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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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4.3 What Is a Gap Analysis and Why Is It Crucial for Agile Organizations?

Whenever I am asked to help a small Agile organization improve its process maturity, I always recommend we start with a gap analysis against the CMMI model. 2 The purpose of a gap analysis is to assess where an organization currently is from a process perspective and identify gaps based on the CMMI model. The result is a strengths and weaknesses report and an initial set of recommendations to help the organization achieve its current process goals.

When I present weaknesses I have observed based on the CMMI model practices, I always stress that these might or might not be actual weaknesses in the organization that require actions. Part of the follow-on plan always includes more analysis of these "potential weaknesses" to determine the proper course of action given the organization's business situation and process needs.

Executing a gap analysis is important for any organization initiating a process improvement effort because it facilitates the most effective plan based on the correct priorities for that particular organization. I now want to share the key points on how I conduct a gap analysis for an Agile organization, and why the approach you use when doing a gap analysis is crucial when it comes to agility. This will lead to a discussion of additional techniques I use to help Agile organizations move forward with a successful CMMI process maturity effort.

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