- 4.1 Goals of Agile Process Maturity
- 4.2 Why Is Agile Process Improvement Important?
- 4.3 Where Do I Start?
- 4.4 Understanding Agile Process Maturity
- 4.5 Applying the Principles
- 4.6 Recognition by the Agile Community
- 4.7 Consensus within the Agile Community
- 4.8 What Agile Process Maturity Is Not
- 4.9 What Does an Immature Agile Process Look Like?
- 4.10 Problems with Agile
- 4.11 Waterfall Pitfalls
- 4.12 The Items on the Right
- 4.13 Agile Coexisting with Non-Agile
- 4.14 IT Governance
- 4.15 ALM and the Agile Principles
- 4.16 Agile as a Repeatable Process
- 4.17 Deming and Quality Management
- 4.18 Agile Maturity in the Enterprise
- 4.19 Continuous Process Improvement
- 4.20 Measuring the ALM
- 4.21 Vendor Management
- 4.22 Hardware Development
- 4.23 Conclusion
4.12 The Items on the Right
The agile manifesto teaches us to value individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. But mature agile processes must have robust processes and tools, adequate documentation, and plans. You also don’t want to try to engage with customers without well-written contracts and clear agreements. The items on the right side of the agile manifesto are actually very important. It is also important to adjust your ceremony for the environment and culture in which your organization is operating.
4.12.1 Adjusting Ceremony
Agile processes are said to be “light” in terms of ceremony, which means that they are not overly burdensome with rigid verbose rules and required procedures, which are inherent in creating IT controls. Mature agile processes are able to adjust the amount of ceremony required to avoid mistakes and still get the job done. Although right-sizing the amount of process is a must-have, so is coexisting with non-agile processes when necessary.