ABSTRACT
Objectives ◾ Outline the process of transforming a business to an Agile business using the Composite
Agile Method and Strategy (CAMS) ◾ Detail the progress in the adoption of Agility across the organization in order to provide
business benefits as well as software benefits ◾ Overview the organizational adoption of CAMS (reasons and value) within the context of
business change (business transformation) ◾ Detail the major phases in Agile business transformation (ABT), (Diagnose-Plan-Enact-
Measure-Review), and the major considerations within those phases when adopting CAMS ◾ Explain the external factors influencing (and being influenced by) organizational adoption
of CAMS (with due consideration to the corresponding internal factors) ◾ Review the eight organizational focus areas and their role in undertaking business transfor-
mation from a CAMS perspective ◾ Focus on upgrading the skills and training required in the people-process-technology-
money dimensions of a business adopting CAMS ◾ Provide sample configuration of CAMS-comprising multiple organizational processes-
after it has been fully adopted by an organization ◾ Describe a Center of Excellence (CoE) in an Agile organization and the role and importance
of CoE in assisting and promoting CAMS within the organization ◾ Outline a perspective on the Capability Maturity Model (CMMI) and its application to
composite process maturity in an Agile organization
Introduction Composite Agile Method and Strategy (CAMS) considers organizational agility as a strategic approach to business management as much as it is a methodology. CAMS is more than a method issue limited to how well a piece of software should be developed. CAMS adoption is not even limited to bringing in a collection of methods across the organization. Rather, CAMS professes a comprehensive and strategic approach to organization-wide agility capacities and capabilities necessary for business. is includes people-process-technology-money aspects of the entire business.
