Volume 9 - Number 9 - September 2011
Configuration management experts realize that even the best tools won't realize their full potential without suitable processes to support them. We've also learned that too much process is just as bad as not enough. Establishing effective CM processes requires that you right size your processes and be prepared to allow them to grow as needed. Valuable lessons have come from the agile and lean communities to add to our legacy software and systems lifecycle processes. Our CM Journal writers have more valuable lessons for you in this issue.
Capers Jones gets us started with a comprehensive article on scoring and evaluating software methods, practices, and results. I have been learning from his work for many years, and this article is a must read for anyone really interested in understanding process and process improvement. Leslie Sachs teaches us how to recognize a dysfunctional team and develop effective strategies to establish effective processes in "Personality Matters." Alan Koch gives us a checklist in "Eight Keys to Release Failure." As he explains, "We don't release software. It escapes!" Joe Farah begins an excellent two-part series that explains that process is king in "The Next Generation of CM/ALM Strategy."
I share some of my views on agile process maturity by pointing out that it is time to clarify the sometimes-forgotten "items on the right" described in the Agile Manifesto. I take this a step further by suggesting that agile must coexist with non-agile practices as well. Also considering an essential "item on the right," Collabnet's Angela Druckman gives us "Five Steps to Creating Effective Agile Contracts."
Make sure that you participate in our forums and groups to share your own experiences with establishing effective processes!Bob Aiello
Editor in Chief
CM Crossroads
raiello@acm.org
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Eight Ways to Release Failure—A Checklist
by Alan S. Koch
My former boss, Carl, once tried enticing me to join his management team by emphasizing how badly the company could use my process discipline skills—it worked. I felt bad for them, and I was intrigued by the challenge. But, I learned at least as much as they did during my tenure there.
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The Next Generation of CM/ALM Strategy
by Joe Farah
Perhaps you've just not started doing CM on your project yet. Or maybe you have, and it's not going well: CM is consuming more staff than you expected. There is still plenty of rework because the CM process is failing. Initial and annual licensing fees are affecting your company's bottom line. But worst of all, your CM solution is not providing the expected benefits. What can you do?
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Five Steps to Creating Effective Agile Contracts
by Angela Druckman
When organizations use agile practices they may find themselves conflicting with the existing project management processes. When an agile approach is used for projects that touch outside entities, like consultants or partners, the issue grows even more complex. Organizations with heavy regulatory requirements face a similar challenge. Those just learning the agile frameworks may often ask, "How can we use Scrum and pass an audit?"
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Personality Matters—Process and More Process
by Leslie Sachs
Many configuration management experts focus on implementing and establishing tools to support version control, defect tracking, and workflow automation. Tools are essential, but even the best tools won’t lead to measureable results without robust and repeatable processes. This article gives you a head start on handling the implicit personality issues that are found in establishing process and more process.
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Behaviorally Speaking—Agile Process Maturity
by Bob Aiello
The topic of Agile Process Maturity is gaining wide interest within the agile community. Although, Scott Ambler, the distinguished agile guru, has been quoted as saying, "It will be some time before the agile community is mature enough to embrace an agile maturity model," [1] there are a number of other recognized agile experts who have also written about the need for an agile process maturity model. I don’t always like maturity models, but I do like mature processes. Years ago I wrote in the CM Journal: "Agile must mature into process methodologies that explain what each of the team members has to accomplish and by when." [2] This is slowly happening today. My article will address what I believe we need to do in order to embrace agile process maturity.
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