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CMM和過程改進的常用術語解釋
Date:2009-3-24
Watts Humphrey 在其著作《Managing Software Process》的卷首引用了下面兩條諺語:
"If you don't know where you're going, any road will do."
"If you don't know where you are, a map won't help."
"如果你不知道你要向何處去,你可以選擇任何一條道路。"
"如果你不知道自己所在何處，地圖也沒有用處。"
兩條諺語非常簡潔的表達了軟件過程評估的重要性——幫助你認識所處的位置，以及軟件過程模型的重要性——幫助你找到前進的目標。
1 通用術語
The Process Management Principle: The quality of a product is largely governed by the quality of the process used to build it. The quality of a software product is largely governed by the quality of the software process used to develop and maintain it.
過程管理的基本原則：產品的質量在很大的程度上取決于生產過程的質量。軟件產品的質量很大程度上取決于開發和維護軟件的過程的質量。
The Crisis Principle: A mature organization does not abandon its process in a crisis.
危機原則：一家成熟的企業即使在危機時刻也不會放棄過程。
The Process Improvement Principle: Any process can be improved; continuous improvement is necessary to remain competitive.
過程改進原則：任何過程都有改進的可能，持續改進對于保持競爭力是必要的。
The Software Process Improvement Principle: The process to develop and maintain software can be defined, managed, measured, and continuously improved.
軟件過程改進原則：軟件的開發和維護過程能夠被定義、管理、度量并持續改進。
Competence: The competence of the people who do the work is crucial to project performance and organizational success.
專業資質：工作人員是否勝任對于項目性能表現和組織成功極端重要。
Empowerment: A mature process empowers people to work effectively and efficiently.
授權：一個成熟的過程能夠使人們更加高效工作。
Technology: The power of the tools used to do the work has a critical impact on the efficiency of the process, with a corresponding impact on competitive advantage.
技術：生產工具的效力對過程的效率有著關鍵的影響，也從而對競爭的領導地位有著相應的影響。
The Process Un-Supremacy Corollary: A mature process cannot overcome incompetent people or inadequate tools.
過程非至高無上（“過程并不高于一切”）：一個成熟的過程不能解決人員缺乏專業資質或者工具不合適的問題。
The Good Management Corollary: A mature process cannot overcome unsound management.
優良管理推論：一個成熟的過程不能解決管理不善的問題。
The Scar-Tissue Proverb: Maturity is a function of scar tissue. - Mark Paulk
“傷疤”諺語：（字典的解釋為，Scar Tissue是一種組成傷疤的結締組織，在新疤中主要是纖維原，在老疤中主要是膠原體）成熟度的作用恰如“傷疤”，提醒企業不能好了傷口忘了疤，要記住來自失敗的經驗教訓。（僅為筆者的個人理解，如有不對敬請斧正。）
Predictability: In custom software development, predictability of cost and schedule is important to the customer.
可預見性：在客戶軟件開發中，開支和進度的可預見性對客戶來說很重要。
Time to Market: In commercial software development, time to market is the major factor in market share.
上市時間：對商業軟件的開發來說，上市時間是市場份額的主要因素。
Trade-offs: Pick any two goals from better, faster, cheaper.
權衡：從更好、更快、更廉中選兩個作為目標。
The Zero-th Law of Software: If the software does not have to work, you can always meet any other requirement. - Gerald Weinberg
軟件第零定律：軟件首先要能夠正常工作，其次才能考慮更多的需求。
The Quality Decision: Whose opinion of quality is to count when making decisions? - Gerald Weinberg
質量決策：不同人員對于質量有不同理解，在做出決策的時候要考慮清楚所謂“質量”究竟是根據誰的理解。
Investment: Process improvement requires investment.
投資：過程改進需要投資。
Market Realities: A mature process will not generate a market; a bad process will not destroy a lucrative market.
市場現實：擁有成熟的過程，并不意味著自動擁有市場份額；當市場利潤較高時，哪怕過程并不成熟也不會對企業造成嚴重影響。
Customer Satisfaction: The reason for doing process improvement is to satisfy (delight) customers so they will continue to buy your products and services and urge others to do so.
客戶滿意度：過程改進的理由是滿足（取悅）客戶，以讓他們不斷購買你的產品和服務，并且要求其它公司也改進過程。
Competitive Advantage: A mature process contributes to efficiency. In a competitive market, the organization that can produce its products and services most efficiently (and delight its customers) will thrive.
競爭領先：成熟的過程能夠提高效率。在競爭激烈的市場中，能夠更加高效地生產產品和提供服務（從而取悅客戶）的公司才能發展。
2 CMM習慣用語
Software Focus: The CMM focuses on the practices that are under the control of the software function.
軟件焦點：CMM集中主要精力于在軟件相關實踐。
A Road Map: The maturity levels and key process areas provide a road map to prioritize process improvement.
路線圖：成熟度等級和關鍵過程域為確定過程改進的優先順序提供了一個“路線圖”。
The "What-Not-How" Principle: The CMM does not mandate how the software process should be implemented; it describes what characteristics the software process should have.
“是什么－不是－怎么樣”原則：CMM并不指定軟件過程應該怎樣實現，；它描述的是軟件過程應該有什么樣的特征。
Capability vs. Performance: The CMM focuses on building the process capability of an organization; the process performance of individual projects is correlated but not identical.
能力與性能：CMM聚焦于組織過程能力的獲得；單個項目的過程性能與組織過程能力存在聯系但不一定相同。
Organizational Improvement: The CMM is a model for organizational improvement. It is not tuned to improving individual projects or helping a project that is in trouble.
組織改進：CMM是組織改進的模型。它并不擅長改進單個項目或者幫助解決處于困境中的項目。
Infrastructure: Without organizational (senior management) support, long-term process improvement is unlikely.
基礎結構：組織高層領導的支持才能保證長期的過程改進。
The "Key" Principle: The CMM describes key process areas and key practices. The CMM is not exhaustive.
“關鍵”原則：CMM描述的是關鍵過程域和關鍵實踐，CMM并不試圖包羅萬象，囊括一切。
Comprehensiveness: The CMM does not address all the important factors that impact success. Excluded topics include capable people, systems engineering, and powerful tools.
包容性：CMM沒有包括影響項目成功的所有重要因素，排除在外的主題有：人員素質，系統工程，強大的工具。
A Public Model: The CMM is based on the contributions of the software engineering community; the SEI is a steward who coordinates and leads its development and maintenance.
公共模型：CMM基于軟件工程界的諸多貢獻，SEI只是協調和領導CMM的開發與維護的一個干事。
Technology: No specific tools, methods, or technologies are mandated by the CMM.
技術：CMM并不強制要求任何特定的工具、方法或者技術。
Process Evolution: Key process areas are not processes. Processes evolve, even when that evolution is not explicitly described in the CMM. A key process area describes a process at a particular maturity level.
過程進化：關鍵過程域并不是過程。過程處于演化之中，一個關鍵過程域僅僅描述了處于特定成熟度等級的過程。
Orthogonality: The key process areas in the CMM are interrelated. Processes (and key process areas) depend on one another.
正交性：CMM中的關鍵過程域相互關聯，過程之間存在相互的依賴關系。
Level 1 Quality: High-quality products can be, and have been, developed by Level 1 organizations.
等級1組織的質量：等級1的組織能夠也確實生產出高質量的產品。
The Repeatable Level Principle: For an organization to mature beyond chaos, it must install basic management controls that instill self-discipline.
可重復級原則：對于從無序向成熟轉化的組織，它必須通過建立基本的管理控制以潛移默化一種自律能力。
The Defined Level Principle: For an organization to mature beyond the level of self-discipline, it must use well-defined processes as a foundation for improvement.
已定義級原則：對于已具備自律能力，正在向成熟轉化的組織，它必須通過運用完善定義的過程來建立改進的基礎。
The Managed Level Principle: For an organization to mature beyond the level of defined processes, it must base decisions on quantitative measures of its processes and products so that objectivity can be attained.
已管理級原則：對于過程已定義，正在向成熟轉化的組織，它必須基于對過程和產品的量化度量值來作出決策，以達到組織的目標。
The Optimizing Level Principle: Ultimately, an organization must recognize that continual improvement (and continual change) are necessary to survive.
優化級原則：組織應該從根本上認識到持續改進（即持續變革）對組織的生存極端必要。
3 過程定義的習慣用語
The Documented Process: Documented processes are the basis for consistent performance and improvement. (Say what you do; do what you say.)
文檔化過程：將過程用文檔記錄下來，為各個項目獲得一致的性能以及組織范圍內一致的過程改進提供了基礎。（言行一致）
Usefulness: A process description should be detailed enough to be useful, not so detailed that it is unusable.
可用性：一個過程描述應該足夠詳細以使其可以在實踐中應用，但是過于詳細反而無法應用。
A Satisfactory Process: A process can be considered satisfactory when it is practiced, verified and validated, trained, measured, controlled, enforced, and is a basis for improvement.
滿意過程：所謂“滿意過程”，就是過程在實踐中得到應用、驗證和確認，而且過程相關人員接受過培訓，過程數據已度量，過程是可控的、組織規定必須實施的。這樣的過程是組織過程改進的基礎。
A Well-Defined Process: A well-defined process has documentation that details what is done, when it is done, who does it, and the things used and produced.
良好定義過程：所謂“良好定義的過程”，是指過程以書面的形式記錄下應該做什么、何時做、誰來做、輸入和輸出分別是什么。
The EITVOX Corollary: A well-defined process has entry criteria, known inputs, a process description of how to perform the task, known outputs, a verification mechanism, and exit criteria.
EITVOX推論：“良好定義的過程”具備入口準則、已知輸入、對如何完成任務的過程描述、已知輸出、驗證機制、出口準則。
Institutionalization: Institutionalized processes are consistently performed across an organization (subject to appropriate tailoring).
制度化：制度化的過程是指經過剪裁后能夠在組織范圍內一致地得到實施。
Measurement Insight: The purpose of measurement is insight.
測量洞見：測量的目的就是獲得“洞見”。
Basic Statistics: Blue-collar workers on an assembly line successfully use statistical process control techniques; powerful statistical techniques do not have to be cryptic and arcane.
基礎統計學：裝配線上的藍領工人成功地使用著統計過程控制技術；強大的統計學技術并非神秘不可思議的。
Process vs. Competence: Mature processes enable people to work more effectively.
過程與專業資質：成熟的過程使人們更加有效的工作。
Formality vs. Goodness: A poor process formally described is still a poor process. - Dewayne Perry
形式與本質：一個糟糕的過程，哪怕非常嚴格正規的描述出來，仍然是一個糟糕的過程。
4 CMM解釋和應用的習慣用語
Box's Rule: All models are wrong; some models are useful. - George Box
Box's規則：模型都是錯誤的，但有些模型卻是有用的。
The Rocket Scientist Principle: You do not have to be a rocket scientist to understand the CMM. If something in the CMM is confusing, it is more likely because we explained the concept poorly than that the concept is extremely sophisticated.
火箭科學家原則：你并不需要成為一個火箭科學家才能夠理解CMM。如果CMM中有什么不好理解的，并不是因為概念多么復雜，而往往是因為概念解釋不清。
The One Right Way: There is no "one right way" to implement a software process.
一勞永逸的辦法：軟件過程的實施并不存在一勞永逸的辦法。
A Normative Description: The CMM practices describe characteristics of a software process that we would normally expect to see at different levels of process capability.
正常化描述：CMM實踐所描述的是通常情況下在不同等級的過程成熟度可以觀察到的一個軟件過程的期望特性。
Stone Tablets: The CMM is not engraved on stone tablets.
石碑：CMM并不是雕刻在石碑上的。
The "Apply Intelligence" Principle: The CMM should be interpreted in the context of the business needs of the organization. Do not do something foolish just to conform to the CMM.
“智慧地運用”原則：應該根據企業的商業需要在特定語境中對CMM作出解釋。不要做單單是為了遵循CMM的傻事。
Measured Improvement: If you do not measure the effect of process improvement on time to market, productivity, quality, and customer satisfaction, how do you know that it works and that it should continue?
已度量的改進：如果不度量過程改進在上市時間、生產力、質量和客戶滿意程度方面的效果，怎么能知道過程改進產生了作用，并且應該繼續呢？
Large, Software-Intensive, Contract Bias: The detailed practices (subpractices) in the CMM are expressed in terms of large-scale organizations that do contract work.
大型，軟件密集型，合同型項目的傾向：CMM中對實踐與子實踐的描述用語，隱含的語境是大規模、軟件密集型、合同型項目。
Systems Bias: The practices in the CMM are expressed in terms of developing software as part of a system that includes significant nonsoftware components.
系統傾向：CMM中對實踐的描述用語，隱含的語境是一個包含了重要非軟件部分的系統，其中軟件開發只是系統的一個部分。
Tailoring: The CMM should be tailored (or interpreted) to fit the needs of the organization (or sponsor).
裁減：CMM應該根據組織（或者項目的主辦方）的需要進行裁減和解釋。
Professional Judgment: Professional judgment must be applied to interpret the CMM practices for a particular organization.
專業判斷力：對于特定的組織解釋CMM時，應該運用專業判斷力。
The SCE Corollary: Judgment is not license. Judgments can be defended to a skeptical (neutral) second party.
SCE推論：SCE只是判斷，并不是“認證”。但是軟件企業可以運用SCE的判斷在持懷疑態度的客戶面前為自己申辯。
The Evaluation Principle: The true process is revealed by what the project does, not by what it claims to do.
評審原則：真實的過程由項目所做的工作顯示，而不是由項目聲稱如何完成來決定。
Process Goodness: Effective and efficient software processes are critical to successful process improvement, but goodness can only be determined in the context of the business needs of the particular organization.
過程價值：過程的價值是由具體組織的業務需求唯一決定，而不是根據過程是否高效，是否有利于成功的過程改進。
Scoring and Goodness: Maturity level and key process area scores are based on whether a documented process is in place and being used. "Goodness" of the process is important, but is not a CMM scoring issue.
得分與價值：成熟度等級與關鍵過程域的得分是根據組織中是否存在一個文檔化的過程而且該過程得到應用。過程的價值很重要，然而卻不是CMM評分所考慮的范圍。
Process Effectiveness: It is appropriate for assessments to identify findings and make recommendations on ineffective or inefficient processes even when the process is in place and being used.
過程有效性：即使過程已經存在而且正在使用，也應該對過程作出評估，鑒別其中效率不高或效果不大之處，提出改進建議。
Non-CMM Findings: It is appropriate for assessments to identify problems even when they do not map to the CMM, e.g., nonprocess issues.
非CMM發現：盡管有些問題不屬于CMM的范圍，但評估并標識它們也是應該的，比如：非過程問題。
The Discomfort Factor: An organization will only change if there is a sufficient level of discomfort (pain) with the status quo.
不適驅動（“賤骨頭”定律）：一個組織只有在現有狀態下感到了強烈的不適（甚至痛苦）才會想到變革。
Simple, Not Easy: Process improvement may be simple, but it is not easy. - Watts Humphrey
簡單，并不容易：過程改進也許簡單，但是并不容易。
Generic Model: The CMM is a generic model for broad usage. In a specific context, your specific improvement needs may vary.
通用模型：CMM是一個通用模型，可以被廣泛應用。在一個特定環境中，組織可能存在不同的特定改進需求。
CMM as a Tool: When improving the software process, use the CMM as a tool to help achieve business objectives of the organization. When selecting software suppliers, use the CMM as a tool to help understand the risks associated with an offeror.
CMM的工具性：在過程改進時，可以運用CMM作為幫助企業達到業務目標的一個工具。在選擇軟件供應商時，可以運用CMM作為幫助鑒別與某個供應商相關風險的一個工具。
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