This document discusses how principles of the Capability Maturity Model Integration (CMMI) can be joined with practices of Agile software development to create an integrated software development system. It provides learning outcomes which are to understand how Agile and CMMI can be joined in a single approach, how connections between Agile disciplines and CMMI process areas will be shown, and how this can be demonstrated through an example project. The document then maps specific Agile practices, such as those from Scrum, to CMMI process areas at maturity level 2, such as project planning and project monitoring and control.

1. CMMI and Agile
Joining Principles With Practice To Produce A Single
Integrated Software Development System
Glen B. Alleman
Program Planning and Controls
June 23, 2011
Profession Develop Day (PDD)
Grapevine Convention Center
1209 South Main Street
Grapevine, TX 76051

2. Learning Outcomes for Today
It is possible to join Agile
and CMMI in a single
integrated approach to
software development?
How connections
between Agile
disciplines and phases;
and the CMMI Process
Areas will be shown?
How can we
demonstrate these
connections through an
example project?
2/22
Our paradigm is to add Agile to CMMI

3. 1. Where Are We Going?
2. How Do We Get There?
3. Do We Have Enough
Time, Resources, And
Money To Get There?
4. What Impediments Will
We Encounter Along The
Way?
5. How Do We Know We
Are Making Progress?
IMMUTABLE
Of Project Success
Project Success
3/23

4. CMMI provides guidance on general
systems development practices and
institutionalization of process practices
across the project, program, or
organization.
CMMI is a process model, not a process
description.
CMMI is a set of principles for
process improvement
4/22

5. Fundamental Differences
Between CMMI and Agile
5/22
CMMI lists
WHAT good
practices are
recommended
Agile Scrum
describes
HOW to
perform good
practices

6. The Simple Plan For Agile In The
Presence Of CMMI
Before
Before
Before
While
6/22

7. Both Principles and Practices
Are Necessary for Success
Principle
▼
Practice
▼
A comprehensive and
fundamental law
To carry out or apply
The “join” of Principles and
Practices is the basis of a
software development
lifecycle (SDLC) across all
business locations
7/22

8. 12 Principles of the Agile
Manifesto
8/22

9. Work is required to integrate Principles of
CMMI with Practices of Agile Software
Development
 Establish a bi–direction connection between CMMI and Agile
 Identify Maturity Level 2 & 3 Process Area Disciplines in Agile
 Develop a roadmap for applying Agile to a variety of project
types within CMMI Maturity Level 3
9/22

10. Principles of CMMI include …
 Process discipline leads to predictable performance
– Say what you do, do what you say
 Conscience choices lead to better processes
– Identify relevant stakeholders
– Identify work products
– Define validation procedures
 Organizational learning improves project performance
– Capture what works and doesn’t work
– Have rules guide projects
– Define expected processes and let project tailor them to fit
– Capture work products and measures and learn from them
10/22

11. CMMI–DEV V1.2 Process
Maturity Levels
Process characterized for projects
and is often reactive
Process characterized for the organization and
is proactive
Process measured and controlled through formal data
gathering and assessment processes
Focus is on continuous process improvement through
assessment, feedback and preemptive corrective actions
Level 4:
Quantitatively
Managed
Level 1:
Performed
Level 2:
Managed
Level 5:
Optimizing
Level 3:
Defined
Each maturity level is a layer in the foundation
for continuous process improvement – no skipping levels
Process unpredictable, poorly
controlled and reactive
11/22

12. GG’s
GP’sSP’s
Common
Features
SG’s
PA’s
The Top Level Structure of
CMMI
®
Commitment
to Perform (CO)
Maturity Levels
Specific Goals
Process Area 2Process Area 1 Process Area n
Ability
to Perform (AB)
Directing
Implementation (DI)
Verification (VE)
Activities
Performed
Generic Goals
...
Subpractices
Amplifications
Elaborations
Specific
Practices
Subpractices
Amplifications
Elaborations
Generic
Practices
12/22

13. The CMMI Model
Maturity Level Process Areas
5 – Optimizing Organizational
Innovation &
Deployment
(OID)
Causal
Analysis and
Resolution
(CAR)
4 – Quantitatively
Managed
Organizational
Process
Performance
(OPF)
Quantitative
Project
Management
(QPM)
3 – Defined Organizational
Process Focus
(OPF)
Organizational
Process
Definition
(OPD)
Organizational
Training
(OT)
Integrated
Project
Management
(IPM)
Risk
Management
(RSKM)
Decision
Analysis and
Resolution
(DAR)
Requirements
Development
(RD)
Technical
Solution
(TS)
Product
Integration
(PI)
Verification
(VER)
Validation
(VAL)
2 – Managed Requirements
Management
(REQM)
Project
Planning
(PP)
Project
Monitoring
and Control
(PMC)
Supplier
Agreement
Management
(SAM)
Measurement
and Analysis
(MA)
Process and
Product
Quality
Assurance
(PPQA)
Configuration
Management
(CM)
13/22

14. Process Management Acronym ML 2 ML 3 ML 4 ML 5
Organization Process Focus OPF
Organization Process Definition OPD
Organization Training OT
Organization Process Performance OPP
Organizational Innovation and Deployment OID
Project Management Level 2 Level 3 Level 4 Level 5
Project Planning PP
Project Monitoring and Control PMC
Supplier Agreement Management SAM
Integrated Project Management IPM
Risk Management RSKM
Quantitative Project Management QPM
Engineering Level 2 Level 3 Level 4 Level 5
Requirements Management REQM
Requirements Development RD
Technical Solution TS
Product Integration PI
Verification VER
Validation VAL
Support Level 2 Level 3 Level 4 Level 5
Configuration Management CM
Process and Product Quality Assurance PPQA
Measurement and Analysis MA
Decision Analysis and Resolution DAR
Causal Analysis and Resolution CAR 14/22

15. Agile and CMMI Mapping
http://www.improk.com/services/agile-and-cmmi-mapping 15/22

16. PP
16/22
CMMI Practice Scrum Practice
SP 1.1 Establish a top-level work breakdown
structure (WBS) to estimate the
scope of the project.
The standard tasks used in a Scrum process combined with
specific project tasks (Scrum Backlog).
SP 1.2 Establish and maintain estimates of
the attributes of the work products
and tasks
Story points, used to estimate the difficulty (or relative size)
of a Story (requirement).
SP 1.3 Define the project life-cycle phases
upon which to scope the planning
effort.
The Scrum process.
SP 1.4 Estimate the project effort and cost
for the work products and tasks
based on estimation rationale.
Scrum Ideal Time estimate (similar to billable hours or Full-
time Equivalents).
Implementing Scrum (Agile) And CMMI® Together, Neil Potter and Mary Sakry
Mapping CMMI Level 2 to Scrum Practices, EuroSPI, 2009, CCIS 42 pp. 93-104

17. PP
17/22
CMMI Practice Scrum Practice
SP 1.1 Establish a top-level work breakdown
structure (WBS) to estimate the
scope of the project.
The standard tasks used in a Scrum process combined with
specific project tasks (Scrum Backlog).
SP 1.2 Establish and maintain estimates of
the attributes of the work products
and tasks
Story points, used to estimate the difficulty (or relative size)
of a Story (requirement).
SP 1.3 Define the project life-cycle phases
upon which to scope the planning
effort.
The Scrum process.
SP 1.4 Estimate the project effort and cost
for the work products and tasks
based on estimation rationale.
Scrum Ideal Time estimate (similar to billable hours or Full-
time Equivalents).
Implementing Scrum (Agile) And CMMI® Together, Neil Potter and Mary Sakry
Mapping CMMI Level 2 to Scrum Practices, EuroSPI, 2009, CCIS 42 pp. 93-104

18. PP
18/22
CMMI Practice Scrum Practice
SP 2.1 Establish and maintain the project’s
budget and schedule.
 Scrum estimates (in Ideal Time).
 Estimates of what work will be in each release.
 Sprint Backlog.
 Project Taskboard.
SP 2.4 Plan for necessary resources to
perform the project.
 Scrum estimates in Ideal Time
 Release plan, Sprint Backlog and assignments.
SP 2.6 Plan the involvement of identified
stakeholders.
 Scrum process roles (including team, Scrum Master,
Product Owner).
 [Note: The stakeholders listed in Scrum might not be the
complete list of stakeholders for the project, e.g.,
customers, other impacted teams.]
SP 2.7 Establish and maintain the overall
project plan content.
 Scrum release plan.
 Sprint Backlog.
 Project Taskboard.
 [Note: The term “plan” in CMMI refers to additional plan
components (such as risks and data management) that
are not called out specifically in Scrum.]
Implementing Scrum (Agile) And CMMI® Together, Neil Potter and Mary Sakry
Mapping CMMI Level 2 to Scrum Practices, EuroSPI, 2009, CCIS 42 pp. 93-104

19. PP
19/22
CMMI Practice Scrum Practice
SP 3.1 Review all plans that affect the project to
understand project commitments.
 Sprint planning meeting.
 Daily Scrum meeting
SP 3.2 Reconcile the project plan to reflect available
and estimated resources.
 Sprint planning meeting.
 Daily Scrum meeting
SP 3.3 Obtain commitment from relevant
stakeholders responsible for performing and
supporting plan execution.
 Sprint planning meeting.
 Daily Scrum meeting
Implementing Scrum (Agile) And CMMI® Together, Neil Potter and Mary Sakry
Mapping CMMI Level 2 to Scrum Practices, EuroSPI, 2009, CCIS 42 pp. 93-104

20. PMC
20/22
CMMI Practice Scrum Practice
SP 1.1 Monitor the actual values of the
project planning parameters
against the project plan.
 Sprint burndown chart that tracks effort remaining.
 Release burndown chart that tracks completed story points. This
shows how much of the product functionality is left to complete.
 Project Task Board used to track stories (requirements) that are
done, in progress, or ones that need verification.
SP 1.2 Monitor commitments against
those
identified in the project plan.
 Discussions on team commitments at the: Daily Scrum meeting
and Sprint review meeting.
 Sprint burndown chart that tracks effort remaining.
 Release burndown chart that tracks story points that have been
completed. This shows how much of the product functionality is
left to complete.
SP 1.5 Monitor stakeholder involvement
against the project plan.
 Discussions at the Daily Scrum meeting and Sprint review meeting.
SP 1.6 Periodically review the project's
progress, performance, and
issues.
 Daily Scrum meeting.
 Sprint review meeting.
 Retrospectives.
SP 1.7 Review the accomplishments and
results of the project at selected
project milestones.
 Sprint review meeting.
Implementing Scrum (Agile) And CMMI® Together, Neil Potter and Mary Sakry
Mapping CMMI Level 2 to Scrum Practices, EuroSPI, 2009, CCIS 42 pp. 93-104

21. PMC
21/22
CMMI Practice Scrum Practice
SP 2.1 Collect and analyze the issues and
determine the corrective actions
necessary to address the issues.
Notes from the Daily Scrum meeting and Sprint review
meeting.
SP 2.2 Take corrective action on identified
issues.
Actions from the Daily Scrum meeting and Sprint review
meeting.
SP 2.3 Manage corrective actions to closure. Tracking from actions from the Daily Scrum meeting and
Sprint review meeting.
Implementing Scrum (Agile) And CMMI® Together, Neil Potter and Mary Sakry
Mapping CMMI Level 2 to Scrum Practices, EuroSPI, 2009, CCIS 42 pp. 93-104

22. REQM
22/22
CMMI Practice Scrum Practice
SP 1.1 Develop an understanding with the
requirements providers on the
meaning of the requirements.
Review of Product Backlog (requirements) with Product
owner and team
SP 1.2 Obtain commitment to the
requirements from the project
participants.
Release planning and Sprint planning sessions that seek
team member commitment.
SP 1.3 Manage changes to the requirements
as they evolve during the project.
 Add requirements changes to the Product Backlog.
 Manage changes in the next Sprint planning meeting.
SP 1.4 Identify inconsistencies between the
project plans and work products and
the requirements.
 Daily standup meeting to identify issues.
 Release planning and Sprint planning sessions to address
inconsistencies.
 Sprint burndown chart that tracks effort remaining.
 Release burndown chart that tracks story points that
have been completed. This shows how much of the
product functionality is left to complete.
Implementing Scrum (Agile) And CMMI® Together, Neil Potter and Mary Sakry
Mapping CMMI Level 2 to Scrum Practices, EuroSPI, 2009, CCIS 42 pp. 93-104

23. CMMI Generic Practice Areas
General Process Generic Practice Description
GP 2.1 (CO 1) Establish Organizational Policy
GP 3.1 (AB 1) Establish defined Process
GP 2.2 (AB 2) Plan the Process
GP 2.3 (AB 3) Provide Resources
GP 2.4 (AB 4) Assign Responsibility
GP 2.5 (AB 5) Train People
GP 2.6 (DI 1) Manage Configurations
GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders
GP 2.8 (DI 3) Monitor and Control Processes
GP 3.2 (DI 4) Collect Improvement Information
GP 2.9 (VE 1) Objectively Evaluate Adherence
GP 2.10 (VE 2) Review Status with Higher Level Management
23/22

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