Cito del capítulo 26 del libro Peopleware:
All the projects that carry real benefit carry real risks along with them. It is the project that has some novelty, some innovation or invention, that might grab the customer's imagination and wallet. It's even possible your company's most famous disaster project—the one that came in a year over schedule, at 3.5 times the cost, had loads of problems getting through system test, and still needs engineers standing around with code defibrillators just to keep it running—is still the best project your organization has done in years.
One of the strongest justifications for the CMM is that it will raise quality and productivity while decreasing risk. The [model] suggests that the same work can be undertaken at higher levels with lower risk. But there is another interpretation that strikes us as more likely: Organizations become more and more averse to risk as they "mature." An organization under the gun to demonstrate increased CMM level is not going to go looking for real challenge.
Dos pensamientos a partir de estos párrafos:
- Madurez organizacional necesariamente tiene que ver con entender mejor los riesgos que corremos y no correr menos riesgos.
- Las certificaciones pensadas como metas (ej. ser nivel 3 para fin de año) tienden a desvirtuar la cultura de mejora continua que siempre es bueno tener en nuestra organización/equipo.