Sorry, but CMM(tm) has never stated requirements.
It has stated Key Process Areas -- the attributes of an organization that
are scored.
CMM has never had any KPA that deals with the attributes of the product
being produced.
The only KPA dealing with improvement seeks to improve the adherence to
KPA's. .
CMM is not a way of scoring achievement. It is a way of scoring a beauty
contest.
----- Original Message -----
From: "Automatic digest processor" <
LISTSERV@MAELSTROM.STJOHNS.EDU>
To: "Recipients of MG-ED-DV digests" <
MG-ED-DV@MAELSTROM.STJOHNS.EDU>
Sent: Saturday, April 13, 2002 10:37 PM
Subject: MG-ED-DV Digest - 12 Apr 2002 to 13 Apr 2002 (#2002-86)
> There are 2 messages totalling 73 lines in this issue.
>
> Topics of the day:
>
> 1. CMM and ISO9000
> 2. MG-ED-DV - Followership
>
> ----------------------------------------------------------------------
>
> Date: Sat, 13 Apr 2002 07:47:28 -0400
> From: Charles Wankel <
wankelc@optonline.net>
> Subject: Re: CMM and ISO9000
>
> From: Conna Condon [mailto:
gandolf@cyberverse.com]
>
> "What was that original corporate objective again?"
>
> <wicked grins> Ahhhhhhhh ... now there's the salient question. Wise,
> very wise.
>
> Objective: meet contract requirements at minimum obvious short term
> costs ... aka do it on the cheap.
>
> You mention ISO9000.2000. They snuck in under the old IS09000 ...
> saved 3 years of the cost of the stronger standard. That was a
> consistency standard rather than a quality standard.
>
> In the old ISO9000 you "say what you do and do what you say". However,
> if what you do causes the output to be broken every 5th time than to be
> ISO9000 compliant you will produce a broken output every 5th time.
> Consistently.
>
> That is why ISO9000.2000 has added an improvement requirement (which
> CMM always had). One hopes things will get better when everyone has to
> be compliant to the new standard.
>
> Conna
>
> ------------------------------
>
> Date: Sat, 13 Apr 2002 21:30:56 -0400
> From: Hank Sims <
HSims@rhsmith.umd.edu>
> Subject: Re: MG-ED-DV - Followership
>
>
si=
> ze=3D2>Colleagues..
One way to think about
"follow=
> ership" is to think about so-called followers
as
"self-leaders"..=
> . that is, individuals who have capacity and skill to
lead
thems=
> elves.
My colleague Charles Manz and other associates have
discus=
> sed this
in several articles and books... Our fundamental
notion=
> is that
an important role of leaders is to develop the capacity
=
> of followers
to be excellent self-leaders. I refer you to Manz
&=
> amp; Neck,
"Mastering Self-Leadership", or, our recent book
(Man=
> z & Sims)
"The New SuperLeadership: Leading Other to Lead
T=
> hemselves"...
and finally, I do recognize and
ap=
> ologize for the self-plug...
it;s just that we have been
thinking=
> about "followership" for
years through the lens of
"self-leaders=
> hip" and I am unable
to contain
myself...
thanks
<=
> PRE>Hank Sims , U of Md.
href=3D"mailto:hsims@r=
> hsmith.umd.edu">hsims@rhsmith.umd.edu
href=
>
=3D"http://www.hanksims.com">www.hanksims.com
<PR=
> E>> Date: Wed, 10 Apr 2002 06:23:41 -0400> From: Charles
Wankel=
> <
wankelc@optonline.net>> Subject: Re: Leadership
vocabulary+++>=
> ;> From:
Steven.Henderson@solent.ac.uk>
[mailto:Steven.Henderson@sole=
> nt.ac.uk]>> The more I read what colleagues have written on
leadershi=
> p, the more it> strikes me that I don't know anything about follower
shi=
> p. Are there> hard followers, who are inspired by leaders to achieve
gre=
> at things for> the organisation? Are there soft followers, who reject
le=
> adership that> cannot justify itself in terms of the good of the
organis=
> ation, or the> wider society of which it is a part? Do the range of
ski=
> lls described> by Erwin depend upon some aspects of followership for
the=
> ir efficacy? Is> there an equivalent set of followership
skills?>>=
> Steven Henderson
=
>
> ------------------------------
>
> End of MG-ED-DV Digest - 12 Apr 2002 to 13 Apr 2002 (#2002-86)
> **************************************************************
>