AGILE Methods and CMMI

1. AGILE Methods and CMMI Annual Research Review & Executive Workshop Post Workshop Progress Report March 14, 2002

2. Participants • Karen Owens, The Aerospace Corporation • Josh Hurvitz, IAI • Peter Hantos, Xerox • Richard Turner, GWU • Christine Davis, SEI • Gary Thomas, SEI • Cyrus Chow, NASA • Apurva Jain, USC-CSE and others… CSE Annual Research Review and Executive Workshop 2002

3. Outline • CMMI Practices vis-à-vis Agility • Hypotheses • Differences - Core Values - Characteristics - Approach - Focus - Challenges • Similarities • Potential Research Areas, the Road Ahead… • Survey CSE Annual Research Review and Executive Workshop 2002

4. CMMI Practices vis-à-vis Agility • “LEVEL 1” • Identify scope of work • Perform the work • “LEVEL 2” • Organizational policy for plan, perform • Requirements, objectives and plans • Adequate resources • Assign responsibility and authority • Train the people • CM for designated work products • Identify and involve stakeholders • Monitor and control to plan and take action if needed • Objectively monitor adherence to process and QA products/services • Review with upper management and resolve issues KEY {GREEN : Supportive, BLACK: Neutral, RED: Rough Edges} CSE Annual Research Review and Executive Workshop 2002

5. CMMI Practices vis-à-vis Agility • “LEVEL 3” • Maintain as a defined process • Measure the process performance to support environment • “LEVEL 4” • Establish and maintain quantitative objectives for the process • Stabilize the performance of one or more sub-processes to determine its ability to achieve • “LEVEL 5” • Ensure continuous improvement to support business goals • Identify and correct root causes of defects KEY {GREEN : Supportive, BLACK: Neutral, RED: Rough Edges} CSE Annual Research Review and Executive Workshop 2002

6. “LAW” “DISCIPLINE” “CHAOS” “CREATIVITY” Hypotheses • CMMI Toleration to Agile • 8 Supportive, 6 Neutral, 4 Rough Edges : Over 18 Practices • Supporting Appraisal in Agile Environment • CMMI Level 5 Organization and Agility • Agile Toleration to CMMI • Are the doors Open? CSE Annual Research Review and Executive Workshop 2002

7. Differences • “Core Values” CSE Annual Research Review and Executive Workshop 2002

8. Differences • “Characteristics” CSE Annual Research Review and Executive Workshop 2002

9. Differences • “Characteristics” CSE Annual Research Review and Executive Workshop 2002

10. Differences • “Approach” CSE Annual Research Review and Executive Workshop 2002

11. Differences • “Focus” • “Challenge” CSE Annual Research Review and Executive Workshop 2002

12. Similarities • Goal: High Performance Organization • Both Plan • Both are CMMs (Consultant Money Makers) • Both have Rules [Rules = Requirements of the Process] • Violations have serious repercussions • ‘SEPG’ & the ‘Process Police’ • Neither is Comprehensive • Not New Ideas • Based on Experience • Both may not work on ‘any’ project CSE Annual Research Review and Executive Workshop 2002

13. Potential Research Areas • Can agility reduce the gap between People & CMMI? • How rough or incompatible are the identified rough edges? • How can the “Agile world” open the doors for CMMI? • Organizational life-cycle of the “Agile world”. • Improvement in Agile as a composite process [AKA “mindset”]. • Effectiveness of Agile in Cross-Discipline Paradigms CSE Annual Research Review and Executive Workshop 2002

14. What’s next? • Survey • Please provide your feedback on identified similarities and differences. • Survey handouts has been made available. • Your valuable feedback matters, thank you! [We will make the results available on CSE’s website] CSE Annual Research Review and Executive Workshop 2002