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Process Appraisals
In order to attain formal recognition of maturity level achievement, an organization undergoes a smSCAMPI* Class A appraisal. In preparation for this major event, the organization may conduct one or more less formal appraisals, typically referred to as Class B appraisals, Class C appraisals, mini-appraisals, or gap analyses. Rather than "diagnostic appraisals," PACT prefers to administer these as health checks. PACT provides a full range of formal and informal appraisal services - even one that we affectionately refer to as a "Class D" appraisal!
PACT offers a full range of ARC-compliance CMMI-based appraisal services, including standard SCAMPI class A, B, and C appraisals. In addition, Pat O'Toole is a certified high-maturity lead appraiser who is qualified to lead formal appraisals at all levels of process maturity.
Although authorized to lead SCAMPI class B and class C appraisals, PACT typically recommends the use of non-SCAMPI alternative methods to address these needs. The constraints and administrative overhead associated with the SCAMPI class B and C appraisal methods, which are developed and maintained by the SEI, may not be optimal for all organizations. The PACT class B and class C methods provide lower cost alternatives; that is, the appraised organization derives the same (or greater!) value at a significantly lower cost.
In addition to the "standard" set of appraisal methods, PACT can tailor appraisal techniques to best meet the needs of the organization. For example, PACT can provide remote documentation review services, where the organization sends documentation via email to PACT for evaluation. Using standard appraisal tools and techniques, appraisal feedback is generated and provided to the organization. This "asynchronous" appraisal technique provides more focused and timely feedback than the standard appraisal events.
PACT has also developed a "class D" appraisal method. The Mentored Self Appraisal method relies on a questionnaire administered in a facilitated session to elicit practitioner input on both the pervasiveness of practice execution, as well as on practitioners' perceptions regarding the urgency of improving each practice. The organization can use this information to focus their improvement activities on areas deemed most critical by the people performing the work.