Agile versus CMMI - process template selection and integration with microsoft team foundation server
Proceedings of the 46th Annual Southeast Regional Conference on XX
Climbing the ladder: CMMI level 3
EDOC'09 Proceedings of the 13th IEEE international conference on Enterprise Distributed Object Computing
Measuring and comparing the adoption of software process practices in the software product industry
ICSP'08 Proceedings of the Software process, 2008 international conference on Making globally distributed software development a success story
A scrum-based approach to CMMI maturity level 2 in web development environments
Proceedings of the 14th International Conference on Information Integration and Web-based Applications & Services
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Agile methods are compatible with formal process improvement frameworks. Rather than casting discipline and documentation to the wind, agile methods, when seriously applied, are actually very focused and comprehensive. Likewise, a framework such as the SEI Capability Maturity Model Integration (CMMI) need not be an overwhelming excess of paperwork and bureaucracy; when appropriately implemented, the CMMI encourages and enables significant and sustainable improvements. This paper describes the ongoing journey of DTE Energy's large IT organization in realizing agility and process improvement in a Fortune 300 corporation. From following waterfall-based approaches to embracing agile methods, and from early attempts with the CMM to a renewed commitment to continuous improvement by adopting the CMMI, it explores cultural and organizational changes that enable real-world process improvements.