At the Initial Level, the organization typically does not provide a stable environment for developing and maintaining software. When an organization lacks sound management practices, the benefits of good process engineering practices are undermined by ineffective planning and reaction-driven commitment systems.
During a crisis, activitiess typically abandon planned procedures and revert to "my workflow." Success depends entirely on having an exceptional manager and a seasoned and effective team. Occasionally, capable and forceful managers can withstand the pressures to take shortcuts in the process; but when they leave the project or activity, their stabilizing influence leaves with them. Even a strong process cannot overcome the instability created by the absence of sound management practices.
The process capability of Level 1 organizations is unpredictable because the process is constantly changed or modified as the work progresses (i.e., the process is ad hoc). Schedules, budgets, functionality and product quality are generally unpredictable. Performance depends on the capabilities of individuals and varies with their innate skills, knowledge and motivations. There are few stable processes in evidence, and performance can be predicted only by individual rather than organizational capability.
Level 1 is most problematic because it is difficult to admit that this is where we are. Beginning your journey to mature capabilitites will be delayed significantly and may well be terminated early by the belief that you are starting from level 2 or 3 when, in fact, you are deeply mired in Level 1. Nothing will happen as expected and people will blame the model (or the champion). Credibility will rapidly dissipate.
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Last modified: Jan-09
