When an organization goes through a cultural change process which involves CMMI Implementation then there are always different reactions which are observed from cross-sections from various stakeholders (employees). Depending upon the behavioural nature and psychology of the individuals, there are 04 types of behaviour categories which have been observed, i.e., Visionaries, Pragmatists, Conservative and Importance Gainers.
It has been observed that CMMI Implementation like any cultural change is a delicate matter and shall be handled with great sensitivity and care.
Basic Attitude Towards Change
| Behaviour category | Trait |
|---|---|
| Visionaries: | “I want it to get better than it is. What do I have to gain?” |
| Pragmatists: | “If it is useful, it might help me. What do I have to gain?” |
| Conservative: | “I don’t want it to get any worse. What do I have to gain?” |
| Importance Gainers: | “Everything is wrong – whatever has been done till now. Instantaneously, within minutes, I have understood everything. I cannot articulate or express what is wrong but everything is wrong.” |
CMMI Process Framework – Adoption life cycle Curve, a profile blending psychology and demographics
The important elements to be considered are: Behavioural Characterisation of Individuals, Adoption Curve of Individuals and Management of Common Pitfalls.
A brief synopsis of the aforementioned elements is described below:
| Wants to be the first to adopt the new stuff. Enjoy “the latest and greatest,” pushing the envelope. | Highly motivated and driven by a “dream”. Seeks quantum breakthroughs not just improvement Willing to take risks to achieve goals | Does not want to be a pioneer – too much risk. Seeks to gain a percentage improvement Values the opinions of others like them | Believes more in tradition than in progress. Not looking for improvement but does not want to be left behind to get stung Prefers “whole solutions” | Points out wrong in Everything – Continually points out flaws and costs and doesn’t see the benefits as justified Never able to express concretely. |
| Innovators | Early Adopters | Early Majority | Late Majority | Laggards |
| Technology Enthusiasts | Visionaries | Pragmatists | Conservatives | Importance Gainers |
Discontinuities in the adoption curve
The adoption curve with respect to change including CMMI Implementation is represented below:
Common Pitfalls: What to Check: What to do:
In order to handle attitudinal issues the following tabular matrix is of great help.
| Pitfalls | What to Check | What to Do |
|---|---|---|
| Complexity | Relationships | Combine similar issues and look or relationships between them |
| Details | Oversimplify to get started, and add more details later if necessary. Keep the solution as simple as possible | |
| Quantity | Scope | Reduce the scope. Tackle s subset first and defer the rest for later |
| Trivia | Eliminate the trivial things that take so much effort that too little effort is left for more important things | |
| Diversity | Perspectives | Find a common, higher-level perspective when opposing opinions are likely two sides of the same coin, amounting to the same thing from two different perspectives |
| Relevance | Remember the problem you are trying to solve. Avoid trying to resolve opposing opinions that are valid but not relevant to the goal at hand. Defer these issues | |
| Usability | Practicality | If it doesn’t make sense, change it. If it isn’t useful and effective, change it. |
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