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.
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