Summary of 2001 Recommendations for High Maturity Organizations
The following 34 recommendations for high maturity organizations were made by the workinggroups in the March 2001 workshop. They are only summarized below (some rewriting was necessary to summarize the recommendations); more detailed discussions may be found in the above section on working group reports.
1.1 来自于度量组
1，使度量过程所带来的影响和项目融合在一起，而不是影响项目。
1. From the measurement working group:
Involve those impacted by the measurement program is .do it with them, not to them.
2，从小处开始，把精力集中，以得到前期的成功。
2. Start with small, focused efforts to generate some early successes.
3，把项目度量和商业目标结合起来
3. Integrate project measures and business objectives.
4，反复注意基本的东西，反复查看每一个度量开展的原因和来自于何处的需要。
4. Revisit the basics and review the purpose and need for each measure.
5，自动收集和分析
5. Automate collection and analysis as much as practicably possible.
6，对高成熟度组织的度量，也要发布变更管理，
6. Address change management as applied to measurement in the context of high maturity.
From the Six Sigma working group:
1.2 来自于6Sigma组
7，得到最高管理层的支持，演示6Sigma如何应用，和达到5级之后的下一步。
7. Gain top-level management support. Show how Six Sigma can be used as tool and the
“next step” after reaching Software CMM Level 5.
8，略
8. Use Six Sigma to increase practitioner ownership, to give the practitioners a new tool, to
generate new interest, to increase process agility.
9，当应用6Sigma时，把焦点放在培训和指导项目和问题上。
9. When implementing Six Sigma, place focus on training and piloting with one project
and one problem.
10，如果用了6Sigma,发布经验和结果。
10. If currently using Six Sigma, publish experiences and results.
From the CMMI working groups:
1.3 来自于CMMI组
11，吸取来自于高成熟度组织的有益的教训，及早地应用度量，设立一个工程过程组，进行同行评审和其它形式的验证，验证所采用的过程改进教训的学习效果。
11. Use valuable lessons learned from high maturity organizations. Implement measure-ments
early, set up an engineering process group, peer reviews and other forms of verifi-cation,
process improvement adoption lessons learned.
12，在战略计划时，遵循TQM原则，识别市场领域和行动方向。如果你在组织中有主动权，哪么根据普通的框架，部署CMMI是容易的。
12. Follow TQM principles during strategic planning; identify marketing areas and opera-tional
direction. If you have an initiative that crosses the organization (i.e., establishes an
“umbrella”), it becomes easier to deploy CMMI due to a common framework.
13，工业界必需检查5级以后的空间，要保护对SWCMM的投资，不要丧失持续改进的动力以及如何对不断进行的活动保持自信的方法。
13. Industry has to examine territory beyond Level 5. Protect the investment in Software
CMM, not to lose the momentum of continuous improvement and how to retain the con-fidence
of professionals in the ongoing activity.
15，从管理的观点来看待采用新的CMMI模型。
15. See the value of bringing in the new CMMI model from management point of view.
在决定转向CMMI之前，从SEI寻找明确的指导。
16. Seek clarifications directly from the SEI before embarking on the move to CMMI.
From the statistics working group:
1.1.4 来自数据分析组
17，从制造业获得有效的数据统计分析的指导和经验。
17. Get competent statistical guidance with experience beyond manufacturing.
18，让数据和目标来决定采用何处数据分析方法。
18. Let the data and objectives determine the statistical methods used.
19，设立与商业目标紧密联系的量化目标。
19. Set quantitative objectives tied to business goals.
20，简化统计结果的演示。
20. Simplify the presentation of statistical results.
21，基于数据来理解、控制（4组）和指导改进。
21. Use data to gain understanding and control (Level 4) and guide improvement (Level 5).
22，学习为4,5组活动而提供的6Sigma方法及其工具。
22. Learn about Six Sigma and the tools it offers for Level 4 and 5 activities.
From the change management working group:
1.5 来自于变更控制组
23，员工管理的过程必须和其它规程一致。
23. Work force management processes must mature commensurate with other disciplines.
24，大范围的收集改进建议。
24. Use broad range of sources for improvement ideas.
25，探索如何用”文化，收获，勤奋”来处理营利和合并的压力和风险。
25. Explore how to do “cultural due diligence” to handle the pressure and risk of acquisitions
and mergers.
26，为过程改进配备资源和精力。
26. Establish resources and energy for process improvement.
27，如一个组织要求他的成员参与到变革中去，他应该通过提供合适的支持（工具支持等等）来使其变得容易，并且确信这种变革会给成员带来好处。
27. If an organization asks its people to participate in change activities, it should make it
easy by providing appropriate support (tool support, etc.) and make sure it provides a
benefit to the people.
1.6 来自网络速度组
From the Internet speed working group:
28，在过程中灵活地，基于快速互联网地，参与SEI的研究工作
28. Participate in SEI research in process agility and Internet speed.
29，把在灵活高成熟度组织上的认识所得出版和共享
29. Publish and share learnings on agile high maturity organizations.
30，为一个通用的数据库作出贡献
30. Contribute to a common database (industry wide).
31，鼓励建立一个让SEI可以得到数据的交流体
31. Encourage the community to make data available to the SEIR.
32，保持开放的头脑，适应新的趋势，把相关建议提给SEI
32. Keep an open mind, evaluate new trends, and propose changes as relevant to the SEI.
33，当定义项目过程时，要平衡灵活性和准确性。
33. Balance rigor with agility when defining project processes.
34，收集和利用数据来理解灵活的过程所关联的风险和后果。
34. Gather and use data to understand the risks and consequences that are associated with
agile processes.
