Here is The Agile Manifesto:
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Dang, a whole "manifesto" simply over "valuing" one aspect "over" another. Is it that important? Why am I up at 3:00-4:00am? CMMI has got Agile covered. It fits the model. So what's the big deal? You *can* be Agile and CMMI compliant. In fact, the teacher is advocating Agile. Maybe CMMI isn't my problem. Maybe CMMI is value agnostic. Maybe I can live with that.
Dang, I think my problem may be much more... woe... bless me... at least I have a chance...
3 comments:
I've really struggled with CMMI versus Agile. The CMMI training I went to emphasized that CMMI was perfectly compatible with Agile, and I've seen examples online of how people have tried to make their Agile processes work for CMMI (it's not easy, apparently). Yet, there was something I couldn't put my finger on that didn't smell right about it. After reading your post, perhaps I have an idea of what it is. I suspect when the CMMI guys say "Agile works great with CMMI" what they mean is "you can have Agile processes and still get appraised at a CMMI level." They don't mean "we also value individuals and interactions over processes and tools." That is, if you are willing to pass over what Agile is about and look at it just from a process perspective, there's nothing to stop you doing Agile and CMMI. But for CMMI, process will always be primary (that is their reason for being), while for Agile, process is secondary. If you believed in Agile, you'd hold classes on individuals and interactions and how to improve them. Instead, there are classes on processes and appraisals. These priorities say more than the slogans, and maybe that's why these valuations are important.
Maybe we should start a company or something :)
I'm going to be cmmi optimistic and say that cmmi is value agnostic. It will help you attain what you value. It, itself, shouldn't implicitly devalue. I think that is what bothered me. It may be that Agile can fit CMMI in it's value system by sticking it on the right-hand side. And maybe we can do away with the word "over" and say, "We value astronauts lives SO we choose CMMI as a process model".
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