Information Technology Reference
In-Depth Information
to provide documented aids that can help us more accurately estimate tasks
by considering all the “attributes” of the task.
This is an example how the CMMI can help our people execute Agile prac-
tices more effectively, helping us become better estimators of our work. In
the next example, we look at how the CMMI can help us prioritize our work.
CMMI Helping Agile Prioritize
Agile practices encourage the team to focus on high-risk work early, maxi-
mizing value to the customer. Risk is based on uncertainty, which is reduced
as planned mitigation steps are executed and knowledge is gained. Organi-
zations that use the CMMI Risk Management Process Area develop lists of
typical sources of risk to help their people think through and identify the
most likely risk areas within their work domain.
Using the CMMI helps organizations institutionalize the process of review-
ing risk mitigation plans regularly. Mitigation means to lessen the risk. When
organizations first move in the Agile direction, decisions on what work to do
early, and what to defer, can be difficult. The wrong decision can inadver-
tently increase rather than decrease risk. On DART, we deferred work
because we thought it was low risk. That work should have been analyzed
earlier to reduce uncertainty. This ultimately led to a schedule slip.
How could the CMMI have helped us make a better decision on DART?
Using a defined Risk Management Process with guidelines is one way. Other
CMMI helpful areas for prioritizing work can be found in the Project Plan-
ning Process Area. CMMI Project Planning Process Area, SP 2.1 states:
Establish and maintain the project's budget and schedule.
Traditionally, organizations e x e c u t e t h e b u l k o f t h e p l a n n i n g a c t i v i t y u p
front. Nothing in the CMMI requires this. In fact, a related tip in CMMI
guidelines topic says:
The use of Agile software methods is an important variation. Agile software
methods use user or customer feedback in one phase to drive what takes place
in the next.
The CMMI also encourages documenting schedule guidelines and involving
relevant stakeholders in all activities. Jeff Sutherland's 10 percent rule is an
example of a practical guideline for involving relevant people in the next
increment planning activity to determine the priority work that should be
taking place.
