Information Technology Reference
In-Depth Information
While we did involve high-level stakeholders, getting them to sign off on the
Scope document, we failed to flow the requirements down to involve the
people in the trenches.
This is a common weakness I have observed in many organizations and is
one of the primary fears management often expresses about Agile
approaches—that is, the fear of lost control. By using the CMMI at GEAR, we
were able to address this weakness by developing a stakeholder matrix. The
matrix was managed at the organizational level to help the company provide
the added focus it needed to ensure they were involving the right people at
the right time. Project work was bounded by the agreed-to scope. A simple
stakeholder matrix could have also helped me as a reminder on DART to
involve Al and Mike at the right time.
CMMI Helping Agile Assess Progress
The CMMI does not require a formal Earned Value Management Systems
(EVMS), but many large CMMI process mature organizations use them.
Some believe the following myth:
MYTH
Yo u c a n ' t u s e a f o r m a l E a r n e d Va l u e M a n a g e m e n t S y s t e m w h e n
using an Agile approach.
The mistake too often made that leads people to believe this myth is setting
up work packages and guidelines assuming a traditional waterfall devel-
opment approach. You can use a formal EVMS with an Agile approach as
long as you set up your work packages to agree with the actual work you
are planning to do.
LESSON 5
Since those involved on the finance side of organizations often lack experi-
ence with Agile approaches, developing guidelines for use of an EVMS when
using an Agile approach can help. I recommend such guidelines be devel-
oped with Engineering and Finance organizations working collaboratively.
The CMMI Project Monitor and Control process area, SP 1.1 states:
Monitor the actual values of the project planning parameters…
SP 2.1 states:
Collect and analyze the issues and determine the corrective actions…
