The Software Engineering Institute (SEI) at Carnegie-Mellon University is the author of the Capability Maturity Model Integration (CMMI), a widely used and respected method for assessing the quality and maturity of an organization's processes. Assessment at a particular CMMI level is not a certification - it is a way of describing conformance with an objective set of standards and practices. The SEI does not certify anything. However, when an organization completes an appraisal, the SEI lists that organization in its database of those that have been appraised, and many in Government and Industry recognize the importance of this appraisal.

CMMI replaced the well-known CMM as SEI's primary appraisal tool in 2001. The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) provides benchmark ratings for CMMI, and replaces the CMM CBA IPI. Most often, SCAMPI is applied as a self-appraisal with the goal of internal process improvement. Within SCAMPI, an organization can find the requirements, activities, and practices associated with each of the processes needed to "pass" the appraisal. It provides listings of required practices, parameters, variation limits, optional practices, and guidance for using the method.

There are several different forms of appraisal under CMMI. Appraisal methods can be used for assessments of internal processes, improvements, supplier selection, and process monitoring. As with any major process improvement effort, the organization needs to make a serious commitment both to the appraisal process, and more importantly, to the creation of the underlying capabilities that are being assessed.

Most organizations that reach a higher CMMI level spend substantial time and resources in the effort. Any organization that is thinking about doing a CMMI appraisal should begin by answering the questions below. These are just the first tiny steps in a process that may transform your organization.

1.  Are we committed to seeking a SEI appraisal?

• Do we know what it will cost? Will we fund the effort?
• Will we commit the appropriate staff to the effort? Do we have a sense of the level of staff commitment needed?
• Will we allocate an appropriate amount of time to the effort? Do we understand how long it will take?
• Are we willing to live with the results of the effort (i.e., if the appraised CMMI level falls short of our goal)?

2.  Do we have the resources to legitimately pursue SEI appraisal?

• Have we got an available person on staff who is capable of leading a "quick look assessment" and self-appraisal, and has the appropriate SEI credentials - a "Lead Assessor" with SCAMPI (Standard CMMI Assessment Method for Process Improvement) training?
• If not, do we have access to consulting services that can provide a lead assessor? Can we afford a consultant?
• Do these resources understand how to conduct a SEI assessment activity (using the SCAMPI process) and have a clear managerial and practical understanding of key process areas (KPAs)?
• Do we have policies, processes, procedures, and training in place to make a serious attempt at a higher level of appraisal?
• Can we assemble a team for the self-study that has the correct appraisal and critical analysis skills? Will that team be supported financially and managerially?

3.  What do we hope to achieve from a SEI appraisal?

• Are our expectations realistic and achievable?
• Are the costs and benefits appropriately balanced?
• Is there a clear understanding of the ROI?