- 4.1 What You Will Learn in This Chapter
- 4.2 BOND Case Study Background
- 4.3 What Is a Gap Analysis and Why Is It Crucial for Agile Organizations?
- 4.4 Keys to Conducting a Gap Analysis for an Agile Organization
- 4.5 Example of "Potential Weakness" Against CMMI in an Agile Organization
- 4.6 Running Process Improvement like a Project
- 4.7 TWG Approach for Agile Organizations
- 4.8 Revisiting the Goal and Challenges on the Process Improvement Project
- 4.9 Alternative Practices and Tailored Agile TWG
- 4.10 Returning to the Peer Review Example
- 4.11 Tailored TWG Techniques and Lessons at BOND
- 4.12 Preparation Work for Running Agile TWGs
- 4.13 Packaging of Processes
- 4.14 An Agile Organizational Process Asset Structure
- 4.15 Process Asset Guidelines Used at BOND
- 4.16 Different Organizations with Different Process Asset Structures
- 4.17 Agile TWG Roles and Responsibilities
- 4.18 Effective Techniques to Run an Agile TWG
- 4.19 Separating the TWG Work from the Lead Offline Work
- 4.20 What Do You Do When You Find a Gap?
- 4.21 Answers to Common Questions When Running an Agile TWG
- 4.22 Do I Need a DAR Process?
- 4.23 Do I Need to Verify Everything I Develop?
- 4.24 Do I Need to Make Sure the Steps in My Processes Are in the Right Order?
- 4.25 Do I Need to Make Sure Process Descriptions Are Not Redundant?
- 4.26 Can Requirements Be Captured in an Email or PowerPoint Slides?
- 4.27 Do Requirements Need to Be Captured in Single "Shall Statements"?
- 4.28 Formalizing Informality
- 4.29 Summary
- 4.30 Summary: How Agile Helps CMMI
4.12 Preparation Work for Running Agile TWGs
When you are first preparing your organization to conduct Agile TWGs, you don't need to involve all the subject matter experts who will eventually be needed to help define your processes. The first few tasks to complete before the TWGs get going revolve around establishing the structure of the organizational repository and the process assets. These are discussed in the following paragraphs.
An Agile Organizational Repository Structure
The CMMI does not prescribe a structure for the organizational repository.9 The Process Improvement Lead at BOND with my assistance established the organizational repository structure. Unless there is a good reason for a different structure (e.g., non-CMMI process requirements), I recommend establishing a repository structure that aligns with the process area categories in the CMMI model. For example, the structure could be partitioned by Engineering, Management, and Support. Process Management could have its own partition or be included under Management. This decision is ultimately up to each organization and should be made based on legacy process structure, ease of use, and organizational culture. It is recommended that the repository structure not be structured to align with a specific organizational structure since organizational structures tend to change.