Improving agile success with CMMI Best Practices
Standish Group has recently released the 2015 CHAOS report. The significance of this report is considering agile projects and comparing its outcome with waterfall projects.
Report specifies that 39% agile projects are successful, where as only 11% waterfall projects are successful.
Most of companies are adopting agile lifecycle methodologies over traditional SDLC methods. From last two-three years I worked with many client organizations where agile methods are used in projects. These companies faced some of the following challenges before adopting CMMI best practices,
- Skill Staff - Agile methods demand skillful staff. Team working in agile environment are recommended to be able to deal with constant change occurs during the process since one of the main principles of agile methodology is adaptable to immediate change. Finding such people who meet all of the characteristics above leaves a big challenge to managers
- Larger re-work - Due to the lack of long-term planning and the lightweight approach to architecture, re-work is often essential on agile projects when the various components of the software are combined and forced to interact. Espeically when two or more developers are not in sync, resulting in higher and higher re-work costs as the number of iterations increases.
- Difficulty in coordination for large projects and large organizations - With its strong emphasis on customer interaction, self-organizing teams, verbal communication over-written-documentation, prototyping and requirements flexibility, it becomes extremely complicated to coordinate work as an agile team grows. The scalability problem with Agile is not minor and it shouldn't be overlooked.
Companies have beautifully adopted and adapted CMMI best practices to drive organization wide performance and resolve above challenges.
CMMI Institute needs to drive survey on these companies and obtain feedback on following.
- Which CMMI process areas most suited organizations?
- Which CMMI process areas need amplification to suit to agile?
- Identifying Process areas specific work product from agile projects.
This will help to modify/customize various process amplification and also add examples from agile project.
If you are agile base company and adopted CMMI best practices, what is your view?
Sr. Methodology Manager @ Sapiens | Information Security and Process Excellence
9 年Offcourece some of the additional QPPO and subprocess metrics have been develop to suite agile projects
Sr. Methodology Manager @ Sapiens | Information Security and Process Excellence
9 年Hi Kiran, Good that you brought this topic. We are CMMI L5 and we have develop Agile process which is tailored with CMMI L5 and all the Agile projects compliance with CMMI model
ICT Consulting|Insuretech|PensionTech|Fintech
9 年Kiran, This is very informative. The approach of agile is to focus on" team interactions and a working software over processes". However, we cannot ignore process as it comes with many benefits. Instead, CMMI Institute should breed the two and "amplify" it towards the right hybrid CMMI package for agile implementation.
Global Director @ Campari | Management of the relationships and commercials in complex matrix organisations | Strategy creation, implementation & performance management | Procurement | Transformation | Marketing
9 年Agree. Haven't seen many "pure" agile. There's pretty much always some element of waterfall.
"Working with honesty,Integrity ,Responsibility & High Loyalty"
9 年Nice,,