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📄 Contents

  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
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4.16 Different Organizations with Different Process Asset Structures

LACM and BOND are different types of organizations in many ways. LACM is large and product-centric; BOND is small and service-centric. LACM has decided to mandate a number of tools and standards across their organization to support more effective product-centric development and reuse. BOND has decided it makes sense to mandate few standards and few tools because their business is software service oriented, and they need to be flexible in supporting whatever tools and standards are required based on the constraints of each project.

The resulting organizational repository structures in these two organizations are very different in size and structure based on their different business strategies, but both are "CMMI compliant"16 because they have been developed based on each organization's business needs.

While their organizational repository structures are different, both organizations have achieved formal advanced CMMI levels using these different structures. Contrary to popular myths, the CMMI does not mandate an organizational repository "superstructure" as I have often heard Agile proponents claim.

The CMMI does require each organization to document its processes and maintain those processes at the organizational level where they can be shared and tailored to meet the needs of each project. How you execute your tailoring is up to each organization based on its business needs. The choice is yours as to the size, structure, and agility of your process assets. Nothing in the CMMI OPD expected practices is counter to an Agile approach.

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