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AGILE Methods and CMMI

AGILE Methods and CMMI. Annual Research Review & Executive Workshop Post Workshop Progress Report March 14, 2002. Participants. Karen Owens, The Aerospace Corporation Josh Hurvitz, IAI Peter Hantos, Xerox Richard Turner, GWU Christine Davis, SEI Gary Thomas, SEI Cyrus Chow, NASA

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AGILE Methods and CMMI

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  1. AGILE Methods and CMMI Annual Research Review & Executive Workshop Post Workshop Progress Report March 14, 2002

  2. Participants • Karen Owens, The Aerospace Corporation • Josh Hurvitz, IAI • Peter Hantos, Xerox • Richard Turner, GWU • Christine Davis, SEI • Gary Thomas, SEI • Cyrus Chow, NASA • Apurva Jain, USC-CSE and others… CSE Annual Research Review and Executive Workshop 2002

  3. Outline • CMMI Practices vis-à-vis Agility • Hypotheses • Differences - Core Values - Characteristics - Approach - Focus - Challenges • Similarities • Potential Research Areas, the Road Ahead… • Survey CSE Annual Research Review and Executive Workshop 2002

  4. CMMI Practices vis-à-vis Agility • “LEVEL 1” • Identify scope of work • Perform the work • “LEVEL 2” • Organizational policy for plan, perform • Requirements, objectives and plans • Adequate resources • Assign responsibility and authority • Train the people • CM for designated work products • Identify and involve stakeholders • Monitor and control to plan and take action if needed • Objectively monitor adherence to process and QA products/services • Review with upper management and resolve issues KEY {GREEN : Supportive, BLACK: Neutral, RED: Rough Edges} CSE Annual Research Review and Executive Workshop 2002

  5. CMMI Practices vis-à-vis Agility • “LEVEL 3” • Maintain as a defined process • Measure the process performance to support environment • “LEVEL 4” • Establish and maintain quantitative objectives for the process • Stabilize the performance of one or more sub-processes to determine its ability to achieve • “LEVEL 5” • Ensure continuous improvement to support business goals • Identify and correct root causes of defects KEY {GREEN : Supportive, BLACK: Neutral, RED: Rough Edges} CSE Annual Research Review and Executive Workshop 2002

  6. “LAW” “DISCIPLINE” “CHAOS” “CREATIVITY” Hypotheses • CMMI Toleration to Agile • 8 Supportive, 6 Neutral, 4 Rough Edges : Over 18 Practices • Supporting Appraisal in Agile Environment • CMMI Level 5 Organization and Agility • Agile Toleration to CMMI • Are the doors Open? CSE Annual Research Review and Executive Workshop 2002

  7. Differences • “Core Values” CSE Annual Research Review and Executive Workshop 2002

  8. Differences • “Characteristics” CSE Annual Research Review and Executive Workshop 2002

  9. Differences • “Characteristics” CSE Annual Research Review and Executive Workshop 2002

  10. Differences • “Approach” CSE Annual Research Review and Executive Workshop 2002

  11. Differences • “Focus” • “Challenge” CSE Annual Research Review and Executive Workshop 2002

  12. Similarities • Goal: High Performance Organization • Both Plan • Both are CMMs (Consultant Money Makers) • Both have Rules [Rules = Requirements of the Process] • Violations have serious repercussions • ‘SEPG’ & the ‘Process Police’ • Neither is Comprehensive • Not New Ideas • Based on Experience • Both may not work on ‘any’ project CSE Annual Research Review and Executive Workshop 2002

  13. Potential Research Areas • Can agility reduce the gap between People & CMMI? • How rough or incompatible are the identified rough edges? • How can the “Agile world” open the doors for CMMI? • Organizational life-cycle of the “Agile world”. • Improvement in Agile as a composite process [AKA “mindset”]. • Effectiveness of Agile in Cross-Discipline Paradigms CSE Annual Research Review and Executive Workshop 2002

  14. What’s next? • Survey • Please provide your feedback on identified similarities and differences. • Survey handouts has been made available. • Your valuable feedback matters, thank you! [We will make the results available on CSE’s website] CSE Annual Research Review and Executive Workshop 2002

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