Resumen
In this article, the author discusses some consultancy truths that he experienced in his consulting assignment. Given the popularity of the Software Engineering Institute's (SEI) Capability Maturity Model (CMM), the author decided to start there. He figured the CMM was a good place to look for a set of activities that good software organizations should be engaged in. In his view, the CMM is about management and about process and there seemed to be good reason to believe that his clients could have problems outside those boundaries. There was something deeply wrong with the organization he worked with and it was only marginally about process; it was only marginally about people and it was only marginally about technology. The problem was schedule. A choking, confining, impossible schedule. Managers and technologists of his clients knew all about making good design, writing good code, testing appropriately and how to encourage people to take responsibility for the work they did. They knew all that stuff, in spades. The problem was, they weren't being allowed to do it.