The capability maturity model: guidelines for improving the software process
The capability maturity model: guidelines for improving the software process
Agile Meets CMMI: Culture Clash or Common Cause?
Proceedings of the Second XP Universe and First Agile Universe Conference on Extreme Programming and Agile Methods - XP/Agile Universe 2002
Balancing Agility and Discipline: A Guide for the Perplexed
Balancing Agility and Discipline: A Guide for the Perplexed
Software Effort, Quality, and Cycle Time: A Study of CMM Level 5 Projects
IEEE Transactions on Software Engineering
Mapping CMMI Project Management Process Areas to SCRUM Practices
SEW '07 Proceedings of the 31st IEEE Software Engineering Workshop
Scrum and CMMI Going from Good to Great
AGILE '09 Proceedings of the 2009 Agile Conference
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Although both high maturity and agility appeared as different ways to address and overcome issues related to software development (including maximizing resources and minimizing risks), there has been a mixed understanding about the possibility for their co-existence within an organization. Outside of the dogmatic debate regarding their co-existence, however, voices have been raised recently that recognize that both approaches have their merits. This paper presents the results of a case study on the practices that a purely agile organization has put in place in order to profit from the opportunities that higher maturity can offer in respect to value creation for clients. Our conclusion is that both high maturity and agility contribute to customer satisfaction, high quality and waste reduction; and that complying with standards does not necessarily impose restriction on 'being agile'. Implication for practice is that companies and their clients can benefit from a development approach that embraces both maturity and agility. To achieve this goal, guidelines are needed that direct organizations towards adopting practices that are linked to higher maturity, as well as to agility.