{"id":205,"date":"2007-01-14T13:52:00","date_gmt":"2007-01-14T13:52:00","guid":{"rendered":"https:\/\/ahm.basfinans.com\/index.php\/2007\/01\/14\/agile-cmmi-no-oxymoron\/"},"modified":"2007-01-14T13:52:00","modified_gmt":"2007-01-14T13:52:00","slug":"agile-cmmi-no-oxymoron","status":"publish","type":"post","link":"https:\/\/ahm.basfinans.com\/index.php\/2007\/01\/14\/agile-cmmi-no-oxymoron\/","title":{"rendered":"Agile CMMI: No Oxymoron"},"content":{"rendered":"

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CMMI (1.2) focuses on learning at the organizational level (and provides both project-based and organizationally based mechanisms for such learning). But some organizations implementing CMMI struggle to create the necessary environment and infrastructure for individual and team empowerment. TSP provides a “how to” solution consisting of team roles and other guidance that directly implement most CMMI practices while addressing the needs of both teams and individuals. A concise description of TSP with examples can be found in Watts Humphreys’ Winning with Software: An Executive Strategy<\/i> (Addison-Wesley, 2002). The TSP website<\/a> also provides information about TSP technology, training and adoption reports, including a mapping to CMMI.<\/p>\n

…

Agility vs. the Team Software Process<\/b>
Agile software development is anything but antithetical to TSP.
<\/i> <\/p>\n\n\n\n\n\n\n\n
Agile Value Statement<\/b><\/td>\nHow TSP Relates<\/b><\/td>\n<\/tr>\n
Individuals and interactions <\/i>over processes and tools<\/td>\nTSP holds that the individual is key to product quality and effective member interactions are necessary to the team’s success.<\/b> <\/p>\n
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  • Project launches strive to create gelled teams. <\/li>\n
  • Weekly meetings and communication are essential to sustain them. <\/li>\n
  • Teams define their own processes in the launch. <\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
Working software<\/i> over comprehensive documentation<\/td>\n\n

TSP teams can choose evolutionary or iterative lifecycle models to deliver early functionality\u2014the focus is on high quality from the start. TSP does not require heavy documentation.<\/b> <\/p>\n

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  • Documentation should merely be sufficient to facilitate effective reviews and information sharing. <\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
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Customer collaboration<\/i> over contract negotiation <\/p>\n<\/td>\n

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Learning what the customer wants is a key focus of the launch. Sustaining customer contact is one reason for having a customer interface manager on the team.<\/b> <\/p>\n

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  • Focus on negotiation of a contract is more a factor of the organization than of whether TSP is used. <\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
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Responding to change<\/i> over following a plan <\/p>\n<\/td>\n

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TSP teams expect and plan for change by:<\/b> <\/p>\n