BSPIN Agile Practices Benchmarking Report October 2012. Highlights. Introduction. Agile Practice Benchmarking: BSPIN conducted a study during 2011-2012 to benchmark the Agile practices to provide insights on the effective ways of adopting Agile in small to large organizations.
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BSPIN conducted a study during 2011-2012 to benchmark the Agile practices to provide insights on the effective ways of adopting Agile in small to large organizations.
How Agile adoption is supported?
Training Methods used:
(1) BFS – Banking and Financial Services (2) IA – Industrial Automation (3) A,A,A – Avionics, Aviation, Aerospace (4) SI – Systems Integration
82% have release cycles <= 4 weeks
Usage of traditional estimation techniques at
proposal/bid stage and User Story Estimation/
WBS at iteration stage seems to be in vogue
Organizations have shared multiple Tools : For
Agile Project Management and Engineering.
Not a complete list. Widely used tools are reported here.
Other Metrics Reported:
Schedule: Schedule Variance, Sprint Stretch Factor
Effort: Effort Variance,
Scope: Commitment Accuracy, (De)Scoping Index,
Requirements Stability, Scope burn down
Quality: Product Metrics, Review Efficiency,
Defect Turnaround Time,
Defect Resolution Productivity,
Defect Removal effectiveness
Testing: Test Yield, Test case pass percentage
What does the Survey Report?
Reasons cited for “Yes”::
Agile does not throw away the processes. It is a mature way of looking how efficient the process
CMMi prescriptions can be applied to any methodology.
Reasons cited for “No” and “not Sure” :
Different focus (People centric Vs Process centric)
Agile is project management, engineering framework and CMMi is a process improvement framework
It is compatible till L3 except IPM, OPD
What does CMMi v1.3 say?
To help those who use Agile methods to interpret CMMI practices in their environments, notes have been added to selected process areas. These notes are added, usually in the introductory notes, to the following process areas in CMMI-DEV: CM, PI, PMC, PP, PPQA, RD, REQM, RSKM, TS, and VER.
. . .
Even if you are not using an Agile approach, you might still find value in these notes.
. . .
Some general background and motivation for the guidance given on Agile development approaches are found in the SEI technical note CMMI or Agile: Why Not Embrace Both! [Glazer 2008].
Reference: Section-5: Interpreting CMMI When Using Agile Approaches – CMMI-DEV, V1.3 by SEI
Possible reason for higher maturity organizations to agree that Agile and CMMi are compatible
Practitioner Groups of CMMi and Agile can integrate the practices
to adopt the best of both
Integrating LEAN with Agile
techniques with Agile
Integrating Agile with other Life Cycle Models
These observations are in line with the world wide survey reports by other organizations
Agile Coaches/Consultants and Senior Management to focus on methodical transition to AGILE
Agile as a methodology is well established - more than 50% of respondents have used it for past 2 years and included it in QMS. Scrum is the most widely used methodology followed by Kanban
Agile usage is spread across multiple domains and project types; Over 75% of the respondents have confirmed using Distributed Agile
While Management practices (predominantly from SCRUM) have been well adopted, the adoption of engineering practices (predominantly from XP) needs more rigor
Usage of metrics and automation level increased with Agile experience
Coexistence of Agile with other industry standards (like ISO and CMMi) has been agreed upon
Data Benchmarking of Agile projects
Practitioner Groups of CMMi and Agile can integrate the practices to adopt the best of both