Nice way to go fully orthogonal ad hominem while not addressing the actual subject at hand. Did you find your debate skills in a cereal box? Froot Loops, perhaps?
OK for the record: I wrote my first multi-thousand line program in 1978. I was 12 at the time. I hold a PhD in experimental nuclear physics, a PMP certification (project management), have forgotten the details of approximately 119 programming languages that I have learned over the decades (although for some reason, good old fashioned K&R C sticks with me like a bad habit), and don't bother with certifications until my employer wants me to get one for some reason or another, at which point I do what any professional does: I go buy the book, read up until I feel confident I can pass the exam on the first try, and then pound the exam into dust.
The PMP is one example; I had to get that to satisfy the company policies when they promoted me from Chief Engineer to manager of an entire operating division that numbered about 150 people. I took the mandated class and then the exam, out-scoring every single one of the multi-decade experienced program managers who were working for me when I took over the division. Then I went on to grow that division from $24M/yr to $35M/yr in 2 years, when the company split my division in half because it had gotten too big. Then I took the $20M piece and grew it to $35M again in another two years, at which point it was (again) the single largest division in the company.
So: you are demonstrably, provably wrong in your assumptions about what I know about software engineering, business management, and probably everything else you think you can guess about me based on a single post. You also clearly don't understand the complexities of CMMI, how a company earns such a certification, and what the implications and resulting process burdens are downstream of the cert.
Surprisingly, there is one nugget of half truth in the steaming torrent of verbal diarrhea that was your unprovoked attack. You said "Your business was fucked long before CMMI even if you couldn't recognize it." The truth is that there were things wrong with the company, but we were doing just fine overall. The problem is that CMMI added so much friction to the way we worked that the previously minor problems became huge ones. The fundamental mistake the company made was playing along with SEI's demand that we apply CMMI to the entire company rather than just the division that had the mandate to attain at least Level 3. That project was OK with taking 3 years to develop 50k lines of code, and was more than happy to see costs in the $5-10 per SLOC range. The average customer is not OK with those parameters. Incidentally, the project in question was ultimately canceled (not just our part, but the entire acquisition), with sunk costs so high that it makes the taxpayer in me weep like a baby who just dropped the ice cream ball out of the cone. But we made every deadline, met every cost target, and hit every defect density goal. Thank you, CMMI, for making our customer so happy with our performance that they gave us upwards of 97% of the maximum award fee (it was a CPAF contract) but making the overall project so expensive that even the US Congress choked on the bill and killed the thing.
Hey kid, running a software business requires much more than just disparaging other professionals whose skills and history you nothing about. You need to learn what you don't know, then get back to me about...
Oh let's just cut to the chase: go fuck yourself.