--Originally published at TI2011 – Miguel’s Blog
Tompkins finally got the results of the workers productivity and it wasn’t looking too bright. The PShop project needed at least 3 years to finish, but they had a little less than a year left. Then, hsi new assistant informed him that an audit was going to be performed on the project groups. Tompkins was told that every team needs to be in Capability Maturity Model level 3. This concept had already been mentioned in a previous chapter. It basically means to assign a level to the capability of a team for producing software. The higher the level the better.
There is a big problem, however, with the way Minister Belok wants things to be done. He wants the teams to undergo training in order to boost their productivity. However, we have already seen in a previous chapter that it isn’t possible to gain productivity in the short term. They may gain productivity in the futurem, but in the context of the current 6 projects the productivity increase will probably delay them since increasing the productivity will take time. The benefits will probably not show until after the deadline passes. And the worst part is that the whole organization is going to go through these changes, not only the 6 projects. This means that they will discover the secret teams B and C that are hidden away. Thankfully, Tompkins has some days before they are discovered.
There is a problem, one of the teams is not going to the process exactly as specified. Since they are copying products, they are using the requirements for the product they are copying. This will actually save time, but they are going against the level 2 requirements. In this case, I think he should be allowed to break the mold. If you always have
