The focus on practices instead of values and principles in the performance improvement field has diverted attention from what matters most. And, not coincidentally, has driven behavior counter-productive to improvement -- missing out on ways to easily realize true benefits and resulting in unnecessary expense and dissatisfaction.

1. Values
Principles
Practices
Of CMMI
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2. Values, Principals,
Practices, a Hierarchy
Values
Principals Practices
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3. Characteristics of things to which we can place attributes of priority
or worth.
E.g., We value life, freedom and justice over fear, oppression, and
cruelty.
VALUES
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4. Values: CMMI
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5. Values: CMMI
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6. Value:
NOT CMMI
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7. Thoughts/behaviors that guide us when applying our values.
E.g., In principle, we want people to be free to make choices about
how they live their lives. We want people’s rights protected. And,
we want people do pursue the way to live that suits them best.
PRINCIPLES
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8. Principles: CMMI
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9. Principles: CMMI
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10. Principles: NOT CMMI
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11. Day-to-day activities that carry out principles that reflect the
values.
E.g., We have laws to protect us in the event that someone wants
to prevent us from expressing ourselves, but we also have laws to
stop us from expressing ourselves in ways that harm others.
PRACTICES
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12. Practices: CMMI
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13. Practices: CMMI
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14. Practices: NOT CMMI
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15. What’s the Point?
It takes many practices to
embody even a single
principle…
And
Many principles to fully
characterize a simple value….
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16. What’s the Point?
Practices are the easiest to:
See
Teach
Copy
Audit
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17. What’s the Point?
Practices are a very narrow
instantiation of a principle or
value.
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18. What’s the Point?
Practices mask (hide) the true
principles and values they
come from.
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19. What’s the Point?
Practices are an incomplete
picture.
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20. What’s the Point?
ISO 9000, CMMI, ITIL, ISO
20000, Agile, etc.
Are merely practices!
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21. What’s the Point?
Focusing on the practices misses
out on the principles and
values!
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22. Manifesto for
Performance Improvement
We value improvement over compliance.
We value understanding over audits.
We value learning over habit.
We value lean over artifacts.
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23. Performance Improvement
Practices alone have FAILED.
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24. Performance Improvement
Starts with culture towards these
improvement values.
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25. Characteristics of things to which we can place attributes of priority
or worth.
E.g., We value improvement over compliance.
VALUES
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26. Thoughts/behaviors that guide us when applying our values.
E.g., In principle, work should be done the best way possible and
people should be free to experiment to find what is that best way
and they should then be free to change their minds.
PRINCIPLES
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27. Day-to-day activities that carry out principles that reflect the
values.
E.g., We identify our work flow so that everyone knows their job
and knows what to expect from everyone they interact with. We
don’t let “small stuff” become “big stuff” and we communicate to
each other what works and how we fix what doesn’t. And, our
leaders let this happen because they know that this is what keeps
us ahead of everyone else.
PRACTICES
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28. Discussion?
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29. Don’t forget to write!
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