I've been involved on software people and process improvement consulting for more than 15 technology to years. Along the way, I've noticed a significant change in people's perception of the worth of software engineering practices. But remarkably, relatively little has changed in how companies approach SPI. For all the debate about content and appropriateness, the SEI's Capability Maturity Model has been well defined. Unfortunately, it represents a destination, not a road map. Too often, organizations that take the SPI journey are looking for a magic route: a single, one-size-fits-all strategy that guarantees higher process-maturity levels. In reality, dozens of possible strategies will get the organization to its goal.