The first time I heard about integrating CMMI and agile was at IBM’s Innovate conference last spring. I thought it an odd combination. My experience with CMMI, a process-improvement methodology, was that it was extremely documentation-intensive and all about process. When you look at the Agile Manifesto, you see these are “right-sided” values– the values that are considered less important than the “left-sided” values agile touts such as people, working software, customer collaboration and responding to change. Can these two seemingly conflicting methodologies really be combined effectively?
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Paul McMahon, author of Integrating CMMI and Agile Development, says ‘yes.’ In a two-part interview, I pose some tough questions for McMahon.
In CMMI and Agile integration: Adding agility to CMMI-mature organizations, part 1, I start by questioning McMahon about the combination of traditional model emphasizing process and documentation with a model that claims success by practicing a rather opposite philosophy. I ask about the buy-in from agile organizations in Adding CMMI process maturity to Agile organizations, part 2.
McMahon answers these questions and more, giving me a new perspective on CMMI and insights into how the balance of these two, when done correctly, can be a great benefit to an organization.