@A9S6: Matt is Psychic. Or he's seen the story repeated at least a half-a-dozen times.
Good luck with that. Let us know how it goes.
I'll hazard a guess: Someone said your company had to be CMMI level X to win a contract. Your boss went and found an appraiser or contractor willing to train you or get you to level X. At this point, no one in your company really knew what Level X entailed or what it meant - NOR DID THEY CARE. Actually, they were probably willing to incur a certain amount of operational pain and inefficiency in order to win a contract.
In practice, the advantage is that getting the level means you get access to a customer for whom getting the certification is important.
It is especially sad that the system of forces are set up to make this a common outcome.
Matthew - your answer voices the concerns of people on who the process was foisted - this is unfortunately way too common, mainly due to managers with very little experience. I would apprecaite your feedback on my perspective.
So they hired someone who they thought would be easy to work with, available, and get them to level X quickly. They then likely took an approach commonly known as "pathological box checking" - you can google it. The result of that was a bunch of process documents and templates. Then an appraiser came in, viewed the documents as some sort of proof that a process occurred and walked away, and your company got it's stamp.
So, in theory, the advantage of CMMI is that it improves your processes, for some definition of improve, according to a specific value system that values defined, repeatable, documented, low-variation, 'measured' process.
The number of failures in systems thinking here is amazing; there's plenty of blame to spread around.
WOW!! How did you know that. I agree thats the case here :)