Information Technology Reference
In-Depth Information
• Answers to common questions related to developing Agile processes
• Practical techniques to structure an organizational repository supporting
agility and CMMI compliancy
Section I
Key Case Study Points
1
4.2 BOND Case Study Background
In July 2007, I participated in a formal CMMI appraisal with the goal of achiev-
ing a full-staged (18 process areas) CMMI level 3 for a client I will refer to as
BOND. I began helping this client years earlier when they had virtually no
written processes, or training, and only 25 people. The company, which was
started by two retired military men, had been rapidly growing at a rate of over
30 percent a year reaching over 150 people by the time of the 2007 appraisal.
The key challenge I was presented with at the onset was to help the orga-
nization add the needed process discipline the CMMI could bring to help
them continue to manage their projects effectively as the organization grew.
The owners also stressed the importance they placed on maintaining the suc-
cessful Agile culture that they felt was an important component of their
business success.
After I initially executed a gap analysis (I will explain what a gap analysis is
shortly) against the CMM model for this organization in 2001, they
attempted for a few years to move forward with their process initiative on
their own, but were unsuccessful.
In 2003, I executed a second gap analysis (this time using the CMMI model).
Subsequent to the presentation of my gap analysis findings to Senior Manage-
ment, I was asked to become more involved in assisting the organization's
process improvement effort.
They asked—as many clients do—if I had CMMI-compliant processes that
could expedite their CMMI goals. I replied that I could help them develop
1. While the approaches described in this case study work for an Agile organization, they are actually
intelligent ways to work in any organization.
