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, costeffective solutions of sufficient quality. Organizations with formal processes often benefit from industryrecognized 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 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.
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机译：大多数大型IT组织需要最佳世界 - 工作软件，支持不断变化的业务需求，以及提供可预测，培训和可审计的软件的过程。拥有敏捷软件团队的组织经常接收及时，高性能的质量解决方案。具有正式流程的组织经常受益于IndustyRecognized认证和强大的流程改进机制。很少有一个，大型IT组织实现两者。 DTE Energy具有这样的组合：它的轻量级又一又CMMI兼容的方法现已在其600多人IT组织内使用，以提供和支持工作软件。它的小团队拥抱核心敏捷原则，因为它们提供“足够的”解决方案，以满足成熟的业务需求。然而，他们通过了两个Scampi评估正式的CMMI级别III这份报告扩展了关于DTE Energy的Agile IT组织的敏捷2005年经验报告的CMMI阶段成熟度认证。本报告简要介绍了七年的敏捷体验，提出了治理机制和变革管理技术，并突出了他们的四个释放，一年的CMMI III III认证计划。最后，本报告提出了关于拥有适用于任何组织的正式流程框架的建议。
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