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• How Senior Management reviews, and an organizational training pro-
gram were successfully implemented in one Agile organization
• Issues faced in changing behavior in an Agile organization related to
sharing lessons, products, and measures outside individual projects
• Te c h n i q u e s t o re d u c e t h e r i s k o f a n u n s u c c e s s f u l C M M I a p p r a i s a l w i t h i n
an Agile organization
• What you can do to mitigate the common risk of lost process improve-
ment momentum after achieving a formal CMMI Level 3 rating
5.2 BOND Case Study Background
In the last chapter, we explained how Agile techniques can achieve the intent
of many CMMI expected practices. However, as successful small Agile orga-
nizations grow, weaknesses often surface that are not handled well by Agile
approaches alone. In this chapter we take another look at the same case
study focusing on common weaknesses often missed when applying Agile
practices, and how CMMI practices can help.
At BOND, CMMI model areas that required greater attention include:
• Project Planning (PP), Project Monitor and Control (PMC), and Risk
Management (RSKM)
• Generic Practices 2.3 and 2.4, Provide Resources and Assign Responsibility
• Generic Practice 2.10, Reporting to Senior Management
• Generic Practice 2.7, Stakeholder Involvement
• Generic Practice 3.2, Feedback to the Organization
• Measurement and Analysis Process Area (MA)
• Organizational Training Process Area (OT)
• Te c h n i c a l S o l u t i o n P ro c e s s A re a ( T S )
• Quality Assurance Process Area (PPQA)
• Organizational Process Focus (OPF) and Organizational Process Defini-
tion (OPD)
Organizational Process Focus (OPF) and Organizational Process Definition
(OPD) were covered in the last chapter. Before discussing the other areas
listed, I want to establish the context for this chapter by revisiting a key strat-
egy I recommend when using the CMMI model in an Agile organization.
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