The very first steps in implementation of CMMI is that the top management has to approve and commit to it. Just like in implementation of any other policy, rule or standard (e.g. ISO 9001:2000), the top management is the key stakeholder. Therefore the approval is necessary.
The approval does not only mean that the project would kick off, but it means several other things as well. For example, kicking off the project would involve some sort of finances. Management approval will ensure a smooth flow of funds towards the CMMI model implementation. Also when the implementation would be in process, then some extra time apart from the regular tasks would be required by some of the people (e.g. SEPG team). If management is on the same side then buying out that time would be a piece of cake. It is the top management that can ensure that the defined practices are followed on the basis of their level of authority.
So in short it is very important that when such an idea of implementation of CMMI is afloat in a company, it should be ensured that the top management is on board.
The approval does not only mean that the project would kick off, but it means several other things as well. For example, kicking off the project would involve some sort of finances. Management approval will ensure a smooth flow of funds towards the CMMI model implementation. Also when the implementation would be in process, then some extra time apart from the regular tasks would be required by some of the people (e.g. SEPG team). If management is on the same side then buying out that time would be a piece of cake. It is the top management that can ensure that the defined practices are followed on the basis of their level of authority.
So in short it is very important that when such an idea of implementation of CMMI is afloat in a company, it should be ensured that the top management is on board.
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