In the cmme environment, how does one implement agile?

"What is the relationship between CMMs and agility? Is it contradictory? Or converged ?" "How to Implement agility in the cmme environment ?" Since the birth of "agility", such topics have never stopped. A few days ago, in the agilechina discussion group, "How do I perform scrum under cmme ?" And "how to implement agile, how does agile ensure quality ?" I have been mentioned again, and I have many followers and I have already seen them. Pipi suggestions:

... Let's see what problems the company has and introduce agile to solve the problem, rather than agile for agile. No problem. Why should we introduce agile. As if many of the world's top software companies do not need to use cmme, because their software development processes are very mature ,...

Xiong Jie, a consultant from thoughtworks, has the following experience: agility can be implemented in the cmme environment, but the entry point should be carefully selected:

First, cmme requires the software organization to have * evidence * of the maturity process *, however, agile methods such as XP can provide sufficient evidence to support the requirements of Level 5 of CMMs. Therefore, it is feasible to implement agile methods under the CMMS framework, this was verified in some leading domestic software organizations that have been using CMM for many years.

Second, in this environment, agile implementation should focus on practical results. It should be gradually introduced from practices with lower impact and greater benefits. It is quite taboo to raise large terms (such as scrum or XP ). I suggest that you use the "self-improvement" of cmme Level 5 as a flag, find waste links in the Organization, and introduce best practices to eliminate waste. There is no need to talk about agility.

Third, in general, continuous integration is a good starting point for starting such improvement activities, because continuous integration forces organizations to form a fast feedback mechanism, so that many problems can be exposed in a shorter time. On the other hand, continuous integration is also a practice that leaders can easily accept.

A post titled agile practice for two months two years ago also mentions the introduction of agile elements in a specific situation. It can be seen that the purpose of introducing agile varies, but it is to solve some problems. It seems that to implement agile, we need to consider different environments and adopt different strategies based on the characteristics of agile.

In addition, the topic for getting started has been further raised (although this issue was discussed on agilechina a long time ago ):

... Currently, document processing is a waste of resources, such as TDD. However, if we improve document processing methods or implement TDD, someone will jump out and stop it. Because they think that they don't see the relevant documents, they think something is missing.

Many people who are new to agile also have the wrong idea that agile does not need documents. But in fact, no matter what methods exist or what the recorded content is, documents are indispensable. In addition, Wang Xiaoming must make the following adjustments in the project:

Every document must have a real reader,

Every practice must be effective.

Pipi added:

1. Either do not write or write quality documents (it is better not to write low-quality documents)

2. documents provided to customers take precedence over internal documents (documents provided to customers are more valuable)

It seems that "How can we implement agile in the cmme environment ?" There is no standard answer to this question. In fact, it can be said: "As long as you think positively and eliminate waste, there is no need to talk about agility and do not confront each other, "constant adjustment in practice" is the key point for implementing agile in the cmme environment.

Infoq readers, have you implemented agile in the cmme environment? You may wish to share your experiences with us.