The Capability Maturity Model Integration (CMMI) has been broadly used for benchmarking the organizations maturity and process capability throughout the world. CMMI model is very reach with its goals and practices that come from real projects experiences to support the organizations. However, some times the way it is implemented, consulted and may be appraised put it in the wrong shape and wrong perception. Changing the mindsets is a big challenge to reset the direction of CMMI implementation toward its right way. We believe this corrupted culture of CMMI implementation is the main reason behind attacking Agile as a methodology for CMMI implementation. 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 increased the frustration more. Using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation is one of the main characteristics of 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 not challenging to embrace both to dramatically improve business performance if we think out of the box by not expecting certain work products and when we look for the value and understand the purpose of CMMI practices rather than the evidences for the appraisal. This paper clarifies how Agile and CMMI work together in brief, and focuses on the implementation of Requirements Development and Management process areas in agile organizations based on a real and practical experience in Agile CMMI successful projects.
CMMI 10th Annual Technology Conference and User Group
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