Abstract :
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.
Keywords :
Capability Maturity Model; software development management; CMMI accreditation; SEI capability maturity model integration; agile organization; formal process improvement framework; sustainable improvement; waterfall-based approach; Accreditation; Capability maturity model; Casting; Companies; Cultural differences; Documentation; Information technology; Maintenance engineering; Portfolios; Software engineering;
