Information Technology Reference
In-Depth Information
4.29 Summary
We h a v e s h a re d m a n y e x a m p l e s i n t h i s c h a p t e r t o h e l p i l l u s t r a t e w h a t i s
mandated with the CMMI and what is not. “How-to” approaches are not
mandated. You do need “how-to” approaches and the CMMI expects that
you have them—but it doesn't mandate what they need to look like. They
can look traditional or Agile. CMMI doesn't give you the answers, but it does
tell you what questions you need to ask and answer for your organization
and your project teams.
The focus of this chapter has been on extracting the real “as-is” process and
packaging the results. However, even in very successful Agile organizations,
there are practices within the CMMI where the intent is not being achieved.
In these cases, often adding activities might be needed. Understanding the
rationale for these added practices and how they were handled at BOND is
the focus of the next chapter.
4.30 Summary: How Agile Helps CMMI
The following table provides a summary of how Agile approaches discussed
in this chapter help the CMMI.
Table 4-3
How Agile Helps CMMI
“How-to” Approach in Agile Environment
How It Helps CMMI
“Doorway” Risk Management
Helps us implement Risk Manage-
ment effectively achieving its real
intent and timely risk mitigation
Customer demos early, continuous
Helps us implement the intent of the
informal reviews
Ver ification PA by identifying defects
early and opportunities for improvement
Ta i l o r e d A g i l e T W G / G a p A n a l y s i s
Helps us develop processes that
approach
reflect practical and proven techniques
that work, and what people really do
