.)]
*************
There is nothing wrong with me that could
not be cured by a capful of Drano.
H. S. Lahman
hsl@pathfindermda.com
Pathfinder Solutions
http://www.pathfindermda.com
blog: http://pathfinderpeople.blogs.com/hslahman
"Model-Based Translation: The Next Step in Agile Development". Email
info@pathfindermda.com for your copy.
Pathfinder is hiring:
http://www.pathfindermda.com/about_us/careers_pos3.php.
(888)OOA-PATH |
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xpyttl
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| Posted: Mon Apr 09, 2007 6:48 pm Post subject: Re: How to get CMM 3 Level Certification Plz Give Comments F |
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"H. S. Lahman" <h.lahman@verizon.net> wrote in message
news:SCvQh.4976$hI4.817@trndny08...
| Quote: |
Responding to Acmishra83...
(1) Don't waste time paying for an audit if you are just starting out with
CMM. You will be at L1 and won't be doing anything right. You don't
|
I'm not sure I totally agree with that. Audits are expensive to be sure ...
depending on the size of your organization and the aggressiveness of the
audit, an audit can cost a significant fraction of a million dollars.
HOWEVER, a good auditor will give you a lot of insight into how you can get
where you want to go. Better yet, the best auditors can help you improve
you productivity while improving your CMM level. CMM is something a lot of
Level 1 shops totally misunderstand, so trying to go it alone is likely to
be going in the wrong direction.
Unfotunately, identifying the right auditor for your situation might not be
all that easy. Good auditors are expensive, but there are some expensive
duds, too. Talk to others, find out who has worked well and who hasn't, but
also recognize that no two shops are the same, and what worked for the guy
down the street might not work for you.
... |
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H. S. Lahman
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| Posted: Tue Apr 10, 2007 7:41 pm Post subject: Re: How to get CMM 3 Level Certification Plz Give Comments F |
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Responding to Xpyttl...
| Quote: |
(1) Don't waste time paying for an audit if you are just starting out with
CMM. You will be at L1 and won't be doing anything right. You don't
I'm not sure I totally agree with that. Audits are expensive to be sure ...
depending on the size of your organization and the aggressiveness of the
audit, an audit can cost a significant fraction of a million dollars.
HOWEVER, a good auditor will give you a lot of insight into how you can get
where you want to go. Better yet, the best auditors can help you improve
you productivity while improving your CMM level. CMM is something a lot of
Level 1 shops totally misunderstand, so trying to go it alone is likely to
be going in the wrong direction.
|
First, let me point out that there is software on the market that allows
a shop to do self-assessments. That is more than adequate for creating
the sense of dispair that goes with an initial L1 audit. B-)
There's a difference between CMM auditors and CMM consultants/mentors,
at least in theory. I agree that a case can be made for hiring a CMM
mentor/consultant. You can get the same insights from a consultant
without the audit. When a CMM consultant walks into an L1 shop there is
no difficulty in identifying things to fix.
Unfortunately the certified consultants are also auditors and they have
a vested interest in your paying for an audit. (I don't know for sure
but my recollection is that SEI-certified consultants may be prohibited
for doing anything until after a formal audit is done.)
<Hot Button>
That segues to another problem. The SEI wants to maintain strict control
over the CMM, which they do militantly through things like certification
of auditors and consultants. IMO the SEI goes overboard. For example,
when a certified consultant does a training presentation of the CMM they
must use the SEI's officially approved slide set.
When I last saw that slide set several years ago it was clearly designed
for a milaero context where mega projects were spread over three
continents with a cast of thousands. It was also littered with
Management Speak buzzwords. As a result developers in commercial shops
start squirming in their seats after the first two hours of a one-week
training course on the CMM. By lunch time the developers are sitting
around a table saying, "This is awful! What can we do to get rid of it?"
That's just not a good environment for implementing the CMM. No wonder
the SEI's own data indicates that it takes longer to go L1 -> L2 than it
does to go L2 -> L5. It takes years to convert or get rid of the initial
naysayers before anything useful gets done. Yet the training consultant
doesn't have any choice!
If I had the task of designing a training presentation for commercial
developers that would completely alienate them, it would be SEI's. IMO
that presentation demonstrates that the SEI is completely out of touch
with the realities of commercial development. I also believe that SEI
has played into the hands of the OOP-based agile process camp by
creating a straw man for them to demonize.
[BTW, when we went to the CMM only software managers and a few senior
developers saw the official SEI presentation. They knew their people and
were pretty appalled by the presentation so they created their own
internal training presentation for the rank-and-file developers.]
</Hot Button>
| Quote: |
Unfotunately, identifying the right auditor for your situation might not be
all that easy. Good auditors are expensive, but there are some expensive
duds, too. Talk to others, find out who has worked well and who hasn't, but
also recognize that no two shops are the same, and what worked for the guy
down the street might not work for you.
|
I agree with the first sentence completely. The SEI-certified
consultants are seriously constrained by the SEI and they often have a
strong milaero bias.
FWIW, what I would do if I had it to do over would be to hire someone
from a CMM L3+ commercial shop and set them up as an internal consultant
for the approach I suggested in my original post. I would use the
interview process to determine the candidate's flexibility.
*************
There is nothing wrong with me that could
not be cured by a capful of Drano.
H. S. Lahman
hsl@pathfindermda.com
Pathfinder Solutions
http://www.pathfindermda.com
blog: http://pathfinderpeople.blogs.com/hslahman
"Model-Based Translation: The Next Step in Agile Development". Email
info@pathfindermda.com for your copy.
Pathfinder is hiring:
http://www.pathfindermda.com/about_us/careers_pos3.php.
(888)OOA-PATH |
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chenxu04@gmail.com
Guest
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| Posted: Wed Apr 11, 2007 12:26 pm Post subject: Re: How to get CMM 3 Level Certification Plz Give Comments F |
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On Apr 3, 8:25 pm, acmishr...@gmail.com wrote:
| Quote: |
Group,
Plz Suggest How will be required for taking CMM 3 Level Certification?
ASAP..
Thanks
Amritesh
From my point of view, the best answer to Amritesh is:
CMM 3 is the Defined level, in this level, |
The software process is fully documented:
Managerial and technical aspects are clearly defined
Continual efforts are made to improve quality, productivity
Reviews are performed to improve software quality
CASE tools are applicable now (and not at levels 1 or 2)
Regards
Xu Chen |
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xpyttl
Guest
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| Posted: Wed Apr 11, 2007 4:57 pm Post subject: Re: How to get CMM 3 Level Certification Plz Give Comments F |
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"H. S. Lahman" <h.lahman@verizon.net> wrote in message
news:4fOSh.13025$Cl.2678@trndny08...
| Quote: |
Responding to Xpyttl...
a shop to do self-assessments. That is more than adequate for creating the
sense of dispair that goes with an initial L1 audit. B-)
|
I would hope that a shop starting down that road has already confronted that
despair <g>
| Quote: |
There's a difference between CMM auditors and CMM consultants/mentors, at
least in theory. I agree that a case can be made for hiring a CMM
|
I probably should have pointed that out
| Quote: |
That segues to another problem. The SEI wants to maintain strict control
over the CMM, which they do militantly through things like certification
of auditors and consultants. IMO the SEI goes overboard. For example, when
a certified consultant does a training presentation of the CMM they must
use the SEI's officially approved slide set.
|
I think that is a little more prevalent in CMMi than CMM. There is enough
info around now about CMM that it is -possible- to get the information you
need .... BUT
| Quote: |
When I last saw that slide set several years ago it was clearly designed
for a milaero context where mega projects were spread over three
continents with a cast of thousands. It was also littered with Management
Speak buzzwords. As a result developers in commercial shops start
squirming in their seats after the first two hours of a one-week training
course on the CMM. By lunch time the developers are sitting around a table
saying, "This is awful! What can we do to get rid of it?"
|
Well, I think the real problem is that the whole thrust of CMM is far
outside the experience of the typical L1 shop, so even the language is alien
and easily misunderstood. This is perhaps why a consultant is so vital. A
good consultant can get an understanding of the shop and translate the CMM
into terms they can understand. The average developer, reading the CMM
materials, will totally misunderstand it.
| Quote: |
If I had the task of designing a training presentation for commercial
developers that would completely alienate them, it would be SEI's. IMO
that presentation demonstrates that the SEI is completely out of touch
with the realities of commercial development. I also believe that SEI
|
I don't believe that at all. I was in a shop that moved from L1 to L3 is a
relatively short time, and in the process rather dramatically improved
productivity and customer sat. Now, although L3 was on the shop's strategic
goals, the intent was not to get the certificate, but rather use the CMM as
a way to learn to do better. I am sure that if the objective is to get the
gold star, you can get the gold star with plenty of cost and little benefit.
| Quote: |
[BTW, when we went to the CMM only software managers and a few senior
developers saw the official SEI presentation. They knew their people and
were pretty appalled by the presentation so they created their own
internal training presentation for the rank-and-file developers.]
|
This is a pity, but probably true. On the other hand, I really believe CMM
has to be a top-down effort. Most of L2 is about ripping control out of the
hands of managers and placing it into the hands of those that know better.
This is not something that is going to happen bottom up. As awful as CMM
may sound to the developers, it is absolutely terrifying to middle managers
who totally loose the ability to make arbitraty decisions.
| Quote: |
FWIW, what I would do if I had it to do over would be to hire someone from
a CMM L3+ commercial shop and set them up as an internal consultant for
the approach I suggested in my original post. I would use the interview
process to determine the candidate's flexibility.
|
This might well be a good approach. Unfortunately, for the smaller shop, an
additional FTE is an expensive thing, and again, it would take pretty
visionary management to realize that this could be quite a good investment.
... |
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H. S. Lahman
Guest
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| Posted: Wed Apr 11, 2007 8:18 pm Post subject: Re: How to get CMM 3 Level Certification Plz Give Comments F |
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Responding to Xpyttl...
| Quote: |
a shop to do self-assessments. That is more than adequate for creating the
sense of dispair that goes with an initial L1 audit. B-)
I would hope that a shop starting down that road has already confronted that
despair <g
|
Alas, IME that is not true. I participated in a Corporate SEPG and
observed literally dozens of independent software groups spread over
several divisions struggle with the introduction of the CMM. Among those
groups only three perceived they had systemic problems that warranted
looking for a process framework. I've also talked to people from a fair
number of other companies at conferences with pretty much the same
experience.
In most L1 shops the developers only perceive a few minor problems
(e.g., they need to manage release configurations better) and see no
need for any fundamental change in the way they do things.
<apocryphal anecdote>
At a SPIN meeting one time I was chairing a round table. A guy at the
table kept saying, "That's not a problem for us," yet I knew his shop
was L1 and hadn't been audited. So I chatted him up a bit at another
meeting because I was suspicious.
In asking him about how his shop worked it quickly became clear that
nothing qualified as a "problem" except nuclear holocaust. When I would
ask about some process he would invariably respond, "Well, that works
fine. We just have a few details to work out." When I would drill down
on the details it turned out his shop had enough niggling details that
needed fixing to qualify as Level -3. His perception, though, was that
his shop had its act together overall and would probably have little
difficulty with an audit once the "details" were fixed.
</apocryphal anecdote>
| Quote: |
There's a difference between CMM auditors and CMM consultants/mentors, at
least in theory. I agree that a case can be made for hiring a CMM
I probably should have pointed that out
That segues to another problem. The SEI wants to maintain strict control
over the CMM, which they do militantly through things like certification
of auditors and consultants. IMO the SEI goes overboard. For example, when
a certified consultant does a training presentation of the CMM they must
use the SEI's officially approved slide set.
I think that is a little more prevalent in CMMi than CMM. There is enough
info around now about CMM that it is -possible- to get the information you
need .... BUT
|
I am only relaying what the <certified> CMM consultant told us (ca '9
when we complained about the focus of the slides.
| Quote: |
When I last saw that slide set several years ago it was clearly designed
for a milaero context where mega projects were spread over three
continents with a cast of thousands. It was also littered with Management
Speak buzzwords. As a result developers in commercial shops start
squirming in their seats after the first two hours of a one-week training
course on the CMM. By lunch time the developers are sitting around a table
saying, "This is awful! What can we do to get rid of it?"
Well, I think the real problem is that the whole thrust of CMM is far
outside the experience of the typical L1 shop, so even the language is alien
and easily misunderstood. This is perhaps why a consultant is so vital. A
good consultant can get an understanding of the shop and translate the CMM
into terms they can understand. The average developer, reading the CMM
materials, will totally misunderstand it.
|
I have to disagree. We were already strongly into TQM across the entire
Corporation when we adopted the CMM for software. So the notion of
process frameworks was hardly an alien idea. The presentation of TQM is
very much a grass-roots approach. That made the SEI's Ivory Tower and
Management approach a stark contrast. I believe all developers are going
to start squirming when nearly every slide has a management buzzword
like 'repeatability' or 'visibility'. TQM embraces the same notions but
the presentation is much more troop-friendly.
I completely agree, though, that a shop needs mentoring when adopting
the CMM. The bibles of CMM are very much oriented towards milaero and it
is very easy for novices to take them far too literally. The most common
mistake I see in L1 shops trying to get to L2 is burying themselves in
paper.
| Quote: |
If I had the task of designing a training presentation for commercial
developers that would completely alienate them, it would be SEI's. IMO
that presentation demonstrates that the SEI is completely out of touch
with the realities of commercial development. I also believe that SEI
I don't believe that at all. I was in a shop that moved from L1 to L3 is a
relatively short time, and in the process rather dramatically improved
productivity and customer sat. Now, although L3 was on the shop's strategic
goals, the intent was not to get the certificate, but rather use the CMM as
a way to learn to do better. I am sure that if the objective is to get the
gold star, you can get the gold star with plenty of cost and little benefit.
|
Our shop had the same enlightened approach, largely because we were
already a TQM shop. But I don't think that view is present in the SEI's
presentations and literature (at least up until '00 when I retired and
stopped paying attention to SEI). The SEI view is dominated by milaero
(DoD originally paid for the development of the CMM) and that view just
isn't geared to small teams working on independent products with short
time-to-market.
| Quote: |
[BTW, when we went to the CMM only software managers and a few senior
developers saw the official SEI presentation. They knew their people and
were pretty appalled by the presentation so they created their own
internal training presentation for the rank-and-file developers.]
This is a pity, but probably true. On the other hand, I really believe CMM
has to be a top-down effort. Most of L2 is about ripping control out of the
hands of managers and placing it into the hands of those that know better.
This is not something that is going to happen bottom up. As awful as CMM
may sound to the developers, it is absolutely terrifying to middle managers
who totally loose the ability to make arbitraty decisions.
|
Again, we are on different planets. B-) My problem with SEI is that they
are not at all confused about the need for management support and their
presentations strongly reflect that as they are selling the CMM to
managers. The problem is that when the managers buy into it they turn
around and tell the developers, "Make it so." But the developers don't
have the knowledge, experience, or understanding to implement it.
I also don't share the Doonesbury view of managers. Managers are not
PHMs and don't live to make arbitrary decisions. For over a decade IT
was called Management Information Services because managers do not want
to make arbitrary decisions. Managers only make arbitrary decisions
because the developers don't have their act together and can't hit a
schedule or budget to save their lives. So the Manager feels it is
necessary to fill the gap and micromanage because the developers
obviously can't do it. But since the manager doesn't understand software
and speak the developer's language, that rarely ends well.
If the developers would collect some data and make fact-based decisions
the Managers would leave them alone once they built some credibility.
[Personally I think every Software Manager should wear a large lapel
button with the slogan, "Show Me The Data!" that they can point to every
time a developer comes up with an estimate or proposal. Though
developers loathe collecting data, it is in their best interests to do
so. Data is their talisman against things like unrealistic schedules.]
<another apocryphal anecdote>
Years ago my wife was a Documentation Manager in an L1 shop. Before each
new project there was a big planning meeting. The software developers
would present their estimates and the Marketeers would push back on
whether the developers really needed that long. Of course the developers
had no basis for their guesstimates and couldn't defend them. So the
schedule would get compressed and they would have to live with an
unrealistic schedule.
The Marketeers did the same thing to my wife when she first started. But
she would drag out her MS Project schedule that broke everything down
into tasks of, at most, a couple days effort. When they drilled down to
that level of detail, they couldn't do anything but accept it. Better
yet, she was able to meet her schedules pretty consistently.
It only took a couple of projects before she had high credibility. So
when she said, "We can't have the doc ready until <some date after the
proposed schedule>" the Marketeers weren't going to travel that MS
Project road again and shut up. So the Managers had the good sense to
accept that and did management things like revising the schedule or
getting her more resources. Meanwhile the developers still had zero
credibility so the Marketeers were all over them and the managers still
ended up micromanaging them into untenable positions.
</another apocryphal anecdote>
| Quote: |
FWIW, what I would do if I had it to do over would be to hire someone from
a CMM L3+ commercial shop and set them up as an internal consultant for
the approach I suggested in my original post. I would use the interview
process to determine the candidate's flexibility.
This might well be a good approach. Unfortunately, for the smaller shop, an
additional FTE is an expensive thing, and again, it would take pretty
visionary management to realize that this could be quite a good investment.
|
At the hourly rates that certified CMM consultants charge, it doesn't
take too much mentoring to break even. B-)
Also, there is nothing that requires the in-house mentor to sit in a
SEPG full time. I was our shop's Process Guy for over a decade while
still pulling my weight as a developer. I only went close to full time
at it for the last year or so before retiring when I worked with more
groups.
*************
There is nothing wrong with me that could
not be cured by a capful of Drano.
H. S. Lahman
hsl@pathfindermda.com
Pathfinder Solutions
http://www.pathfindermda.com
blog: http://pathfinderpeople.blogs.com/hslahman
"Model-Based Translation: The Next Step in Agile Development". Email
info@pathfindermda.com for your copy.
Pathfinder is hiring:
http://www.pathfindermda.com/about_us/careers_pos3.php.
(888)OOA-PATH |
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xpyttl
Guest
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| Posted: Thu Apr 12, 2007 4:25 pm Post subject: Re: How to get CMM 3 Level Certification Plz Give Comments F |
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|
"H. S. Lahman" <h.lahman@verizon.net> wrote in message
news:NT7Th.3668$%l5.356@trnddc05...
| Quote: |
Responding to Xpyttl...
I have to disagree. We were already strongly into TQM across the entire
Corporation when we adopted the CMM for software. So the notion of process
frameworks was hardly an alien idea.
|
AHHHH
TQM is an interesting beast. Most of my experience is from an organization
that had a terrible experience with TQM, but fortunately, was still a
process-focused shop. Later, as I began to consult at a number of other
large organizations, I came to realize that not everyone's experience with
TQM was negative.
| Quote: |
Again, we are on different planets. B-)
|
I wouldn't go quite that far. I get the feeling we are standing about three
feet apart!
| Quote: |
I also don't share the Doonesbury view of managers.
|
I tend to think that way a bit, although I have to admit to knowing quite a
few talented managers over the years. I still cling to the pointy-hair
stereotype.
One time during an assessment that I had helped set up, the assessor called
to set up an interview. I told him that he needn't interview me, I wasn't
one of the target groups. He said, oh yes, you are middle management. I
felt like I had been stabbed in the gut!
| Quote: |
If the developers would collect some data and make fact-based decisions
the Managers would leave them alone once they built some credibility.
[Personally I think every Software Manager should wear a large lapel
button with the slogan, "Show Me The Data!" that they can point to every
time a developer comes up with an estimate or proposal.
|
hehe -- as a Six Sigma Master Black Belt, "Show Me The Data" is the mantra!
That, or "Show Me The Money". Good managers DO ask for the data, poor
managers are afraid of the data.
| Quote: |
At the hourly rates that certified CMM consultants charge, it doesn't take
too much mentoring to break even. B-)
|
True, but in my view of "clueless management", the consultant, as expensive
as he is, looks to be a temporary thing, while the FTE is an expensive,
continuing cost. It takes visionary management to realize that the
continuing cost might also equate to continuing benefit.
... |
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H. S. Lahman
Guest
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| Posted: Thu Apr 12, 2007 7:47 pm Post subject: Re: How to get CMM 3 Level Certification Plz Give Comments F |
|
|
Responding to Xpyttl...
| Quote: |
I have to disagree. We were already strongly into TQM across the entire
Corporation when we adopted the CMM for software. So the notion of process
frameworks was hardly an alien idea.
AHHHH
TQM is an interesting beast. Most of my experience is from an organization
that had a terrible experience with TQM, but fortunately, was still a
process-focused shop. Later, as I began to consult at a number of other
large organizations, I came to realize that not everyone's experience with
TQM was negative.
|
I guess ours was one of the good ones. Over a decade the Corporation
measured a total of $2b in cost savings that were attributable to TQM
and went to the bottom line. (It was primarily a manufacturing company
so it was much easier to quantify cost savings.)
When we did our original self-assessment for CMM we were 100% compliant
at L5 and 18% compliant as L2. (There was a nonlinear decrease in
compliance down the levels.) That was because the CMM L5 PDCA /is/ TQM.
| Quote: |
If the developers would collect some data and make fact-based decisions
the Managers would leave them alone once they built some credibility.
[Personally I think every Software Manager should wear a large lapel
button with the slogan, "Show Me The Data!" that they can point to every
time a developer comes up with an estimate or proposal.
hehe -- as a Six Sigma Master Black Belt, "Show Me The Data" is the mantra!
That, or "Show Me The Money". Good managers DO ask for the data, poor
managers are afraid of the data.
|
Right; all of the process improvement frameworks place a strong emphasis
on fact-based decision-making.
Software developers have an innate phobia about data collection so there
tends to be high resistance to data collection when introducing things
like TQM and CMM. IME, though, once the data is collected there is
usually a complete turnaround. All of a sudden the naysayers start
making suggestions for more data to collect.
That's because software developers tend to be analytics. It is also
inevitable that there will be surprises in the data because L1 software
developers are notoriously loaded with subjective misconceptions about
what they are actually doing. [Ask a developer what class of defects
occupies most of their time in their shop and they will be wrong 90% of
the time. That's because they remember what happened last week a lot
better than they remember what happened last quarter.]
So once they have a pile of data they will analyze it and notice
"interesting" patterns beyond the original intent of the data
collection. But because the original data was collected for other
reasons, it is incomplete relative to the new patterns and surprises.
So, being analytics, the developers are forced to collect more data to
demonstrate their hypotheses. Once started, that cycle tends to repeat
with a life of its own.
<yet another apocryphal anecdote>
The TSP has a spreadsheet that comes with the book for doing data
collection. The spreadsheet has two problems. The first is that it is
the wrong tool. Spreadsheets are great for analyzing data but one should
collect data through a database front end, which can be a /lot/
friendlier. The other problem was that it was poorly designed so one had
to scroll to get to tabs for forms that were commonly used (i.e., for
data collection).
Our group had been using TSP successfully and we tried to get another
development group on board. Their team leader basically said, "That
spreadsheet is a complete waste of time. I won't have my people getting
side-tracked with it sucking up their time." One interesting point to
this anecdote was that despite it problems the spreadsheet would
actually require less than 5 minutes a week for the developers to
collect all the daily-work data needed. So in quantifiable terms there
was no way collecting the data could have a noticeable impact on
productivity. The problem lay in the team leader's /perception/ of the
data collection tool and its poor design. Moral: time spent in making
data collection non-invasive is well spent.
However, the team leader really didn't have a choice because TSP had
been mandated at the Division level because of our success and the
spreadsheet was the only game in town until something else came along.
So the data was collected. Not too long after that the same team leader
was in a SEPG meeting demanding more resources be devoted to data
collection. The reason was not to replace the spreadsheet but to collect
data that the spreadsheet didn't collect!
</yet another apocryphal anecdote>
*************
There is nothing wrong with me that could
not be cured by a capful of Drano.
H. S. Lahman
hsl@pathfindermda.com
Pathfinder Solutions
http://www.pathfindermda.com
blog: http://pathfinderpeople.blogs.com/hslahman
"Model-Based Translation: The Next Step in Agile Development". Email
info@pathfindermda.com for your copy.
Pathfinder is hiring:
http://www.pathfindermda.com/about_us/careers_pos3.php.
(888)OOA-PATH |
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