Formalizing Agility, Part 2: How an Agile Organization Embraced the CMMI

Abstract

Most large IT organizations need the best of both worlds - working software that supports ever-changing business needs, and a process for delivering software that is predictable, trainable, and auditable. Organizations with agile software teams often receive timely, cost-effective solutions of sufficient quality. Organizations with formal processes often benefit from industry-recognized certifications and robust process improvement mechanisms. Rarely does a single, large IT organization achieve both. DTE Energy has such a combination: its lightweight yet CMMI-compatible methodology is now used within its 600+ person IT organization to deliver and support working software. Its small teams embrace core agile principles as they provide just enough solutions that satisfy maturing business needs. Yet they passed two SCAMPI appraisals toward formal CMMI Level III accreditation, scheduled for mid-2006. This report extends the Agile 2005 experience report on DTE Energy's agile IT organization's journey toward CMMI staged maturity accreditation. This report briefly recaps their seven years of agile experience, presents governance mechanisms and change management techniques, and highlights their four-release, one-year plan for CMMI Level III accreditation. Finally, this report offers suggestions on embracing a formal process framework that are applicable to any organization.