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    Copyright
    Praise for Integrating CMMI® and Agile Development
    Foreword by Mike Phillips
    Foreword by Hillel Glazer
    Preface
    Acknowledgments
    Pt. I. Introduction
    Pt. II. Helping Mature Organizations Increase Agility
    Ch. 2. Techniques to Increase Agility in CMMI Mature Organizations
    Ch. 3. Agility and the Higher CMMI Level Practices
    What You Will Learn in This Chapter
    Background on the Higher CMMI Level Practices
    Section I. Key Case Study Points
    Case Study Background
    Measurement Fundamentals
    Measurement in the Case Study
    Stepping Back
    Digging Deeper for Candidate Root Causes
    Specific Context Relevant Measures
    Deriving the Right Data and Caring about the Data
    What Does This Have to Do with CMMI High-Level Practices?
    The Right Time to Implement CMMI Level 4/5 Practices
    Relationships among CMMI, Agile, and Lean
    Back to the Case Study: How CMMI, Agile, and Lean Can Help Together
    What Happened in the Case Study and Process Improvement Insights
    Back to the Case Study Again: What Really Happened
    Insight
    More about the Real Intent of CMMI Level 4 and 5 Practices
    Section II. LACM’s Current Approach to Process Improvement
    Continuous Process Improvement at LACM
    Why the Unprecedented Success at LACM?
    Diddling in DOORS: A Story about Real Work Management and Measurement
    Finance Perspective on Work Management and Measurement
    Is the CMMI Measurement and Analysis Process Area Inconsistent with the Agile Principle of Simplicity?
    How LACM Handled Measurement and Analysis from the CMMI Perspective
    Summary
    Summary: How CMMI Helps Agile
    Summary: How Agile Helps CMMI
    Pt. III. Helping Agile Organizations Increase Maturity
    Pt. IV. CMMI Helping Address Agile Misapplications
    Pt. V. How Real Performance Improvement Is Achieved
    Epilogue: What Does Passion Have to Do with Performance?
    Appx. A. Twelve Principles Behind the Agile Manifesto
    Appx. B. Example Agile Project Management Plan (PMP) Template
    Appx. C. Example Agile Organizational Process Asset Guidelines
    Appx. D. Example Agile Process Asset Approval and Release Process
    Appx. E. Example Agile Organizational Process Focus Process
    Appx. F. Example Agile Organizational Process Definition Process
    Appx. G. Terminology Used in This Book
    References
    About the Author
    Index
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    Chapter 3. Agility and the Higher CMMI L... > Relationships among CMMI, Agile, and...

    3.12. Relationships among CMMI, Agile, and Lean

    The CMMI is a reference model that helps us understand “what” to do. The Continuous Representation of the CMMI model supports using process areas based on business needs. Lean and Agile advocates often argue against the CMMI by asking:

    Why do I need to wait until CMMI level 5 to analyze and fix problems?


      

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