By Paul E. McMahon
Many businesses that experience enhanced method adulthood via potential adulthood version Integration (CMMI) now additionally wish higher agility. Conversely, many companies which are succeeding with Agile equipment now wish some great benefits of extra mature methods. the answer is to combine CMMI and Agile. Integrating CMMI and Agile improvement bargains extensive counsel for melding those approach development methodologies. It provides six specific case stories, in addition to crucial real-world classes, big-picture insights, and error to prevent. Drawing on a long time of strategy development adventure, writer Paul McMahon explains how combining an Agile strategy with the CMMI strategy development framework is the quickest, preferable technique to in attaining your enterprise goals.
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Extra info for Integrating CMMI and Agile Development: Case Studies and Proven Techniques for Faster Performance Improvement
But unfortunately, the Systems Engineers who are assigned don’t understand the products we use to achieve many of the customer’s requirements. The way I see it, most of the work they end up doing is just a rehash of old requirements and usually provides little real value. We should be reusing more of the requirements and just making updates that make sense from the customer perspective and where we know we can improve the product. But unfortunately we spend huge sums of money continually reinventing and diddling in DOORS and we don’t get the value from this effort that we should because the Systems Engineers aren’t talking to the developers who understand our products.
This would be an example of using level 4 and 5 as intended. Note here that these provide more examples just like the procurement case where by asking deeper questions one would be likely to drive down to some very specific root causes where actions could be taken to help resolve real issues that could help on-going projects. Based on what I have seen in the past there is a good chance the issues will cross organizational boundaries. Too often, what I have observed are subprocesses placed under control that have not been chosen for the right reasons.
23 How LACM Handled Measurement and Analysis from the CMMI Perspective At LACM, a measurement process was written based on the business needs of the organization. That process was mandated by Senior Management for all projects. 15 In most cases, I recommend that only “what you must do” and not “how you do it” should be placed in nontailorable process assets. But there are certain processes in an organization where it might make sense to mandate “how to” information. This is because of culture and criticality to the business.