ABSTRACT
Objectives ◾ Describe the fundamentals of the Composite Agile Method and Strategy (CAMS) based on
a balanced mix of planned and Agile approaches ◾ Elevate Agility as a value system that operates at the organizational level as against operating
only at the level of software projects ◾ Present a taxonomy of organizational methods that cover software development, business
analysis, testing, architecture, business management, governance, and project management that will provide an understanding of varied methods usage across an organization
◾ Create awareness of the vital issue of “methods friction” that exists among the multitudes of methods used at various levels in an organization
◾ Describe software development life cycles (SDLCs) in the context of Agile methods to provide the starting point for a composite Agile approach
◾ Create a mapping between the various roles in an organization and their corresponding methods of interest
◾ Define an Agile practice together with what constitutes such an Agile practice (skills, attitude, experience, influence)
◾ Demonstrate the way in which Agile practices can be embedded in the formal and planned process maps in order to create the composite approach to project-based work
◾ Outline how process maps can be configured within the formal iterations carried out in the planned methods used in software projects
◾ Discuss the basis for creation of a CAMS instance that can be used in practice for the development as well as operational activities of an organization
◾ Reference a research project that has been used as a basis for CAMS
Introduction is chapter describes and explains the Composite Agile Method and Strategy (CAMS). As its name suggests, CAMS is more than a “methodology.” CAMS can be considered as a holistic, strategic approach to methods and processes in an organization. Such an approach is not independent of the business. Rather, it is embedded in the overall business-technology dimensions of the organization. us, CAMS is made up of not only Agile values and principles but also formal, planned process maps. e resultant composite process maps (described later in detail) are invaluable in software development projects. ese process maps also provide support through their documentation and modeling formalities as the system moves into the operational phase. CAMS, however, is not restricted to software. CAMS is also an umbrella term that includes methods, standards, and frameworks from the realms of business, governance, architecture, and quality. As a strategy in itself, CAMS enables synergies between the various methodological approaches and frameworks within the organization. CAMS considers agility as part of an overall organizational culture and an enabler of responsiveness to change. CAMS has the effect of changing the external and internal structure and dynamics on an organization. erefore, efforts at implementing CAMS closely resemble a business transformation program requiring excellence in change management.
