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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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4.20 What Do You Do When You Find a Gap?

A second gap analysis against the CMMI model is conducted offline by the TWG lead after the initial sorting out of the notes from the TWG session and creation of the initial draft Process and Guidelines documents.

When a gap is found, it usually becomes a topic for a follow-on TWG session where the group is also reviewing and commenting on the draft process and guideline artifacts. This is where the facilitator should be in the "discovery" and "digging" mode as discussed earlier. Questions to be asking during this session include:

  • Is there a problem in the organization because this practice is not happening?

Usually, through this digging process if there isn't a problem in the organization, the group should be able to uncover what is being done to accomplish the intent of this practice. Once this is discovered it should be added to the process documentation so it can be shared with others in the organization during training as discussed earlier.

If the answer is "yes," the next question should be:

  • Do we all agree the organization should be "stretching" at this time to change its behavior to accomplish this practice?

If the group agrees the answer is "yes," they might decide to add the must-do to the process. However, each decision should be carefully considered because we are now creating some of the most difficult potential process improvement work—that is, behavior change in the organization. This will require documentation, and training with rationale as to why this new practice is needed to help the organization achieve its business goals.18

Section II Answers to Common Questions

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