The Capability Maturity Model Integration (CMMI) has been broadly used for assessing organizational maturity and process capability throughout the world. Although most of the customers give priority to CMMI certified organizations over others for guaranteeing the quality, the nature of their rapid market change can no longer accept heavyweight plans, requirements specification, change requests, contract negotiation, and other documentation. Moreover, the rapid change in information technology has caused increasing the frustration more, especially that there are new competitors started using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation that is called “Agile” methodologies that have been adopted to tackle this challenge. Agile development methods and CMMI are often perceived to be at odds with each other. In fact, it’s possible to embrace both to dramatically improve business performance. This paper focuses on the verification of implementing CMMI Project Management process areas in agile organizations based on a real and practical experience in Agile and CMMI successful projects.
The authors are going to share their practical experiences in interpreting the CMMI model's project management practices in an Agile environment to address the model intent and not compromising on the credibility or value of the practices.