Formalizing Agility, Part 2: How an Agile Organization Embraced the CMMI
AGILE '06 Proceedings of the conference on AGILE 2006
Implementing Lean Software Development: From Concept to Cash (The Addison-Wesley Signature Series)
Implementing Lean Software Development: From Concept to Cash (The Addison-Wesley Signature Series)
DRiMaP--A Model of Distributed Risk Management Process
NCM '09 Proceedings of the 2009 Fifth International Joint Conference on INC, IMS and IDC
Integrating CMMI and Agile Development: Case Studies and Proven Techniques for Faster Performance Improvement
Identifying and tackling diversity of management and administration of a handover process
PROFES'11 Proceedings of the 12th international conference on Product-focused software process improvement
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Organizations, their businesses and contexts are multi-dimensional, diverse, and very complex today. Hence, creating homogenous process models for managing them may not always be an optimal solution. Instead, organizations should be able to tailor their processes to the formality level required for the context at hand. In this paper, we claim that the organizational maturity is not only about how organizations are capable to manage their processes. It is also about how capable they are in adapting them to specific contexts and business needs. We also suggest Context-Driven Process Orchestration Method (CoDPOM), based on the concept of practice choreography and process orchestration. The CoDPOM's role is to aid software practitioners in identifying process needs and in recognizing waste which, in turn, would aid them in adapting their software processes to specific contexts, business needs and formality levels.