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📄 Contents

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  1. 4.1 What You Will Learn in This Chapter
  2. 4.2 BOND Case Study Background
  3. 4.3 What Is a Gap Analysis and Why Is It Crucial for Agile Organizations?
  4. 4.4 Keys to Conducting a Gap Analysis for an Agile Organization
  5. 4.5 Example of "Potential Weakness" Against CMMI in an Agile Organization
  6. 4.6 Running Process Improvement like a Project
  7. 4.7 TWG Approach for Agile Organizations
  8. 4.8 Revisiting the Goal and Challenges on the Process Improvement Project
  9. 4.9 Alternative Practices and Tailored Agile TWG
  10. 4.10 Returning to the Peer Review Example
  11. 4.11 Tailored TWG Techniques and Lessons at BOND
  12. 4.12 Preparation Work for Running Agile TWGs
  13. 4.13 Packaging of Processes
  14. 4.14 An Agile Organizational Process Asset Structure
  15. 4.15 Process Asset Guidelines Used at BOND
  16. 4.16 Different Organizations with Different Process Asset Structures
  17. 4.17 Agile TWG Roles and Responsibilities
  18. 4.18 Effective Techniques to Run an Agile TWG
  19. 4.19 Separating the TWG Work from the Lead Offline Work
  20. 4.20 What Do You Do When You Find a Gap?
  21. 4.21 Answers to Common Questions When Running an Agile TWG
  22. 4.22 Do I Need a DAR Process?
  23. 4.23 Do I Need to Verify Everything I Develop?
  24. 4.24 Do I Need to Make Sure the Steps in My Processes Are in the Right Order?
  25. 4.25 Do I Need to Make Sure Process Descriptions Are Not Redundant?
  26. 4.26 Can Requirements Be Captured in an Email or PowerPoint Slides?
  27. 4.27 Do Requirements Need to Be Captured in Single "Shall Statements"?
  28. 4.28 Formalizing Informality
  29. 4.29 Summary
  30. 4.30 Summary: How Agile Helps CMMI
This chapter is from the book

This chapter is from the book

Integrating CMMI and Agile Development: Case Studies and Proven Techniques for Faster Performance ImprovementIntegrating CMMI and Agile Development: Case Studies and Proven Techniques for Faster Performance Improvement

Learn More Buy

This chapter is from the book

This chapter is from the book

Integrating CMMI and Agile Development: Case Studies and Proven Techniques for Faster Performance ImprovementIntegrating CMMI and Agile Development: Case Studies and Proven Techniques for Faster Performance Improvement

Learn More Buy

4.29 Summary

We have shared many examples in this chapter to help illustrate what is 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.

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