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In the past couple of weeks, two major reports on "The State of BPM in 2008" were published by BPTrends and BEA. The reports show a fast growing market lead by major SOA infrastructure vendors, a significant growth of the adoption of BPMN and a steady growth of BPEL. Drivers for adopting a BPM approach range from cost savings to compensating for missing functionality in enterprise applications.
A paper proposed for the EUROPEAN SEPG 2007 conference, "Scrum and CMMI Level 5: The Magic Potion for Code Warriors," has triggered discussion in Scrum circles. One of its authors is Scrum co-creator Jeff Sutherland, whose blog addressed a common question: since Scrum can already bring an organization's process up to CMMI level 3, is it worth the time & effort to achieve CMMI level 5?
Some people think they can only be Agile with small, co-located teams and full management support, but most teams aren't that lucky. So, should they should give up on Agile techniques? Scott Ambler's answer is a resounding "No!" His Dr. Dobbs article "Imperfectly Agile: You Too Can Be Agile!" outlines how Agilists overcome common challenges that others use as excuses for not being Agile.
Just as the traditionals have their Capability Maturity Model (CMM) do agilists need an Agile Maturity Model (AMM) which allows an organization to assess current state and build a business case for adopting Agile practices?
Should you adopt an agile method or a more formal one? Which is right for you? Perhaps you should mix and match?
First described in 1999, FDD was dismissed by some as "waterfallish". But it has developed into a complete methodology and is still in use. Is it truly Agile? Brad Appleton's recent article in CM Crossroads described it as different from other approaches, but still Agile and suitable for large projects and companies, especially those striving for CMM/CMMI certification.
