Scrum and CMMI: A High level assessment of compatibility by Srinivas Chillara and Pete Deemer.
This article’s purpose is to assess the compatibility of Scrum with CMMI and also provide a base for understanding how Scrum can be implemented in organizations that are following a CMMI model. To an extent this is also a comparative study. Introductions to Scrum and CMMI are provided, followed by a discussion on the compatibility of Scrum and CMMI, at an implementation and an approach level.
Development Practices for Small Software Applications by Capers Jones.
Although one comparison is probably insufficient, observations of many small projects in the 1,000 function point size range indicate that the CMM and CMMI are somewhat more cumbersome than the Agile methods and therefore tend to have somewhat lower productivity rates (see Table 2). That is not to say that the CMM/CMMI methods produce bad or unacceptable results, but only that the Agile methods appear to generate higher productivity levels.
agile within CMMi by Matt Gelbwaks, Globant´s Chief Agilist.
We built up an approach we called "agility within the cmmi" that allowed us to harness the power of each. It is true we had to interpret the intent of the CMMI in certain areas as common practice seemed slanted to a waterfall approach but once we were done with our Level 3 everyone, including all of our assessors, agreed that not only did the CMMI support agile, but the two strengthened each other.
Never the less, now in my new position I found myself again explaining to a new audience how the two interleave, I wrote the piece as a way of being able to clearly state my (and my organization's position on the two).
- Matt Gelbwaks on agileprojectmanagement yahoogroup
Scrum and CMMI Level 5: The Magic Potion for Code Warriors by Jeff Sutherland, Ph.D., Carsten Jakobsen, and Kent Johnson.
- An experience report presented at the Agile 2007 Conference in Washington, D.C. on the results of introducing Scrum into a CMMI Level 5 environment to replace waterfall projects for large defense and healthcare contracts.
- Productivity doubled in less than six months reducing total project costs by 50%.
- Defects were reduced by 40% in all Scrum projects (despite the fact this company already had one of the lowest defect rates in the world.
- Planning costs were reduced by about 80%.
- User satisfaction and developer satisfaction were much higher than comparable waterfall implementations.
- Projects were linearly scalable, something never seen before. The productivity of individual developers remains the same as the project increases in size.
Mapping CMMI Project Management Process Areas to SCRUM Practices by Ana Sofia Marçal, Bruno Celso C. Freitas, Felipe Furtado, Arnaldo Dias Belchior. (SEW 2007, 31st Annual Software Engineering Workshop, Loyola College, Baltimore, MD, USA, March 2007).
- Maps CMMI 1.2 specified practices in the Project Planning process area to SCRUM practices and evaluates how well each practice is met by SCRUM. By the detailed mapping, one can envision how other practices commonly practiced by SCRUM teams might increase the coverage. The study concludes that SCRUM does not cover all the practices, but could be tailored to do so.
Agile CMMI: No Oxymoron by Mike Konrad and James W. Over (Dr. Dobbs, March 01, 2005).
- Discusses the relationship between Agile and CMMI (and TSP) by a couple of members of SEI's technical staff.
SCRUM Meets CMMI -- Agility and discipline combined by Pablo Santos, Codice Software (Dr. Dobbs, August 02, 2007).
- Describes the achievement of CMMI level 2 by Codice Software without giving up their SCRUM process.