I contributed the following to a question about the CAR (Causal Analysis and Resolution) practice area the SEI has in their CMMI (Capability Maturity Model - Integration). The person asked
Why is CAR at Level 5...?
Pretty much all the other responses were rationalizations as to why it was there. They all assumed that the SEI was correct. I disagree below.
Everyone seems to have a piece of the answer. But, let me be blunt. The SEI does not understand variation and its role in process improvement. CAR is at the wrong level. The SEI flubbed the CMMI and is trying to fix it without the required understanding. Organizations sense this imperfectly, but often implement Levels 4 and 5 simultaneously to get around the conflict.
In CMMI version 1.3 they just removed Generic Goals 4 and 5 from all the process areas (PA) because they were so messed up. Level 4 should have been 'process stabilization' and Level 5 should have been 'process optimization'. CAR should be in Level 4 along with a PA to evaluate process performance. Level 5 should have a PA for optimization. And, there should be a PA with appreciation for the organization as a system. IPPD tried for this but failed and got pulled.
Unstable processes cannot be optimized. They must first have all their Special Cause problems resolved. Once they are 'stable', meaning they are predictable, their performance can be evaluated. If variation is too much, or the mean is not appropriate, the process improvement can be initiated to change the process. PDSA or DMAIC or DOE or some other process improvement method can be used. The situation or organization will usually dictate which.
Like martial arts, all process area improvement is like climbing a mountain. All the paths converge at the top and the view is great in all directions. Following the CMMI without understanding variation you will just circle the mountain. As a management consultant I try to lead my clients upwards, through the fog.
Rick
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