Information Technology Reference
In-Depth Information
Table 10-1
Summary: How CMMI and Agile Help Each Other (Continued)
Associated Agile
Chap
Supporting Artifacts
CMMI Area
Ref
Sutherland 10 Percent Rule
PP, SP 1.2, Helps more accurate
8
estimates
Agile Scope Guide
REQM, SP 1.3, Helps manage
8
scope creep
Agile Push-Pull Guide
PMC, SP 1.1, Helps implement
8
Agile Master Schedule Guide
earned value, evolving requirements
and collaboration
Agile “Scenario” Training
GP 2.5, More effective just-in-time
8
training
Personal Safety Guide
GP 2.10, Helps communication with
8
Senior Management become more
accurate and effective
10.3 What Have We Learned from NANO and GEAR?
Alistair Cockburn has said:
“As much as I love to trust people, a weakness of people is being careless.
Sometimes it is important to simply trust people, but sometimes it is impor-
tant to install a mechanism to find out whether people can be trusted on a
particular topic.”
1
[5]
Currently as I conclude writing this topic, I am still involved actively helping
NANO and GEAR. To rapidly make a positive difference in both of these orga-
nizations and help them achieve their business objectives fast, we are deploying
process assets incrementally based on new project start opportunities. Our
approach is to release less process functionality if necessary—and focus on the
highest-value processes/practices based on specific identified weaknesses.
This allows us to help projects more quickly where help is needed most.
1. Refer to page 181 of
Agile Software Development, 2nd Edition
.
