Information Technology Reference
In-Depth Information
Chapter 3
Agility and the Higher
CMMI Level Practices
Scenario:
Yo u a r e a C M M I l e v e l 3 o r g a n i z a t i o n , a n d y o u ' v e b e e n c o n s i d e r i n g t a k i n g
your organization to level 4 and 5, but you are unsure if this is the right path to help
your organization achieve its efficiency and productivity goals. You've heard level 4
means statistical process control
1
and you are worried that the control charts you'll
need to develop won't provide the real payback in project performance. So what can
you do? What options do you have?
3.1 What You Will Learn in This Chapter
2
• The real intent of CMMI level 4 and 5 practices and how one organization
achieved this intent by using Agile and Lean techniques with the CMMI
• How one organization modified its measurement program to align with
its real information needs
1. This is a myth. Statistical process control is just one possible approach, and you will learn in this chap-
ter about other possible approaches.
2. This chapter is not intended to tell you everything you need to know before you initiate process improve-
ment in CMMI high maturity process areas; rather, it addresses issues relative to Agile. Reference the
“Understanding CMMI High Maturity Practices” course and the CMMI and Six Sigma courses at the SEI for
more information.
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