Bringing Process Maturity to Agile Organizations—Part I
- 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
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Paul E. McMahon discusses five popular myths about processes in Agile organizations, common challenges faced initiating a CMMI process improvement effort within an Agile organization, successful techniques to guide a small growing Agile organization to CMMI level 3 while maintaining an Agile culture, answers to common questions related to developing Agile processes, and practical techniques to structure an organizational repository supporting agility and CMMI compliancy.This chapter is from the book
Scenario: You are a small Agile organization that is successful and growing, but to date you have few documented processes and no formal training program for your people. To maintain your success as you grow you are going to need more process discipline. You would like to start a CMMI process improvement effort. However, you fear losing the Agile culture that has led to your current success. So what should you do? What options do you have?
4.1 What You Will Learn in This Chapter
- Five popular myths about processes in Agile organizations
- Common challenges faced initiating a CMMI process improvement effort within an Agile organization
- Successful techniques to guide a small growing Agile organization to CMMI level 3 while maintaining an Agile culture
- Answers to common questions related to developing Agile processes
- Practical techniques to structure an organizational repository supporting agility and CMMI compliancy
Section I Key Case Study Points1
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