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Mapping CMMI Level 2 to Scrum Practices:
An Experience Report
Jessica Diaz 1 , Juan Garbajosa 1 , and Jose A. Calvo-Manzano 2
1 Systems & Software Technology Group (SYST), E.U. Informatica
2 Dpto. LSIIS, Facultad de Informatica,
Technical University of Madrid (UPM), Madrid, Spain
yesica.diaz@upm.es, jgs@eui.upm.es, jacalvo@fi.upm.es
Abstract. CMMI has been adopted advantageously in large companies
for improvements in software quality, budget fulfilling, and customer sat-
isfaction. However SPI strategies based on CMMI-DEV require heavy
software development processes and large investments in terms of cost
and time that medium/small companies do not deal with. The so-called
light software development processes, such as Agile Software Develop-
ment (ASD), deal with these challenges. ASD welcomes changing require-
ments and stresses the importance of adaptive planning, simplicity and
continuous delivery of valuable software by short time-framed iterations.
ASD is becoming convenient in a more and more global, and changing
software market. It would be greatly useful to be able to introduce agile
methods such as Scrum in compliance with CMMI process model. This
paper intends to increase the understanding of the relationship between
ASD and CMMI-DEV reporting empirical results that confirm theoreti-
cal comparisons between ASD practices and CMMI level2.
Keywords: CMMI, Agile Software Development, Scrum.
1
Introduction
A wide range of large organizations rely on the Capability Maturity Model In-
tegration (CMMI) as indicator for organizational maturity and they enforce
that all their processes are a certain capability level of compliance. The rea-
son is that improvements in software quality, budget and milestones fulfilling,
and customer satisfaction usually have been associated with higher levels of
CMMI compliance [1] [2]. These improvements have been reported for example
by Galin et al. [3] who analyzed more than 400 projects during the 1990s about
plan-driven software development methods where continuous CMMI-based SPI
(Software Process Improvement) strategies were applied. However, medium and
small organizations, usually featured by sparse resources, have a lot of dicul-
ties to apply CMMI [4] [5] [6]. Some reported data prove that over 77 percent
of process improvements have taken longer than expected, and over 68 percent
have cost more than expected too [7].
At the same time organizations look for the improvement of their processes
and they must respond continually to changing environments in a global market.
 
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