Information Technology Reference
In-Depth Information
Table 1-4 Key Agile Practices Discussed in This Topic (Continued)
Agile Practice
Brief Description
Te a m r e t r o s p e c t i v e s
Te a m p e r i o d i c a l l y r e f l e c t s o n i t s p r o c e s s e s ,
frequently making improvements the team
agrees can help their performance.
Rapid response to changing
By keeping the iterations short and continually
customer needs
communicating with the customer, the team is
able to change priorities on shorter cycles, if
required.
Agile Terminology Used in This Topic
The phrase “Agile approach” refers to the extension of Agile concepts to
include the critical domains of Systems Engineering and Project Manage-
ment, and software. By “Agile organization,” I mean an organization that
uses an Agile approach on the majority of its projects.
The term “hybrid Agile” refers to the use of a blend of traditional and Agile
techniques. The phrase “Agile-like” or “wannabe Agile” refers to organiza-
tions that are trying to use an Agile approach, but are missing key
ingredients of true agility.
For more information on Agile methods, refer to [7, 8, 9].
1.3 General Information about the Case Studies
What I share in the case studies in the topic is what happened, and the
thought process we went through using the CMMI model to make process-
related project management and systems engineering decisions. It is my
hope that by sharing this level of detail, those on both sides of the
Agile-CMMI divide can begin to see how using the CMMI model in the
manner discussed supports the common goal we all strive for.
Each case study focuses on specific subjects related to CMMI and Agile,
explained further at the start of each chapter. Earlier case studies in the topic
sometimes begin to touch on a subject that is more germane to a later case
Search WWH ::




Custom Search