Information Technology Reference
In-Depth Information
topic. These can help an organization find its right level of agility to be com-
petitive in today's rapidly changing world while maintaining appropriate
discipline
and
control
. You will also see a reference to CMMI Practices that can
be used as “reminders” to help ensure we are not forgetting proven practices
in times of high project stress.
Table 10-1
Summary: How CMMI and Agile Help Each Other
Associated Agile
Chap
Supporting Artifacts
CMMI Area
Ref
Pruning Process Assets
OPF SP 1.1, Establish Org Process
2
Leaning Peer Review Process
Needs, Helps Effective Decisions
with Limited Resources
Small Teams, Specific Measures,
CAR, SP 1.1, Select Data for
3
Rapid Action, Focus on “Handful”
Analysis, SP 2.1, Implement
of Keys (Simplicity)
Action
Select Subprocess “Threads”
QPM, SP 1.3, Select
3
That Cross Organizational
Subprocesses to Statistically
Boundaries
Manage
Agile Organizational Repository
OPD, SP 1.3, Helps apply tailoring
4
Structure
—balancing “unique needs” and
Agile “Must Do” Process
“meaningful consistency”
Packaging
Formalizing Informality—
RSKM, SP 3.1, Helps achieve real
4
“Doorway” Risk Management
intent—timely mitigation
Agile TWG
OPD, SP 1.1, Helps develop processes 4
that reflect what people really do
Agile Integrated Project
PP, SP 2.7, Helps capture planning
5
Management Plan (PMP)
decisions, rationale for people
selection
Agile Senior Management
GP 2.10, Helps Senior Management
5
Brief Guidelines
see more accurate objective data
Agile Action Items Guidelines
PMC, SP 2.3, Helps keep actions
5
from falling through cracks
