Jan-Joost Bouwman and Mark Heistek, from ING Retail Banking Netherlands, presented at Devopsdays Amsterdam how a CMMI-ITIL organization transitioned to a more agile mindset. Somewhat unusually in this kind of sessions, ING presented quantitative evidence of the improvements, such as a marked increase in the number of changes deployed to production and a decrease of the risk value per change.
An exploration on how project management with Scrum and the project management process areas of the Capability Maturity Model Integration for Development are related.
A Collection of Agile Resources by J. Sutherland, K. Schwaber, D. Star, M. Lacey, and D. J. Anderson
Microsoft has put together a number of resources for Visual Studio developers, containing principles, practices and guidelines for Agile development. These resources are condensed articles written by influential Agile leaders -Jeff Sutherland, Ken Schwaber, David Star, Mitch Lacey, David J. Anderson - containing the essence of several Agile methodologies and being usable by any software dev team.
Scott Ambler, who once wrote 'Has Hell Frozen Over? An Agile Maturity Model?', has started writing about something that he is calling the Agile Process Maturity Model. The discussion around Scott's model has uncovered another model by the same name, and renewed the debate over the usefulness of a maturity model for agile.
In this presentation filmed during Agile 2008, David Anderson talks about the history of Agile, the current status of it and his vision for the future. The role of Agile does not stand in just having a practice, but in finding ways to implement the principles contained by the Agile Manifesto.
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.