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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