這個看法出自於CMMI的始作俑者-SEI。在其出版的Technical Note: CMMI or Agile: Why Not Embrace Both! (CMU/SEI-2008-TN-003)第23頁中提到：

"許多人都太過性急，而不能透過判斷，宣告成敗。他們期望立即獲得結果，且通常假設該等結果將持續到永遠。首個使用Agile或CMMI的專案一定得成功，否則，全新的作法嘗試，就會被貼上失敗的標籤；同樣地，成功的專案就拿來當成是組織層級、制度化的型樣。實際上，這兩種都不是常見的情況。幾乎沒有一個個案研究顯示，數年之後，在環境、專案、人員與管理階層都發生改變後，組織仍然能夠獲得相同的成功。

Many are too quick to pass judgment, declare victory, or declare failure. They expect instant results and often assume that those results will persist ad infinitum. The first project using Agile or CMMI has to be a success or the newly tried approach is labeled a failure; equally, one success is assumed to represent an organization-level, institutionalized pattern. The reality is that neither is generally the case. There are few case studies in which the organization still exhibits the same success a few years later after the environment, projects, personnel, and management have changed."

同樣的道理，是否導入了CMMI 就一定能把事情做好呢？其答案就不言可喻了..

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CMMI or Agile: Why Not Embrace Both! (CMU/SEI-2008-TN-003)第7頁, 3.1 Misuse 中提到：

不論是分析CMM或CMMI，有件事是兩作品(works，指CMM與CMMI)所共有，且使之具有獨特性—它們是模型，而非標準，用來改善產品品質與過程效能。

然而，在將近二十年間，軟體業界歷經人們誤將評鑑評等當作(取得契約的)進入準則(entry criteria)、混淆評鑑評等為業務績效測量(measures of business performance)、以及誤將模型當作標準，適用在產生符合契約需求之產品的環境中等的後果。
以這種方式來使用，CMM與CMMI最佳常規被錯誤解讀及誤用。絲毫不誇張地說，任何的作法，在這種環境下，要改善組織業務目標的達成，在克服對RFP需求與對多年契約的熱切競逐的強調方面，是有困難的。

Whether analyzing the CMM or CMMI, there is one thing shared by both works that makes them unique—they are models, not standards, for improving product quality and process performance.
However, for nearly two decades, the software industry has experienced the result of people misusing appraisal ratings as entry criteria, confusing appraisal ratings for measures of business performance, and misapplying a model as a standard in an environment in which products are created to meet contractual requirements.
Used in this way, CMM and CMMI best practices were misinterpreted and misused. It is not an exaggeration to say that any approach to improve an organization’s achievement of business objectives in such an environment would have difficulty overcoming an emphasis on RFP requirements and keen competition for multi-year contracts.

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