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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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4.27 Do Requirements Need to Be Captured in Single "Shall Statements"?

This question often arises in Agile organizations that do requirements using user stories or use cases. First, there is no expected practice in the CMMI with respect to "shall statements." The same questions concerning the management of requirements through the life cycle, and traceability, need to be asked. In many Agile organizations, user stories or use cases are often found to help the developers initially understand the requirements and to develop the test cases. Once these test cases are established, the cases themselves often become the agreed-to requirements with the customers. If your customer agrees to this approach, this may suffice to achieve the intent of the requirements management specific practices related to requirements change management and traceability. This is an example where an organization needs to ask a number of "what if" questions related to future potential changes and possible consequences before making such decisions. Other good questions to ask at this time related to the way your organization currently operates include:

  • Is there a problem in the organization with respect to Requirements Management?
  • Do customers ever come back and challenge an earlier decision with respect to a requirement change?

Nothing in the CMMI says that a managed test document cannot meet the intent of managing requirements. Asking these types of questions that naturally result when using the CMMI model will often lead to very good discussions in your TWGs that help an organization understand its own processes better and where some process modifications could be of benefit.

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