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Cmmi vs-agile

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Bhawani N Prasad
Bhawani N Prasad

CMMI and Agile approaches can be synergistic and used together. For small co-located teams with low risk, Agile is recommended, while CMMI provides the organizational environment. For large, complex projects, Agile practices proven to work at scale should be used, but CMMI systems engineering ensures adequate coverage. Both CMMI and Agile proponents would benefit from understanding principles of the other to leverage their combined strengths around customer engagement, empowered teams, and organizational practices.

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Author: Bhawani Nandan Prasad  EMBA in Senior Management Program from IIM Calcutta  MBA in Marketing and General Management from Stratford University, Virgina, USA  B.E. Computer Science from BITS CMMI vs Agile Process CMMI and Agile are synergistic • Share similar goals (happier customer, superior execution, capable organization) • Each addresses principles of good software engineering • Each addresses something the other lacks For small co- located teams, committed customer, low cost-of-failure (CoF) • Use Agile for product development (SEI recommends you consider the TSP) • Use CMMI to provide a supporting organizational environment For large complex projects with geographically and organizationally-dispersed teams (“high-challenge programs”) • Use Agile approaches proven to work in such contexts • But ensure adequate coverage of Systems engineering practices found in CMMI CMMI-based process improvement can alienate practitioners • Concurrent introduction of Agile practices can mitigate Agile approaches may not fully scale up or deploy broadly • At a minimum, CMMI provides “safety net;” a set of practices that help close the gap
CMMI proponents should become more familiar with the principles of Agile development – empowered teams – continuous customer engagement – time box-based iteration – continuous integration – test-driven development that in the right situation bring about rapid emergence of the right product or service concept and highly-motivated teams. Agile proponents should become more familiar with CMMI practices that address: – non-functional requirements – product architecture – risk management – organizational learning that bring about predictability of what product capabilities can actually be achieved
Cmmi vs-agile
Cmmi vs-agile

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Cmmi vs-agile

  • 1. Author: Bhawani Nandan Prasad  EMBA in Senior Management Program from IIM Calcutta  MBA in Marketing and General Management from Stratford University, Virgina, USA  B.E. Computer Science from BITS CMMI vs Agile Process CMMI and Agile are synergistic • Share similar goals (happier customer, superior execution, capable organization) • Each addresses principles of good software engineering • Each addresses something the other lacks For small co- located teams, committed customer, low cost-of-failure (CoF) • Use Agile for product development (SEI recommends you consider the TSP) • Use CMMI to provide a supporting organizational environment For large complex projects with geographically and organizationally-dispersed teams (“high-challenge programs”) • Use Agile approaches proven to work in such contexts • But ensure adequate coverage of Systems engineering practices found in CMMI CMMI-based process improvement can alienate practitioners • Concurrent introduction of Agile practices can mitigate Agile approaches may not fully scale up or deploy broadly • At a minimum, CMMI provides “safety net;” a set of practices that help close the gap
  • 2. CMMI proponents should become more familiar with the principles of Agile development – empowered teams – continuous customer engagement – time box-based iteration – continuous integration – test-driven development that in the right situation bring about rapid emergence of the right product or service concept and highly-motivated teams. Agile proponents should become more familiar with CMMI practices that address: – non-functional requirements – product architecture – risk management – organizational learning that bring about predictability of what product capabilities can actually be achieved