随着国家改革开放，越来越多的国际认证如雪花般飘进国内，有针对个人的职业技能资格认证，有针对企业组织的各类管理的框架模型与级别认证。其中，过去二十年来，CMMI证书算曾经炙手可热的一种研发组织成熟度能力等级的认证。
要说CMMI的来源：美国国防部(DoD)为评价其软件供应商的水平而资助Carnegie Mellon大学的软件工程研究所(SEI)。SEI开发CMM的本意是希望制定一套统一的标准来评价软件供应商的能力水平。后来CMM/CMMI被广泛地应用于软件企业的内部过程改进，效果显著。
EmmaSaying：简单说：任何模型都是对现实的抽象，也就是去掉了太多环境的具体内容。企业要导入这些模型方法时，一定要注意：充分理解其模型之精神后，结合自身组织的“各种实际情况”，完成过一个从“抽象-->具体”的映射转化和实施落地。
也就是说，如果组织想要学习的是：好的方法，解决：真正的问题，创造：期望的价值，组织领导就要清晰地明白：模型的导入需要过程，实施落地需要投入时间与资源，才可能实现！
CMMI的最核心的精神，就在于通过TQM的管理精神，帮助研发组织实现：研发组织流程，从黑洞如何走向可视化、可管理化、可量化、持续优化的组织研发能力升级！
看图说话，如下所示：
如果是看明白这个改进路线图，应该不难理解：一张张证书后面，需要的是坚定的毅力、勇于变革的勇气、正确的方法实施，实现：组织+流程+工具的渐进式改变......
认识CMMI到帮助企业理解实施CMMI也近二十余载，看着“诚实做事”的企业如何一步步脚踏实地的走向成功，比如：家喻户晓的华为；也看到“混个证书”的如何消耗完各自的“租”，走向落魄......
2017年一个老外评估师揭露的“一次CMMI虚假改进、评估的案例”，每次看到都觉得心塞，总是不由自主地会联想到清朝北洋舰队上的空弹药筒！！
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如下是一位受雇于国内咨询公司的主任评估师的自述。所有内容经过获准发布：
下面我想描述一下当时的情景和发生的问题：
在访谈中，一个来自咨询公司的ATM试图把答案告诉被访谈人员。他告诉我他只是用汉语解释我的问题，但是他却把答案告诉了被访谈人员。因为我安排了一位我们公司自己的员工作为ATM，懂中英文，所以我很容易就知道了怎么回事。我将来在中国做评估的时候会一直安排自己公司的ATM参加评估。
在评估中，我发现在达成共识环节可能存在很多问题，于是我决定按照PA来准备初步发现并达成共识。在达成共识的过程中，两个内部ATM违背了保密原则。每当我们出现问题时，他们就要求休息并和项目经理进行讨论。我告诉这些ATM我要请他们离开评估组。我向他们解释为了确保这个企业的评估顺利执行，我需要对风险进行管理。随后，我发现他们和咨询公司开始联系。
在每个小小组中，我都安排了一位来自我们公司的ATM。当我们对第一个PA达成一致，并完成了这个PA的初步发现后，内部ATM们就知道了他们无法通过3级评估。然后他们要求停止评估并与sponsor沟通 - 他们说，他们有一个非常重要的合同需要3级证书，合同金额超过10亿。我尝试说服内部ATM们先对其它PA达成共识，但是他们不想照我说的做。最后，我同意了其中一个ATM给sponsor打电话。
Sponsor告诉我们停止评估，并表示在第二天和我沟通。之后，我多次尝试和sponsor沟通，但是他不愿见我。咨询公司也开始给我和翻译发各种信息。ATM和sponsor也与咨询公司进行沟通。情况非常糟糕。他们恐吓我，大喊大叫，并且暗示可以给我钱，等等。期间我反复强调并向他们解释SCAMPI方法。三个内部ATM中的两个人同意第一个PA的结果，有时候也来帮帮我。我认为他们两个可能会因此而丢掉工作。我非常庆幸有SCAMPI这个利器。
Sponsor没有和我沟通，而是派了一个重要的总监来替他和我沟通。他、我、两个来自我们公司的ATM、以及第三个不配合的内部ATM，我们一起开了个会。我们讨论了很多内容，中间夹杂着很多恐吓。我说了不下30次“我无法给你们3级证书，我必须要遵守SCAMPI方法的规定，我们要做对的事（不要做错事）。”这位总监说他们必须在今年十月份拿到3级证书。我向他解释非常抱歉，评估前的改进实施非常重要。我尝试指出他们哪些地方需要改进，但是他总是反复说“我们拿到3级证书后，会进行全面的改进。”会议结束后，总监显得非常失望。他们问我他们什么时候可以重新评估，我告诉他们什么时候都可以。我认为他们会再找一个主任评估师（抱歉，这只是我个人的想法）。
我无法完成本次评估。我们已经违背了保密原则，所有的工作都停了。
刚刚我对所发生的事情进行了描述，我想把发现的问题总结一下：
没有代码。第一天我们就想看源代码，但是直到对后一天他们也没有向我们出示代码。
既不了解文档也不了解流程。我们访谈了测试人员三次，项目经理两次，配置管理员三次。我们试图去更好地理解他们中间存在的问题并解决这些问题。
配置管理的问题。他们有60多个配置项，但是配置管理员只知道4个。在配置管理计划中，他们列的工具其他人员都不知道（比如，在访谈中他说他们用的是SVN，而在计划中写的是Git）。
项目经理的问题。项目经理不知道他用的项目指示器是什么。项目经理不了解历史度量项。文档中写的是功能点，但是访谈中他们却不理解功能点方法。
很多过程域都没有改进。
体系文件只有一个版本，没有更新。
当那两个ATM（咨询师和不配合的内部ATM）出去之后，另两个比较配合的ATM告诉我，他们两个月前才开始做CMMI。
看来他们是为了这次评估编造了文档，而且这些文档来自其它公司的项目。
流程没有被制度化。
咨询公司安排了一位ATM(假装是公司内部人员)，试图糊弄主任评估师，并且在访谈中告诉被访谈人员答案。看起来这家咨询公司和其它类似咨询公司的评估都是这样的。
在访谈中，我能够问一些可以让他们告诉我们真相的问题。好像公司里所有人都很确信他们能拿到3级证书，因为他们向咨询公司支付了一大笔钱。
他们原本以为我会把问题以中文的形式给他们，然后ATM就按照问题单用中文来提问。他们根据这些问题在下面进行了准备 - 在他们看来其他主任评估师好像都这么做。（但实际情况并不是他们想象的那样）
还有很多其它问题，如果CMMI研究院需要的话我会把它们都总结出来。但是，我相信以上的问题足以说明这家公司无法通过CMMI3级评估了。
通过这个签约的咨询公司和翻译发给我的这些众多信息里，我意识到在中国很多评估都跟这个很像。他们试图让我相信，我将得不到这次评估的报酬，而且将来再也不可能在中国拿到评估项目，因为所有人都知道这家公司没有通过评估。
对于中国目前的情况我感到很悲哀。同时也很遗憾这家公司不能真正了解使用CMMI为公司带来的好处。
我已经尽了全力！如果我哪里做错了，请告诉我，我会改进。然而，我希望CMMI研究所了解在这之前我从来没有遇到这种事情。当时的情形真是非常困难！
我真的认为CMMI可以帮助企业很多，我们需要让中国的企业改变他们对CMMI的看法。
-------- 以下为英文原文 ---------
The following is a testimonial provided by a Certified SCAMPI LA whowas 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.
Below I will describe the situation and the problems that happened:
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.
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.
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.
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.
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).
I cannot finish this appraisal. All work was stopped and we have broken confidentiality.
Now that I have explained what happened, I will summarize about someof the problems that we found:
No CODE. Since the first day we tried to see the source code and they did not show until the last day.
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.
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).
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.
No improvements for many PAs.
Just one version of process. No updates.
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.
It seems that they created the documentation to do the appraisal, and that this was documentation from another project in another company.
The process was not institutionalized.
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.
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.
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.
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.
After the many messages that I received from consultants andtranslators (that contract me), I could understand that many appraisals inChina are like this one. They tried to convince me that I will not receive themoney for this appraisal and that I will never more will take one contract inChina, because everybody will know that this company fails.
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.
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 thisnever happened with me before. It was a difficult situation.
I really believe that CMMIcan help companies a lot, and that we need try to make people in China changetheir mind about this.
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记得小时候就常常接受教育，深刻明白“假大空”会害死人！！看着国内近几年不断飙升的认证数量，希望其中，多一些“真正认同”愿意“实干兴邦”的企业家。
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