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In-Depth Information
By following this guidance, the visibility of compliance to the process
becomes more evident in an Agile organization, not less. Fuzzy tailoring
guidelines are now removed. It is for this reason I often make the claim that if
you follow my guidance in the tailoring area when moving an organization
with an Agile culture forward toward increased CMMI process maturity, you
will find you have an increase in control rather than the loss of control that
many falsely believe occurs in Agile organizations.
INSIGHT
Many managers fear Agile will mean a loss of project control,
but if you package your process assets and set up your tailoring guidelines
in accordance with the guidance in this chapter, you will increase control,
not lose control.
4.15 Process Asset Guidelines Used at BOND
Following are key guidelines we provided to the TWGs at BOND.
14
• Process “must dos” are packaged separately from guidelines (hard rule).
15
• No process is more than two pages (goal, soft rule).
• Processes do not contain “how-to” information or tool information
unless you have decided to mandate this across all projects regardless of
size or scale.
• Separate guidelines contain tailoring/planning options, and “how-to”
information.
• Processes don't stand alone; they require mentoring and training.
4.16 Different Organizations with Different Process
Asset Structures
LACM and BOND are different types of organizations in many ways. LACM
is large and product-centric; BOND is small and service-centric. LACM has
14. Refer to the appendices for example organizational process asset guidelines.
15. Refer to the example in the appendix of the Organizational Process Definition (OPD) Process description.
