The ability of an organization to carry out its mission on time and within budget is claimed to improve as the CMM level increases.
Tom Schorsch USAF as part of a graduate project at the Air Force Institute of Technology[1] provides the definitions for CIMM.
Kik Piney, citing the original authors, later adapted the model to a somewhat satirical version that attracted a number of followers who felt that it was true to their experience.
Piney's structure, truer to the original, uses the terms incompetent, obstructive, antagonistic and psychotic.
The organization pays lip service, often with excessive fanfare, to implementing engineering processes, but lacks the will to carry through the necessary effort.
The processes chosen typically omit or shortcut essential components of recognized methods (e.g. "6-week Six-Sigma" or "Lean CMM"), which are flexible and can cover both good and bad practices.