This document discusses CMMI (Capability Maturity Model Integration) and Agile approaches, comparing their assumptions and content. It also contrasts Rhinelandic and Anglo-American thinking styles. While CMMI focuses on long-term organizational learning and documentation for large critical systems, Agile prioritizes individual/customer interactions, working software, and responding to change for small business systems. The document recommends choosing based on team capabilities, project type, and environment. It concludes that discipline without agility leads to bureaucracy while agility without discipline lacks focus, and that different management styles are needed depending on the type of software process and work.

1. CMMI and AgileAnglo-American and Rhinelandic

2. AgendaIntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

3. AgendaIntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

4. InleidingAndré HeijstekCMMI LeadAppraiser, InstructorSEI VisitingScientistConsultant SPIMy first CMMI implementation (1994) was actuallyAgile

5. Inspiration

6. AgendaIntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

7. CMMI Model StructureSpecific GoalSpecific PracticesFurther DetailsGeneric GoalGeneric PracticesFurther DetailsGlossaryProcessArea (PA)IntroductoryMaterialPurpose StatementOverview Information~22 Process Areas

8. AgileManifestoWe are uncoveringbetterways of developing software bydoingit and helpingothers do it. Throughthiswork we have come to value:overoveroveroverprocesses and toolscomprehensivedocumentationcontract negotiationfollowing a plan Individuals and interactionsWorking softwareCustomercollaborationResponding to changeThat is, whilethere is value in the items on the right, we value the items on the left more.

9. Agile and CMMI AssumptionsAgileInternalcustomerSmall, business systemHigh trustTime & materialCMMIExternalcustomerLarge, lifecritical systemLow trustFixedprice

10. Agile and CMMI AssumptionsAgileInternalcustomerTurbulent environmentSmall, business systemLow cost of failureHigh trustTime & materialProgramming is a craftInternalised plans, qualitativecontrolTacitknowledgeRefactoringassumedinexpensiveCMMIExternalcustomerStable environmentLarge, lifecritical systemHigh cost of failureLow trustFixedpriceProgramming is anindustrialprocessDocumented plans, quantitativecontrolExplicitknowledgeRefactoringassumedexpensive

11. Agile and CMMI ContentAgileHOWFocus on ProjectLearning in projectsShort-term viewCMMIWHATFocus onOrganisationLearning at manylevelsLong-term view

12. Agile and CMMI CaricaturesAgileHackingCMMIBureaucracyStandardApplyinstead of Implement the model

13. When to usewhich?Management decision, basedon:team members and theircapabilities (personalities, experience)type of project (precedentedness, difficulty, neworfamiliar domain, complexity)environment (budget, schedule, politics, criticality)From: Boehm and Turner: BalancingAgility and Discipline

14. CombiningAgile and CMMI/PP

15. SummarybyAlistairCockburn“Ifone has strong discipline without agility, the result is bureaucracy and stagnation. Agility without discipline is the unencumberedenthusiasm of a startupcompanybeforeit has to turn to a profit”

16. AgendaIntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

17. Rijnlands Manifesto

18. Rijnlands ManifestoRijnlandsWie het weet mag het zeggenSolidariteitMenselijke maatIst als vertrekpuntTeamplayPrincipe-gedrevenVakmanschapWeten is metenLange termijnAnglo-AmerikaansWie de baas is mag het zeggenIndividualismeOngebreidelde groeiSoll als vertrekpuntHeroesRegelgedrevenFunctie-splitsingWeten = metenKwartaalcijfers

19. Processen en bureaucratieProcess DisciplineYesNoYesCommon senseNoFrom: SanjivAhuja, former COO of Telcorda

20. Types of WorkContentInformationMaterialsPrefiguredRoutinesConfiguredFrom: Fred Nickols

21. Characteristics of type of workAdapted from: Fred Nickols21

22. Types of software processes

23. AgendaIntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

24. ConclusionAnglo-amerikaans CMMI “information”RijnlandsAgile “intelligence”Dependingupon the type of process, a different management style is needed

25. More questionsorremarks?andre.heijstek @ improvementfocus.com0648476451