拒绝CMMI评估把戏

以下内容，来自CMMI Institute质量经理Darlene Moore发给所有CMMI Parnter的邮件。

在中国“操作”CMMI评估的详细做法已经被CMMI Institute所熟知，从2018年1月1日起，CMMI  Institute将在中国区增加2位QA（共计3位，有来自中国的也有外国的），随时抽查中国的CMMI评估项目，完整参与整个评估过程。与此同时，CMMI Institute还加大了对CMMI评估项目及主任评估师的评估限制。有人说这是CMMI行业的一次寒冬，但这也是转变认识，让CMMI价值最大化的一次努力。

The following is a testimonial provided by a Certified SCAMPI LA who was hired by a consultancy to perform a SCAMPI A appraisal in China.  These are the LA’s own words, and are provided with the LA’s permission.以下内容来自于以为合格的SCAMPI主任评估师，他受雇于一家咨询公司在中国进行SCAMPI A评估（编者语：按照CMMI Institute的要求，SCAMPI A是进行CMMI正式评估所使用的方法）。内容未做删改，并已获得这位LA的允许。

Below I will describe the situation and the problems that happened: 下面是情况描述以及发生的问题

·       One ATM (of consultant company) tried to give the answers to the interviewees during the interview sessions (he told me that he would explain the question in Mandarin; however, he told people what the answers were). It was possible to know this because I inserted an ATM from my company who understands Chinese and English. I will do this always in appraisals in China.  一位来自咨询公司的ATM，在访谈过程中将答案告知给被访谈者（咨询公司ATM说，他可以用普通话解释问题，却借此透漏了答案）。我之所以会知道，因为有我公司的一位ATM听得懂中英两种语言。以后在中国我也会一直这么做。

·       During the onsite, when I observed that it is possible to have many problems during the consensus, I decided to do the draft findings and consensus by PA. During the consensus, two internal ATMs broke with the confidentiality agreement; when we started to have problems, they ask for a break and then communicated with a project manager. I told these ATMs that I was removing them from the team. I explained that I need manager risk to do a good appraisal for company. After, I could observe that they communicate with consultancy.  在现场，当我发现协商一致可能存在很多问题时，决定先对一个过程域做草稿版发现和一致性讨论。在进行一致性讨论时，两个内部ATM没有遵守保密协议；当遇到问题时，他们要求暂停休息，然后与一个项目经理沟通起来。我告诉这些ATM我要把他们从评估团队中除名。我解释说我需要管理风险来为客户公司做一个好的评估。而之后，我又发现到他们与咨询公司沟通。

·       We had one ATM from my company in each mini-team. When we finished the consensus of first PA (we delivered the draft finding just for this PA), the internal ATMs understood that they will not achieve ML3. Then, they asked to stop the appraisal and talk with the sponsor; in this moment, they told me that they have a very important contract that needs ML3 (the contract amount is MORE THAN ONE BILLION). I tried to convince the internal ATMs to finish the consensus of other PAS; however, they didn’t want to do so. After this, I permitted that one ATM communicate by phone with sponsor.  每个迷你组中都有我公司的ATM。当我们完成对第一个过程域的一致性讨论时（我们只完成了这个过程域的草稿版的发现），内部的ATM意识到他们将无法获得CMMI 3级。于是他们要求停止评估，与发起人沟通。此时他们告诉我有一份十分重要的合约（合同额超过十亿）需要CMMI 3级。我试图说服这些内部ATM完成其他过程域的一致性讨论，而他们并不愿意。于是我同其中一个ATM给发起人打了通电话。

·       The sponsor told us to stop the appraisal, and that he would discuss with me next day. After that, I tried to talk with sponsor many times and he would not see me. The consultant company started to send me many messages, and to the translator too. The ATM and sponsor communicated with them. It was a terrible situation. They intimidate me, they yell, they insinuate that they can give me money, etc. I always returned the discussion to SCAMPI and explained the method. Two of the three internal ATMs agreed with the results of first PA, and sometimes they helped me. I believe that these two will lose their job. I’m really thankful that SCAMPI exists.  发起人要求我们停止评估，并且说第二天将与我讨论。而此之后，我多次试图与发起人会谈，他却不见我。咨询公司开始给我和翻译发信息，并且与ATM、发起人沟通。这状况真是可怕。他们恐吓我、吼我，含沙射影的说要给我钱之类的。我总是将话题引回到SCAMPI上并解释这个方法。三个内部ATM的其中之二同意了对于第一个过程域的结果，有时他们也会帮我。我相信他们俩会因此丢了工作，也真的很感谢有SCAMPI方法的存在。

·       The sponsor did not talk with me; he sent another person (one important director) to do it instead. We have a meeting at company that included him, me, the two ATMs from my company, and the third (uncooperative) internal ATM. There was a lot of discussion and intimidation; I had to say more than 30 times, "I cannot give you ML3, I need to follow the SCAMPI [rules], we need to be correct." The director explained that he needs ML3 in October of this year. I explained that I am sorry, it was important to start before the implementation. I tried to show him the improvements that they need to do, and always he came back to saying, "I can give ML3 to them, and after they will do all.” The meeting finished with the director feeling disappointed. They asked me when they can apply a new appraisal, I explain when they want. My believing it is that they will try again with a different LA (sorry, but this is my personal opinion).  发起人没有跟我谈，而是派了一位有分量的总监。我们开了会，参会的有他、我、我公司的两位ATM，以及那个不肯合作的内部ATM。会议充满了谈论和恐吓，我说了不下30次“我无法给你们CMMI 3级，我需要遵守SCAMPI的要求，做正确的事情”。而总监解释说，他们在今年十月需要CMMI 3级资质。我很抱歉，在实施前就开始这很重要，我努力说明他们需要改进的地方，而他给我的回应却是“你可以给我们3级，然后我们再改”。会议在总监的失望中结束。他们问我何时可以开始新一次的评估，我说随时。我确信他们会再找另外一位LA重启评估（不好意思，这是我的个人观点）。

·       I cannot finish this appraisal. All work was stopped and we have broken confidentiality.  我无法完成这次评估，所有的工作都停滞了，而且我们也违反了保密协议

Now that I have explained what happened, I will summarize about some of the problems that we found:  以上是发生的情况，下面我总结一下发现的问题。

·       No CODE. Since the first day we tried to see the source code and they did not show until the last day.  没有代码。从第一天起我们就要求看代码，直到最后一天也没看到。

·       People did not recognize either the documentation or the process. We interviewed the tester three times, the PM two times, and the CM three times. We tried to better understand the issues and fix them.  无法分辨文档和过程。我们访谈了测试人员三次，项目经理两次，配置管理人员三次。我们试图理解并帮助他们。

·       CM problems. We have more than 60 configuration items—the Configuration Manager just remember four. In the CM plan, they use tools that nobody knows (ex: in the interview he said that they use SVN, and in the plan it was Git).  配置管理问题。有超过60个配置项，而配置管理经理只记得4个。在配置计划中所使用的工具无人知晓（比如，访谈时他说使用的是SVN，而计划中却写的是Git）。

·       PM problems. The Project Manager did not know the indicators that he used. PM did not understand the historical measurements. The documentation talks about Function Points (FP), but they did not understand FP methodology.  项目经理的问题。项目经理不清楚项目中使用的指标项；不了解历史度量数据。文档中记录了功能点，但是访谈时项目经理又不理解功能点方法论。

·       No improvements for many PAs.  很多过程域没有改进点。

·       Just one version of process. No updates.  过程只有一个版本，没有更新。

·       After that the two ATMs [the consultant and the uncooperative internal ATM] go outside; the two helpful internal ATMs explained to me that they started to do CMMI ML3 two months ago.  咨询公司的ATM和不合作的内部ATM离开后，两个合作的内部ATM说，他们开始CMMI 3级就在两个月之前。

·       It seems that they created the documentation to do the appraisal, and that this was documentation from another project in another company.  看上去他们造了文档来进行评估，而这些文档是另一家公司的一个项目。

·       The process was not institutionalized.  过程没有制度化。

·       The consulting company inserted an ATM [who pretended to be internal to the appraised organization] to try to trick the LA, and to give answers to interviewees. Seems that this is what happen with many companies of this consulting company and others.  咨询公司的ATM（假装是被评估公司的内部ATM）试图玩弄主任评估师，告知访谈答案。似乎这样的把戏玩过不止一遍。

·       During the interviews, I could ask questions that made people give us true answers. It seems that all the company was sure that they will achieve ML3 because they are paying a lot of money to the consulting company.   访谈期间，我问了一些能让人们讲真话的问题。看起来全公司都确信他们会通过CMMI 3级评估，因为他们支付给咨询公司很多钱。

·       They were expecting that I will give questions in Chinese and that the ATMs would ask the questions in Chinese. They were prepared to answer those questions—it seems that this is what others LA do.  他们原以为我会提供中文的问题，ATM会用中文提问。他们已经准备好了这些问题的答案，似乎其他主任评估师是这么做的。

·       We have many others, I can try to summarize if CMMI Institute needs. However, I believe that the problems below is enough to understand that this company will not achieve ML3.  还有其他很多，如果CMMI Institute需要我可以概括总结。然而，我觉得以上足以说明他们无法达到CMMI 3级。

After the many messages that I received from consultants and translators (that contract me), I could understand that many appraisals in China are like this one. They tried to convince me that I will not receive the money for this appraisal and that I will never more will take one contract in China, because everybody will know that this company fails.  在我收到很多来自咨询公司和翻译的信息后，我意识到在中国很多CMMI评估都是如此。他们试图说服我，比如我不会收到这次评估的费用，我再也不会有中国的CMMI评估项目合作，因为人人都会知道这家公司失败了。

I am sorry to know what is happening in this country. I am sorry that this company could not really understand the benefits of CMMI use.  我为这个国家发生的这一切感到遗憾，遗憾这家公司没能理解CMMI的益处。

I did my best. If I did something wrong, please let me know, then I can improve. However, I would like that CMMI Institute understand that this never happened with me before. It was a difficult situation.  

I really believe that CMMI can help companies a lot, and that we need try to make people in China change their mind about this.  我真的相信CMMI可以给企业很多帮助，我们需要让中国的人们意识到这一点。