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Jeff,

I fully agree with the approach you are describing but I see one
important difference to what Murali wrote: you train practitioners
as part of process design and deployment, while Murali was talking
about preparing the interviewees for the appraisal.

Best regards
Ralf

Jeffrey Dalton schrieb:
>
>
> Ralf,
>
> I'm sorry, but I disagree.
>
> Clearly, "coaching" them on the "answers," especially if they are not
> actually using the process, "borders on trying to cheat" but I don't
> think that is what Murali is saying.
>
> As part of process design and deployment for some clients (and NOT part
> of preparing for an appraisal) I often engage groups of practioners in a
> game of "20 questions" related to the process.
>
> I ask them questions like "so what happens when the customer asks for a
> change to the requirements" and I elicit answers from the group to
> descibe the process they use for managing this.  I've found this is a
> powerful teaching tool that helps them understand the full breadth and
> depth of their responsibility.
> In this way, they learn to articulate the process, are able to
> understand it themselves, and most importantly, are able to evangalize
> it to their peers.
>
> It works, is useful, and leads to greater institutionalizatio n....the
> very essence of CMMI and the purported purpose of SCAMPI appraisals.
>
> So, I don't see it as "cheating" at all...it's learning.
>
> Jeff
>
> --- On *Tue, 11/17/09, Ralf Kneuper /<ralf@kneuper. de>/* wrote:
>
>
>     From: Ralf Kneuper <ralf@kneuper. de>
>     Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment
>     Question For FAR Group
>     To: cmmi_process_ improvement@ yahoogroups. com
>     Date: Tuesday, November 17, 2009, 10:12 AM
>
>
>     Hi Murali,
>
>     Sorry but I have to disagree.
>
>     For developers etc there is no need to prepare for the interviews,
>     and it is not helpful to tell them in advance why they are doing their
>     work the way they do if they do not know anyhow.
>     Either they need to know this for their day-to-day work. In this case,
>     teaching them for the appraisal closely borders on trying to cheat -
>     and there is a certain probability that the lead appraiser will notice
>     and react accordingly.
>     Or the developers do not need to have such background for their
>     day-to-day work. In this case, teaching them for the appraisal is
>     a waste of time and resources.
>
>     What I usually tell interviewees (as part of the kickoff presentation)
>     is that the questions will be about their day-to-day work, and they
>     will usually know this anyhow, without preparation. Of course, they
>     will not usually be able to fluently describe the complete process,
>     but that is not a problem as long as they know their part in it.
>
>     Best regards
>     Ralf
>
>     murali_chemuturi@ hotmail.com
>    
<http://us.mc2.mail.yahoo.com/mc/compose?to=murali_chemuturi%40hotmail.com>
>     schrieb:
>     >
>     >
>     > I would like to add why this query has cropped up originally.
>     >
>     > Many technical people, while being very good at their work, often fail
>     > to articulate their assignment very well, especially in an interview
>     > where the stakes are high and the management is watching closely. They
>     > would like to articulate their assignment while at the same time, take
>     > care of organizational interests.
>     >
>     > Second, for them this appraisal is of second priority. As soon as the
>     > interview is over, they need to get back to delivering software to
>     > clients. They would not prepare well on their own. The primary
>     > responsibility to steer the organization thru SCAMPI often rests with
>     > the SEPG or quality group.
>     >
>     > Now how to prepare the interviewees - prepare them to articulate their
>     > work well. Not just what they do mechanically but why they are
>     doing it
>     > and how they are doing it.
>     >
>     > Who is best suited to do this - organizational SEPG / Quality or an
>     > outside consultant. LA helping the people to articulate well is
>     like the
>     > examiner leaking the paper in advance. And they may not do this. In my
>     > experience, they did not do this preparation. They may advise the
>     > organizational interface though.
>     >
>     > Best wishes
>     > Murali Chemuturi
>     > www.chemuturi. com <http://www.chemutur i.com
>     <http://www.chemuturi.com/>>
>     > 91-40-27220771
>     > 91-0-98850-19461
>     > USA - 347-394-3138
>     >
>     > *From:* Jeff Dalton - Broadsword <mailto:jeff@Broadswordsolu
>     tions.com
>    
<http://us.mc2.mail.yahoo.com/mc/compose?to=jeff%40Broadswordsolutions.com>>
>     > *Sent:* Tuesday, November 17, 2009 12:04 AM
>     > *To:* cmmi_process_ improvement@ yahoogroups. com
>     > <mailto:cmmi_process_ improvement@ yahoogroups. com
>    
<http://us.mc2.mail.yahoo.com/mc/compose?to=cmmi_process_improvement%40yahoogrou\
ps.com>>
>     > *Subject:* RE: [CMMi Process Improvement] SCAMPI -A Assessment
>     Question
>     > For FAR Group
>     >
>     >
>     >
>     > Hmmmmm. While I ALMOST always agree with Pat, I’ll have to challenge,
>     > clarify, or question his response.
>     >
>     > Merely placing “how do you…” in front of each practice may not get
you
>     > there. Processes are very localized – local words, local procedures,
>     > local language. In addition local process rarely has a 1:1
>     relationship
>     > with the model and it’s up to the LA/ATMs to make the connections. In
>     > my experience, most people who read the practices have no idea
>     what the
>     > model is asking for – the model was authored by a committee so the
>     > language tends to be specific to the knowledge base of that group
>     – not
>     > the local company planning on having the appraisal.
>     >
>     > I WOULD agree that if you place “how do you…” + [how you
>     implemented one
>     > or more practices in the model] then it could work.
>     >
>     > Warm Regards,
>     >
>     > Jeff
>     >
>     > Jeff Dalton, President and CEO
>     >
>     > Broadsword
>     >
>     > Certified SCAMPI Lead Appraiser
>     >
>     > CMMI Instructor, SCAMPI Team Leader Observer
>     >
>     > 248.341.3367 (office)
>     >
>     > 248.709.4775 (cell)
>     >
>     > 248.341.3672 (fax)
>     >
>     > broadswordlogo. tif
>     >
>     > Visit our website at http://www.broadswo <http://www.broadswo/>
>     rdsolutions. com
>     > <http://www.broadswo rdsolutions. com
>     <http://www.broadswordsolutions.com/>>
>     >
>     > Visit Jeff's blog at: http://www.asktheCM <http://www.askthecm/>
>     MIAppraiser. com
>     > <http://asktheCMMIAp praiser.blogspot .com
>     <http://askthecmmiappraiser.blogspot.com/>>
>     >
>     > *From:* cmmi_process_ improvement@ yahoogroups. com [mailto:cmmi_
>     > process_improvem ent@yahoogroups. com] *On Behalf Of *Patrick OToole
>     > *Sent:* Monday, November 16, 2009 6:23 AM
>     > *To:* cmmi_process_ improvement@ yahoogroups. com
>     > *Subject:* Re: [CMMi Process Improvement] SCAMPI -A Assessment
>     Question
>     > For FAR Group
>     >
>     >
>     >
>     > 
>     >
>     > Umesh,
>     >
>     > Just put the words, "Could you please tell us how you you..." in front
>     > of each practice and you'll have a pretty complete questionnaire.
>     >
>     > The other thing that I would HIGHLY recommend is that you don't START
>     > with a SCAMPI A. Conduct a Class B appraisal first, and have some of
>     > the folks go through the Class B interviews to get comfortable
>     with the
>     > process.
>     >
>     > It is not a test. The appraisal team is just trying to understand how
>     > the work is performed on the projects. It should be more of a
>     > "dialogue" than an "interview."
>     >
>     > Hope this helps,
>     >
>     > Pat
>     >
>     > ----- Original Message -----
>     >
>     > *From:* umesh koli <mailto:umesh.koli@yahoo. co.in
>     <http://us.mc2.mail.yahoo.com/mc/compose?to=umesh.koli%40yahoo.co.in>>
>     >
>     > *To:* cmmi_process_ improvement@ yahoogroups. com
>     > <mailto:cmmi_process_ improvement@ yahoogroups. com
>    
<http://us.mc2.mail.yahoo.com/mc/compose?to=cmmi_process_improvement%40yahoogrou\
ps.com>>
>     >
>     > *Cc:* umesh <mailto:koli.umesh@gmail. com
>     <http://us.mc2.mail.yahoo.com/mc/compose?to=koli.umesh%40gmail.com>>
>     >
>     > *Sent:* Monday, November 16, 2009 1:05 AM
>     >
>     > *Subject:* [CMMi Process Improvement] SCAMPI -A Assessment Question
>     > For FAR Group
>     >
>     >
>     >
>     > Hi All,
>     >
>     > Can any one share the Questionnaires fro SCAMPI - Appraisal, for
>     > ML-3 , Currently my Organisation is going for SCAMPI -A and i want
>     > to trained the Team who will be interviewed by ATM, As this is
>     > first experience for them to face SCAMPI - A.
>     >
>     > I looking for some question based on Process Area, so Team (FAR
>     > Group Member )will prepare them to answer.
>     >
>     > I search on Google but not able to find :(
>     >
>     > Please help me..........
>     >
>     > Regards
>     >
>     > Umesh koli
>     >
>     > SQA Lead
>     >
>     >
>     >
>     > From cricket scores to your friends. Try the Yahoo! India Homepage!
>     > <http://in.rd. yahoo.com/ tagline_metro_ 4/*http:/ in.yahoo.
>     com/trynew
>     <http://in.rd.yahoo.com/tagline_metro_4/*http:/in.yahoo.com/trynew>>
>     >
>     >
>
>     --
>
>     Dr. Ralf Kneuper
>     Beratung fuer Softwarequalitaetsm anagement und Prozessverbesserung
>     SEI-certified SCAMPI Lead Appraiser for CMMI-DEV and CMMI-SVC
>     iNTACS-certified ISO/IEC 15504 Principal Assessor
>
>     Philipp-Roeth- Weg 14 ralf@kneuper. de
>     <http://us.mc2.mail.yahoo.com/mc/compose?to=ralf%40kneuper.de>
>     D-64295 Darmstadt www.kneuper. de
>     Germany
>     Tel. +49-(0)173-3432005
>
>     PGP Public Key and Fingerprint: see www.kneuper. de/Kontakt/
>     pgp-key.html
>
>

- --

Dr. Ralf Kneuper
Beratung fuer Softwarequalitaetsmanagement und Prozessverbesserung
SEI-certified SCAMPI Lead Appraiser for CMMI-DEV and CMMI-SVC
iNTACS-certified ISO/IEC 15504 Principal Assessor

Philipp-Roeth-Weg 14        ralf@...
D-64295 Darmstadt           www.kneuper.de
Germany
Tel. +49-(0)173-3432005

PGP Public Key and Fingerprint: see www.kneuper.de/Kontakt/pgp-key.html
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Hash: SHA1

Hi Saravanan,

Thanks for your mail which helps me to clarify what I stated in my
previous mail:
> *For developers etc there is no need to prepare for the interviews, and
> it is not helpful to tell them in advance why they are doing their work
> the way they do if they do not know anyhow.
I have to admit that this was badly stated and easy to misunderstand:
of course you are
right that one should tell developers why they do their work the way
they do. But this should be done as part of process deployment,
independent of an appraisal.
What I object to is such training specific for the appraisal, which is
what the original question was about.

I admit that I probably expressed my previous mail somewhat too strong
and some revision in preparation for the appraisal is acceptable, maybe
even useful. Let me just state that one has to be careful about the
type of training one does in appraisal preparation: if it is
process- or work.oriented and a revision of earlier training - fine.
If it is interview question-oriented and telling interviewess what
answer to give to a certain question (as I know is not unusual in
preparation for an ISO 9001 audit) then I get seriously worried.

Best regards
Ralf

Saravanan Padmanaban schrieb:
>
>
> Hi Ralf,
>
> Let me explicitly declare that I am neutral and trying to get answers
> for few questions that I thought off - even though I had 'n' number of
> questions rising, I had just restricted myself to few.
>
>
> *For developers etc there is no need to prepare for the interviews, and
> it is not helpful to tell them in advance why they are doing their work
> the way they do if they do not know anyhow. - *If this is true, should I
> infer that the process implementation had not their effect on the way in
> which the work is being done? If yes, I guess, the organization has
> already got strong process foundation laid. If not, there has to be some
> way of communication - either formal or informal which is essentially
> for any member to understand how the work has to be delivered.  Am I
> right in my understanding?
>
>
> *Either they need to know this for their day-to-day work. In this case,
> teaching them for the appraisal closely borders on trying to cheat - and
> there is a certain probability that the lead appraiser will notice and
> react accordingly. *Yes, I agree to this on one perspective. But, from
> the other perspective - based on my earlier statement, I would not think
> this a cheating - rather it is reinforcing / refreshing the member
> knowledge with the defined processes. Is it agreeable? Just an analogy I
> thought off, ( may be silly and wrong ;-)  those days really worried me
> ;-) ) ... during our school days, we would have listened in the classes,
> done our assignments etc.. etc.. but still, during the examination, we
> would still revise what we learnt and did.  /( Let me put it straight
> ... I agree CMMI appraisal is NOT an examination .... but, just for the
> sake of understanding )  /
> * / / *
>
> *Of course, they will not usually be able to fluently describe the
> complete process, but that is not a problem as long as they know their
> part in it - *Agreed, but still, I am wondering, what will be value
> addition to the member with such kind of process implementation. Could
> you throw some light?
> *
> *
>
>  Regards,
> Saravanan
>
>
>
>
>
> To: cmmi_process_ improvement@ yahoogroups. com
> From: ralf@kneuper. de
> Date: Tue, 17 Nov 2009 16:12:18 +0100
> Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question
> For FAR Group
>
>
> Hi Murali,
>
> Sorry but I have to disagree.
>
> For developers etc there is no need to prepare for the interviews,
> and it is not helpful to tell them in advance why they are doing their
> work the way they do if they do not know anyhow.
> Either they need to know this for their day-to-day work. In this case,
> teaching them for the appraisal closely borders on trying to cheat -
> and there is a certain probability that the lead appraiser will notice
> and react accordingly.
> Or the developers do not need to have such background for their
> day-to-day work. In this case, teaching them for the appraisal is
> a waste of time and resources.
>
> What I usually tell interviewees (as part of the kickoff presentation)
> is that the questions will be about their day-to-day work, and they
> will usually know this anyhow, without preparation. Of course, they
> will not usually be able to fluently describe the complete process,
> but that is not a problem as long as they know their part in it.
>
> Best regards
> Ralf
>
> murali_chemuturi@ hotmail.com <mailto:murali_chemuturi@...> schrieb:
>>
>>
>> I would like to add why this query has cropped up originally.
>>
>> Many technical people, while being very good at their work, often fail
>> to articulate their assignment very well, especially in an interview
>> where the stakes are high and the management is watching closely. They
>> would like to articulate their assignment while at the same time, take
>> care of organizational interests.
>>
>> Second, for them this appraisal is of second priority. As soon as the
>> interview is over, they need to get back to delivering software to
>> clients. They would not prepare well on their own. The primary
>> responsibility to steer the organization thru SCAMPI often rests with
>> the SEPG or quality group.
>>
>> Now how to prepare the interviewees - prepare them to articulate their
>> work well. Not just what they do mechanically but why they are doing it
>> and how they are doing it.
>>
>> Who is best suited to do this - organizational SEPG / Quality or an
>> outside consultant. LA helping the people to articulate well is like the
>> examiner leaking the paper in advance. And they may not do this. In my
>> experience, they did not do this preparation. They may advise the
>> organizational interface though.
>>
>> Best wishes
>> Murali Chemuturi
>> www.chemuturi. com <http://www.chemutur i.com <http://www.chemuturi.com/>>
>> 91-40-27220771
>> 91-0-98850-19461
>> USA - 347-394-3138
>>
>> *From:* Jeff Dalton - Broadsword <mailto:jeff@Broadswordsolu tions.com
> <mailto:jeff@...>>
>> *Sent:* Tuesday, November 17, 2009 12:04 AM
>> *To:* cmmi_process_ improvement@ yahoogroups. com
>> <mailto:cmmi_process_ improvement@ yahoogroups. com
> <mailto:cmmi_process_improvement@yahoogroups.com>>
>> *Subject:* RE: [CMMi Process Improvement] SCAMPI -A Assessment Question
>> For FAR Group
>>
>>
>>
>> Hmmmmm. While I ALMOST always agree with Pat, I’ll have to challenge,
>> clarify, or question his response.
>>
>> Merely placing “how do you…” in front of each practice may not get you
>> there. Processes are very localized – local words, local procedures,
>> local language. In addition local process rarely has a 1:1 relationship
>> with the model and it’s up to the LA/ATMs to make the connections. In
>> my experience, most people who read the practices have no idea what the
>> model is asking for – the model was authored by a committee so the
>> language tends to be specific to the knowledge base of that group – not
>> the local company planning on having the appraisal.
>>
>> I WOULD agree that if you place “how do you…” + [how you implemented
one
>> or more practices in the model] then it could work.
>>
>> Warm Regards,
>>
>> Jeff
>>
>> Jeff Dalton, President and CEO
>>
>> Broadsword
>>
>> Certified SCAMPI Lead Appraiser
>>
>> CMMI Instructor, SCAMPI Team Leader Observer
>>
>> 248.341.3367 (office)
>>
>> 248.709.4775 (cell)
>>
>> 248.341.3672 (fax)
>>
>> broadswordlogo. tif
>>
>> Visit our website at http://www.broadswo <http://www.broadswo/>
> rdsolutions. com
>> <http://www.broadswo rdsolutions. com
> <http://www.broadswordsolutions.com/>>
>>
>> Visit Jeff's blog at: http://www.asktheCM <http://www.askthecm/>
> MIAppraiser. com
>> <http://asktheCMMIAp praiser.blogspot .com
> <http://askthecmmiappraiser.blogspot.com/>>
>>
>> *From:* cmmi_process_ improvement@ yahoogroups. com [mailto:cmmi_
>> process_improvem ent@yahoogroups. com] *On Behalf Of *Patrick OToole
>> *Sent:* Monday, November 16, 2009 6:23 AM
>> *To:* cmmi_process_ improvement@ yahoogroups. com
>> *Subject:* Re: [CMMi Process Improvement] SCAMPI -A Assessment Question
>> For FAR Group
>>
>>
>>
>> 
>>
>> Umesh,
>>
>> Just put the words, "Could you please tell us how you you..." in front
>> of each practice and you'll have a pretty complete questionnaire.
>>
>> The other thing that I would HIGHLY recommend is that you don't START
>> with a SCAMPI A. Conduct a Class B appraisal first, and have some of
>> the folks go through the Class B interviews to get comfortable with the
>> process.
>>
>> It is not a test. The appraisal team is just trying to understand how
>> the work is performed on the projects. It should be more of a
>> "dialogue" than an "interview."
>>
>> Hope this helps,
>>
>> Pat
>>
>> ----- Original Message -----
>>
>> *From:* umesh koli <mailto:umesh.koli@yahoo. co.in
> <mailto:umesh.koli@...>>
>>
>> *To:* cmmi_process_ improvement@ yahoogroups. com
>> <mailto:cmmi_process_ improvement@ yahoogroups. com
> <mailto:cmmi_process_improvement@yahoogroups.com>>
>>
>> *Cc:* umesh <mailto:koli.umesh@gmail. com <mailto:koli.umesh@...>>
>>
>> *Sent:* Monday, November 16, 2009 1:05 AM
>>
>> *Subject:* [CMMi Process Improvement] SCAMPI -A Assessment Question
>> For FAR Group
>>
>>
>>
>> Hi All,
>>
>> Can any one share the Questionnaires fro SCAMPI - Appraisal, for
>> ML-3 , Currently my Organisation is going for SCAMPI -A and i want
>> to trained the Team who will be interviewed by ATM, As this is
>> first experience for them to face SCAMPI - A.
>>
>> I looking for some question based on Process Area, so Team (FAR
>> Group Member )will prepare them to answer.
>>
>> I search on Google but not able to find :(
>>
>> Please help me..........
>>
>> Regards
>>
>> Umesh koli
>>
>> SQA Lead
>>
>>
>>
>> From cricket scores to your friends. Try the Yahoo! India Homepage!
>> <http://in.rd. yahoo.com/ tagline_metro_ 4/*http:/ in.yahoo.
> com/trynew
> <http://in.rd.yahoo.com/tagline_metro_4/*http:/in.yahoo.com/trynew>>
>>
>>
>
> --
>
> Dr. Ralf Kneuper
> Beratung fuer Softwarequalitaetsm anagement und Prozessverbesserung
> SEI-certified SCAMPI Lead Appraiser for CMMI-DEV and CMMI-SVC
> iNTACS-certified ISO/IEC 15504 Principal Assessor
>
> Philipp-Roeth- Weg 14 ralf@kneuper. de <mailto:ralf@...>
> D-64295 Darmstadt www.kneuper. de
> Germany
> Tel. +49-(0)173-3432005
>
> PGP Public Key and Fingerprint: see www.kneuper. de/Kontakt/ pgp-key.html
>
>
> New Windows 7: Find the right PC for you. Learn more.
> <http://windows.microsoft.com/shop>
>

- --

Dr. Ralf Kneuper
Beratung fuer Softwarequalitaetsmanagement und Prozessverbesserung
SEI-certified SCAMPI Lead Appraiser for CMMI-DEV and CMMI-SVC
iNTACS-certified ISO/IEC 15504 Principal Assessor

Philipp-Roeth-Weg 14        ralf@...
D-64295 Darmstadt           www.kneuper.de
Germany
Tel. +49-(0)173-3432005

PGP Public Key and Fingerprint: see www.kneuper.de/Kontakt/pgp-key.html
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Another thought (I've already answered this early on in the thread).

IF you feel you need to give people practice for the interviews to reduce their
anxiety (not because they need to memorize answers, right???) and don't think
they will feel comfortable just practicing telling someone what they do and how
they do it, here's a generic way to take the CMMI model language and help
translate it into the terminology and context of your organization.

For each CMMI practice in scope, identify what risk the practice helps avoid. 
(Don't forget to consider the practice in the context of the goal.)  Then ask
interviewees "What do you/we do to avoid this risk in the way you/we do your/our
work?"

For example:

REQM SP1.1 Develop an understanding with the requirements providers on the
meaning of the requirements.

How do you (or your team or the organization)avoid/mitigate the following risks:

When someone gives you a set of requirements, there's a chance you can
misunderstand the intent of the requirements or they will be incomplete or
contain assumptions you aren't aware of.  Also, if requirements don't come in
via appropriate channels (like when an end user calls a developer directly and
the developer says "SURE I can't do that, no sweat") there's a risk that the
functionality won't be documented, won't be tested, won't be charged for, will
break other functionality, won't be appropriate for all customers and/or end
users...

Are there procedures in place to reduce the risk?  What are they?

(BTW, Lead Appraisers who have been around since the CBA-IPI days generally want
to script questions before interviews, often during document review.  This is a
holdover from the previous assessment method and, though it can be useful, it's
not required by the SCAMPI methodology.)

Heather Oppenheimer
www.oppenpartners.com


--- In cmmi_process_improvement@yahoogroups.com, Andres Susarret
<andres_personal@...> wrote:
>
> Having been through a similar transition, I like this summary assessment that
Rebecca describes.
>
> However, unless I missed it, I do not recall anyone commenting yet on a common
challenge for interviewers and interviewees:  the terminology of the model that
would drive the interview questions may not map nicely to the terminology of the
work tasks and the work products being done by the team members being appraised.
>
> It seems that the mini-teams within the appraisal team are in the best
position to think ahead to how to adjust the questions to map to the particular
terminology and work practices that they see in the documented evidence before
the interviews take place.
>
> -andres
>
>
>
> ________________________________
> From: Rebecca Coplon <rmcoplon@...>
> To: CMMI Process Improvements <cmmi_process_improvement@yahoogroups.com>
> Sent: Tue, November 17, 2009 9:56:18 AM
> Subject: RE: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR
Group
>
>
> In the (relatively few, admittedly) appraisals and gap analyses I've been a
part of, I've noticed that there are three roles with different motivations on
this issue:
>
> 1.  ATM Interviewers.  If these are resources from inside the appraising
organization, they may have been through the necessary training but are not
necessarily as extensively knowledgeable about the CMMi model as the internal
process lead (IPL) and the Lead Appraiser (LA) are.  They have a certain amount
of stress based on the sheer volume of information to be processed, and making
sure all those little boxes get filled.  If, as I've experienced a couple of
times, the LA passes responsibility for a section of the interview, perhaps
based on the PAs that the mini-team is responsible for, to one of these folks,
there's additional stress to make sure that they ask all of the necessary
questions, and the model isn't second nature to them.  There's a strong instinct
to create a list of questions, to make sure everything's covered.
>
> 2.  Interviewees.  As representatives of the project, they likely have very
little exposure to the model, and mostly want to be absolutely sure that they're
ready to represent the project and the company as meeting the requirements,
without having confidence that they know what those are.  There's a strong
instinct to see a list of questions in advance, so that they know they can
answer the questions successfully.
>
> 3.  Lead Appraiser and possibly internal process lead.  These folks have been
involved in the process, internal audits or gap analysis, and are knowledgeable
enough about the model and the appraisal process itself to have a high level of
confidence that all of the necessary questions will get answered, and that
they'll be answered correctly, because the process is right.  They generally
don't have a strong instinct to need pre-formed questions.
>
> The solution, I think, has to do with reassurance for the first two groups. 
First, the IPL and/or LA can reassure the project teams that what's important is
to know the process for their job and, most importantly, not freak out during
the interview; after all, the LA and the IPL have reviewed the process against
the model and project performance against the process, and found it to be
sufficient to attempt the SCAMPI A.  Second, the LA can reassure the ATMs that
he/she will make sure that any questions that are missed get caught, and that
there is an opportunity to follow-up with the interviewees after the interview
sessions are over, if they find that a question was missed, that should put them
at ease.  In both cases, that should also eliminate the overwhelming urge both
parties have to make and review a pre-defined set of questions.
>
> -Rebecca, who vividly remembers the transition from one who obsessively wants
a list of questions to one who's pretty sure it'll all get covered in the
process of the appraisal.
>
>
> ________________________________
>  To: cmmi_process_ improvement@ yahoogroups. com
> From: PACT.otoole@ att.net
> Date: Mon, 16 Nov 2009 21:53:26 -0600
> Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR
Group
>
>
> 
>
> Jeff,
>
> PERSONALLY, I think trying to prepare potential interviewees could be a HUGE
waste of time.  The VAST majority of the questions that my appraisal teams ask
are generated based on the documentation review - NOT some artificially
generated pre-scripted question set.
>
> Since I perceive it as a waste of time to generate such a general set of
useless questions, I gave a prescription to write a set without investing a
whole lot of time in that wasted effort.  People should know how they perform
their work and, as you well know, that's what we typically explore in appraisal
discussions.
>
> My biggest fear is that people that "over-prepare" for SCAMPI appraisals
actually come off sounding scripted and artificial, and it takes a while to
overcome that feeling.  In other words, I actually believe that it works AGAINST
the organization rather than for them.
>
> Regards,
>
> Pat
>
>
> ----- Original Message -----
> >From: Jeff Dalton - Broadsword
> >To: cmmi_process_ improvement@ yahoogroups. com
> >Sent: Monday, November 16, 2009 12:34 PM
> >Subject: RE: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR
Group
> >
> >
> >Hmmmmm.   While I ALMOST always agree with Pat, I’ll have to challenge,
clarify, or question his response.
> >
> >Merely placing “how do you…” in front of each practice may not get you
there.  Processes are very localized �" local words, local procedures, local
language. In addition local process rarely has a 1:1 relationship with the model
and it’s up to the LA/ATMs to make the connections.   In my experience, most
people who read the practices have no idea what the model is asking for �" the
model was authored by a committee so the language tends to be specific to the
knowledge base of that group �" not the local company planning on having the
appraisal.
> >I WOULD agree that if you place “how do you…” + [how you implemented
one or more practices in the model] then it could work.
> >Warm Regards,
> >Jeff
> >Jeff Dalton, President and CEO
> >Broadsword
> >Certified SCAMPI Lead Appraiser
> >CMMI Instructor, SCAMPI Team Leader Observer
> >248.341.3367 (office)
> >248.709.4775 (cell)
> >248.341.3672 (fax)
> >Visit our website at http://www.broadswo rdsolutions. com
> >Visit Jeff's blog at: http://www.asktheCM MIAppraiser. com
> >From:cmmi_process_ improvement@ yahoogroups. com [mailto:cmmi_
process_improvem ent@yahoogroups. com] On Behalf Of Patrick OToole
> >Sent: Monday, November 16, 2009 6:23 AM
> >To: cmmi_process_ improvement@ yahoogroups. com
> >Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR
Group
> >
> >>
> >
> >Umesh,
> >Just put the words, "Could you please tell us how you you..." in front of
each practice and you'll have a pretty complete questionnaire.
> >The other thing that I would HIGHLY recommend is that you don't START with a
SCAMPI A.  Conduct a Class B appraisal first, and have some of the folks go
through the Class B interviews to get comfortable with the process.
> >It is not a test.  The appraisal team is just trying to understand how the
work is performed on the projects.  It should be more of a "dialogue" than an
"interview."
> >Hope this helps,
> >Pat
> >----- Original Message -----
> >>From:umesh koli
> >>To:cmmi_process_ improvement@ yahoogroups. com
> >>Cc:umesh
> >>Sent:Monday, November 16, 2009 1:05 AM
> >>Subject:[CMMi Process Improvement] SCAMPI -A Assessment Question For FAR
Group
> >>
> >>Hi All,
> >>Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 ,
Currently my Organisation is going for SCAMPI -A  and i want to trained the Team
who will be interviewed by ATM, As this is first experience for them to face
SCAMPI - A.
> >>I looking for some question based on Process Area, so Team (FAR Group Member
)will prepare them to answer.
> >>I search on Google but not able to find :(
> >>Please help me..........
> >>Regards
> >>Umesh koli
> >>SQA Lead
> >>
> >>
> >>
> >>
> ________________________________
>
> >>From cricket scores to your friends. Try the Yahoo! India Homepage!
> >
>
> ________________________________
> Bing brings you maps, menus, and reviews organized in one place. Try it now.
>

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• Compressed schedules
• Changing requirements
• Risk
• and much more 

Hi all,
I have been looking at various aspects of CMMI and a typical administrative
start and closure of a project and found it difficult to attribute project
closure activities within CMMI.

I also discovered that PMBOK addresses the project start and closure better than
CMMI. (For example - page 26 of Real process improvement using the CMMI By
Michael West)

I wanted to know your perspective of how you have tied CMMI and Project Closure.

Regards,
VB

Hi,

I am trying to finetune a CMMI questionnaire for my research.  I will greatly
appreciate if the members could kindly take the survey. The results of this
survey will only be used for research and academic purposes.

Thanks in advance.

The survey is available at:

http://www.bonuslearn.com/cmmi

Sincerely,

Sameer

----- Original Message -----

From: vijay

To: cmmi_process_improvement@yahoogroups.com

Sent: Tuesday, November 24, 2009 5:27 AM

Subject: [CMMi Process Improvement] Project Closure and CMMI

 

Hi all,
I have been looking at various aspects of CMMI and a typical administrative start and closure of a project and found it difficult to attribute project closure activities within CMMI.

I also discovered that PMBOK addresses the project start and closure better than CMMI. (For example - page 26 of Real process improvement using the CMMI By Michael West)

I wanted to know your perspective of how you have tied CMMI and Project Closure.

Regards,
VB

---

From: cmmi_process_improvement@yahoogroups.com [mailto:cmmi_process_improvement@yahoogroups.com] On Behalf Of vijay
Sent: Tuesday, November 24, 2009 6:27 AM
To: cmmi_process_improvement@yahoogroups.com
Subject: {Disarmed} [CMMi Process Improvement] Project Closure and CMMI

 

Hi all,
I have been looking at various aspects of CMMI and a typical administrative start and closure of a project and found it difficult to attribute project closure activities within CMMI.

I also discovered that PMBOK addresses the project start and closure better than CMMI. (For example - page 26 of Real process improvement using the CMMI By Michael West)

I wanted to know your perspective of how you have tied CMMI and Project Closure.

Regards,
VB

Hi,
One major purpose of the CMMI is to guide you in
developing your processes that stabilize your
projects and products. It is expected that, with
increasing maturity, your estimates become more
accurate, your results and outcomes more
predictable, and your performance more
repeatable.  Developing mechanisms, including
metrics, to manage projects to achieve those
goals and outcomes should be, but often is not, a
priority for organizations. This can be far more
valuable than "lessons learned" sessions.

Completing project activities that fully
implement CMMI practices across maturity level 2
(and 3) will, if performed effectively, bring the
project to closure. In addition, there are many
specific CMMI practices that address reaching
closure, such as PMC SP 2.3, manage corrective
actions to closure. Completing all the activities
and deliverables, and resolving all issues and
noncompliances, for example, should complete any project.

More directly to your point, GP 3.2 for each
process area addresses the collection of
improvement information which can be performed at
multiple stages of the project, not just after
completion.  Similarly, IPM SP 1.6 expects that
various outputs, outcomes, results, and
experiences will be used to contribute to the
organization assets. What is unique about CMMI is
the focus on collecting such information at the
process level, not just across the project in
general, non-specific terms, although that type
of information would also be important to collect
and use in future projects as well. That is the mechanism for improvement.

CMMI does not prescribe that you perform a
"project postmortem".  There are a few ways to
complete those correctly, and a hundred ways to
do them ineffectively or in a way that results in
negative consequences for all.

Best Regards,
Bruce
www.alderonconsulting.com



At 06:27 AM 11/24/2009, you wrote:
>
>
>Hi all,
>I have been looking at various aspects of CMMI
>and a typical administrative start and closure
>of a project and found it difficult to attribute
>project closure activities within CMMI.
>
>I also discovered that PMBOK addresses the
>project start and closure better than CMMI. (For
>example - page 26 of Real process improvement using the CMMI By Michael West)
>
>I wanted to know your perspective of how you
>have tied CMMI and Project Closure.
>
>Regards,
>VB
>
>