Common Misunderstandings of Defined Processes and Agility - Integrating CMMI and Agile Development - page 140

did reflect to a point how the organization was currently running. To lever-
age the value of the existing work I recommended that we develop guidance
and rules to improve the processes and raise them up to where they needed
to be for a CMMI level 3 organization. Refer to Table 6-2 for techniques to
evolve deficient legacy processes. These recommendations are discussed in
the following paragraphs.
Table 6-2 Te c h n i q u e s t o E v o l v e D e f i c i e n t L e g a c y P r o c e s s e s
Use an incremental approach.
Start with OPD/OPF: Develop guidance and rules for developing, reviewing, and
approving process assets.
Consider using the CMMI framework as a roadmap.
Address key weaknesses at the organizational level (e.g., stakeholder matrix).
6.15 Develop an OPF and OPD Process at NANO
I recommended starting the process improvement effort within the Organiza-
tional Process Focus (OPF) and Organizational Process Definition (OPD)
process areas. At NANO, they had already moved forward with an effort to
document their processes, but no organizational level of guidance had been
provided to help them understand what should be included in those processes
or how to organize them. Furthermore, there was no clear process on how
process assets should be reviewed, approved, released, and updated within
the organizational process asset library. 2 I assisted NANO in developing these
processes by providing guidance similar to guidance I had given at BOND.
One of my first observations of NANO's processes was that they didn't have
a common format. There was no cover page with approval information, and
no revision information. My first step was to develop guidelines defining
what their processes should look like, what “minimum content” should be in
each, and how they should be structured. 3
2. An example of an Organizational Process Asset Review and Approval Process is provided in the
appendices.
3. Example guidelines for process assets and examples of an OPF and OPD process are provided in the
appendices.