Capability Maturity vs. Work on Proposals

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Revision as of 10:17, 21 January 2011 by Root (talk | contribs)

I've prepared this text to efficiently process two common currently occurring and related phenomena.

  • The first is the amount of unpaid work I can put in on a lead before I must have some payment if I have not decided to do the work on some other basis.

    I am just a single struggling worker so I am forced to spend no more time on a lead than a rational expectation of closing and completing a job indicates is justified. Necessarily there will be some misappraisal and some potential good clients will be lost. I started my professional programming career as a junior employee of a conglomerate that was working as a subcontractor to IBM in the acquisition and award phase of a contract that spanned more than a year.

    I am risk averse however and I also am loathe to perform work in this Era, in which one must work very fast, in requirements analysis and design for nothing. This doesn't mean I won't do it, but the party requesting such unpaid service must be such that I can be reasonably sanguine about the aforementioned expectation, as Litton and IBM were because they knew the Federal Government had already decided to award IBM the contract.

  • The second is so-called Capability Maturity (CMM) and its antipattern CIMM , which has to do with the reliablity of estimates in CMM Level I situations.

    Of course the lack of adequate requirements analysis and design is a major penultimate root cause of failure in software development projects (the ultimate root being the universal antipattern Failure of Responsibility). These elements are seldom done well outside of very mature and well capitalized organizations and nonetheless work gets done. There is huge waste and very high rates of failure for immature actors entering the Software Development arena. Trynna address that in the way that Capitalism provides.