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CMMI DOI Comparison
Thanks to one of our founders, David J. Anderson, for his analysis below on comparing CMMI and the DOI.
[DOI] We increase return on investment by making continuous flow of
value our focus.
[CMMI] The CMMI is pretty agnostic on this. It's a "so what". It doesn't break the CMMI nor does the CMMI ask us to do anything differently.
#1 is compatible!
[DOI] We deliver reliable results by engaging customers in frequent interactions and shared ownership.
[CMMI] The CMMI actively encourages stakeholder involvement and has explicit activities for monitoring it.
#2 is compatible!
[DOI] We expect uncertainty and manage for it through iterations, anticipation, and adaptation.
[CMMI] The CMMI is founded on the principles of W. Edwards Deming, his Theory of Profound Knowledge, the theory of variation and the concepts of special and common cause variation. Although some explicit text talks about "plan the plan, plan the work, work the plan" and has very "conformance to plan" language in some of the practice guidance, there is nothing about uncertainty, variation, adaptive planning, iterations and anticipation that is incompatible with CMMI. In fact the new MSF for CMMI Process Improvement does these things explicitly.
#3 is compatible!
[DOI] We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
[CMMI] The CMMI is very big on the idea of creating an organizational environment for success (where success is defined as achieving continuous improvement - in a quality assurance sense). There are explicit process areas around training and organizational environment. There is nothing in the CMMI which is incompatible with the DOI's embrace of innovation and creativity.
#4 is compatible!
[DOI] We boost performance through group accountability for results and shared responsibility for team effectiveness.
[CMMI] Though many formal organizations which follow the CMMI use RACI designations and have individual accountability, the CMMI is really agnostic to this. What it asks for is that the agreement is written down in a Team Charter. Again, MSF for CMMI Process Improvement exhibits the group accountability and shared responsibility style with its "team of peers" concept. This is perfectly compatible with CMMI.
#5 is compatible!
[DOI] We improve effectiveness and reliability through situationally specifc strategies, processes and practices.
[CMMI] The CMMI explictly expects situationally specific practies and processes and encourages it with explicit activities aimed at tayloring processes and practices for specific projects.
#6 is compatible!
Asking the question the other way, "Is there anything in the CMMI which is incompatible with the DOI?" is also an interesting question. There are 25 process areas in the CMMI. However, my take on it is "No!" There is nothing at the process area and goal level which is incompatible with the DOI. The problems arise at the interpretation of the specific practices. The DOI was born out of observation that project management practices as taught in so many places were leading to undesirable behavior and unfavorable results. The DOI seeks to reset the mindset, the framework (or paradigm), of how people think about projects so that they adopt the correct behavior that leads to good results.
It's perfectly possible to be an agile project manager and be running a CMMI compliant process.
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[DOI] We increase return on investment by making continuous flow of
value our focus.
[CMMI] The CMMI is pretty agnostic on this. It's a "so what". It doesn't break the CMMI nor does the CMMI ask us to do anything differently.
#1 is compatible!
[DOI] We deliver reliable results by engaging customers in frequent interactions and shared ownership.
[CMMI] The CMMI actively encourages stakeholder involvement and has explicit activities for monitoring it.
#2 is compatible!
[DOI] We expect uncertainty and manage for it through iterations, anticipation, and adaptation.
[CMMI] The CMMI is founded on the principles of W. Edwards Deming, his Theory of Profound Knowledge, the theory of variation and the concepts of special and common cause variation. Although some explicit text talks about "plan the plan, plan the work, work the plan" and has very "conformance to plan" language in some of the practice guidance, there is nothing about uncertainty, variation, adaptive planning, iterations and anticipation that is incompatible with CMMI. In fact the new MSF for CMMI Process Improvement does these things explicitly.
#3 is compatible!
[DOI] We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
[CMMI] The CMMI is very big on the idea of creating an organizational environment for success (where success is defined as achieving continuous improvement - in a quality assurance sense). There are explicit process areas around training and organizational environment. There is nothing in the CMMI which is incompatible with the DOI's embrace of innovation and creativity.
#4 is compatible!
[DOI] We boost performance through group accountability for results and shared responsibility for team effectiveness.
[CMMI] Though many formal organizations which follow the CMMI use RACI designations and have individual accountability, the CMMI is really agnostic to this. What it asks for is that the agreement is written down in a Team Charter. Again, MSF for CMMI Process Improvement exhibits the group accountability and shared responsibility style with its "team of peers" concept. This is perfectly compatible with CMMI.
#5 is compatible!
[DOI] We improve effectiveness and reliability through situationally specifc strategies, processes and practices.
[CMMI] The CMMI explictly expects situationally specific practies and processes and encourages it with explicit activities aimed at tayloring processes and practices for specific projects.
#6 is compatible!
Asking the question the other way, "Is there anything in the CMMI which is incompatible with the DOI?" is also an interesting question. There are 25 process areas in the CMMI. However, my take on it is "No!" There is nothing at the process area and goal level which is incompatible with the DOI. The problems arise at the interpretation of the specific practices. The DOI was born out of observation that project management practices as taught in so many places were leading to undesirable behavior and unfavorable results. The DOI seeks to reset the mindset, the framework (or paradigm), of how people think about projects so that they adopt the correct behavior that leads to good results.
It's perfectly possible to be an agile project manager and be running a CMMI compliant process.
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