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CMMI or Agile: Why Not Embrace Both!

CMMI or Agile: Why Not Embrace Both!

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This report describes how CMMI and Agile methods can be used together successfully.
This report describes how CMMI and Agile methods can be used together successfully.

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Published by: Software Engineering Institute Publications on Jan 21, 2009
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10/16/2011

 
 CMMI
®
or Agile:Why Not Embrace Both!
Hillel Glazer, Entinex, Inc.Jeff Dalton, Broadsword Solutions CorporationDavid Anderson,David J. Anderson & Associates,Inc.Mike Konrad, SEISandy Shrum, SEI
November 2008TECHNICAL NOTE
CMU/SEI-2008-TN-003
Software Engineering Process Management
Unlimited distribution subject to the copyright.
 
 
This report was prepared for theSEI Administrative AgentESC/XPK 5 Eglin StreetHanscom AFB, MA 01731-2100The ideas and findings in this report should not be construed as an official DoD position. It is published in theinterest of scientific and technical information exchange.This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federallyfunded research and development center sponsored by the U.S. Department of Defense.Copyright 2008 Carnegie Mellon University. NO WARRANTYTHIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL ISFURNISHED ON AN "AS-IS" BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OFANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITEDTO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTSOBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKEANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT.Use of any trademarks in this report is not intended in any way to infringe on the rights of the trademark holder.Internal use. Permission to reproduce this document and to prepare derivative works from this document for inter-nal use is granted, provided the copyright and "No Warranty" statements are included with all reproductions andderivative works.External use. Requests for permission to reproduce this document or prepare derivative works of this document for external and commercial use should be directed to permission@sei.cmu.edu.This work was created in the performance of Federal Government Contract Number FA8721-05-C-0003 withCarnegie Mellon University for the operation of the Software Engineering Institute, a federally funded researchand development center. The Government of the United States has a royalty-free government-purpose license touse, duplicate, or disclose the work, in whole or in part and in any manner, and to have or permit others to do so,for government purposes pursuant to the copyright license under the clause at 252.227-7013.For information about purchasing paper copies of SEI reports, please visit the publications section of our website(http://www.sei.cmu.edu/publications/pubweb.html).
 
 
SOFTWARE ENGINEERING INSTITUTE |
i
 
Table of Contents
Abstract iv
 
1
 
Problem Definition 1
 
2
 
Origins from Two Extremes 3
 
2.1
 
The Origins of Agile Methods 3
 
2.2
 
The Origins of CMMI 5
 
3
 
Factors that Affect Perception 7
 
3.1
 
Misuse 7
 
3.2
 
Lack of Accurate Information 8
 
3.3
 
Terminology Difficulties 9
 
4
 
The Truth About CMMI 11
 
4.1
 
CMMI Is a Model, Not a Process Standard 11
 
4.2
 
Process Areas, Not Processes 13
 
4.3
 
SCAMPI Appraisals 14
 
5
 
The Truth About Agile 16
 
6
 
There Is Value in Both Paradigms 20
 
6.1
 
Challenges When Using Agile 20
 
6.2
 
Challenges When Using CMMI 22
 
6.3
 
Current Published Research 23
 
6.4
 
The Hope in Recent Trends 24
 
7
 
Problems Not Solved by CMMI nor Agile 27
 
8
 
Conclusion 29
 
9
 
Epilogue: A Call to Action 31
 
9.1
 
A Call to Action for CMMI Experts 31
 
9.2
 
A Call to Action for Agile Experts 33
 
9.3
 
The Bottom Line 34
 
10
 
CMMI and Agile Paradigm Comparison 35
 
References/Bibliography 38
 

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