Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

1.1.3 Determine Appraisal Scope (continued)
Implementation
Guidance
There are two primary parameters of the appraisal enactment that contribute
significantly to the resulting cost (in terms of effort): the PA scope of the
CMMI model encompassed by the appraisal and the number and size of
projects selected. While other parameters contribute to the cost and schedule
of an appraisal, these two scope parameters provide the greatest opportunity
to shape the magnitude of the appraisal. SCAMPI requires that findings for
the organizational unit be derived from objective evidence on the
implementation of practices collected from each of the organizational process
instantiations included in the appraisal. The size and number of instantiations
investigated should be selected to form a valid sample of the organizational
unit to which the results will be attributed.
Clearly, a broadly defined organizational unit (e.g., a multi-national
enterprise) will require collecting and analyzing significantly more objective
evidence than a narrowly defined organizational unit (e.g., a specific product
line within a specific business unit at a single geographical location).
The organization to which appraisal results will be attributed should be
described accurately in all statements made by the appraisal team leader and
sponsor. It is the responsibility of the appraisal team leader to understand the
larger organizational context in which the appraised organizational unit
resides. Familiarity with the nature of departmental structures, matrixed
subject matter expert groups, integrated product teams, program and project
groupings, or product line implications that may affect the interpretation of
appraisal outcomes will aid in obtaining this understanding.
The appraisal team leader should work with representatives from the
organization to document a clear statement of the model and organizational
scope of the appraisal. The model scope should be documented using a list of
PAs to be included in the appraisal, as well as the model components to be
rated by the appraisal team. The organizational scope of the appraisal should
be documented in the clearest terms possible, given the nature of the
organizational structure in place. It is often difficult to specify unambiguous
boundaries without resorting to naming individual people in some
organizations. Information about the organizational unit should be
documented in a way that allows future appraisal sponsors to replicate
(exactly) the scope of the organization appraised. This information should be
in the appraisal plan, and used (in summary form if needed) in briefing the
appraisal team and appraisal participants.
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CMU/SEI-2001-HB-001