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be sensed during the interview process when conducting a gap analysis or a
more formal appraisal inside an Agile organization. In organizations in
which compliance is achieved more through a “policing” approach, I have
often found this same fervor and belief in the process missing.
Regardless of this observation, Agile organizations must still deal with the
common perception that they don't follow sound practices, and to be honest,
many organizations that claim to be Agile are in fact using the term as a
smoke screen to not comply and thus add to this perception.
13
Following the recommendation in Lesson 3 prepares the organization to deal
objectively with this perception by simplifying the tailoring process and
making the “must dos” clear and visible to all. A fundamental implication of
Lesson 3 is that no one tailors the “must do” practices. Everyone follows
them. Hopefully, the reader is starting to appreciate the importance of estab-
lishing such rules early before the TWGs develop the processes. If you follow
this recommended lesson, the TWGs must carefully consider what they
agree to place in the process “must do” packages because this must make
sense for all projects regardless of size or scale. Refer to Figure 4-2.
When you take this approach, which works well for organizations with
Agile cultures, tailoring the process is integrated with project planning. Tai-
loring guidelines are used during project planning to make “how to” project
specific decisions, such as decisions related to the use of certain tools. Since
these guidelines are packaged separately from the process “must dos,” the
process becomes very clear on what you are allowed to tailor and what must
never be tailored.
Policies/
Processes
“Must dos”
No one tailors
Used to aid tailoring,
which is integrated
with Project Planning
This is where
“how-to” decisions
are made
How-to Guides/
Tailoring Aids
Figure 4-2
Ta i l o r i n g a n d P r o c e s s A s s e t S t r u c t u r e
13. Refer to the NANO and GEAR case studies later in the topic.
