“I was at a [Department of Defense] conference back in 2002. The CMMI people and a couple of us from the agile community were on a panel. At that time, CMMI was big, with lots of expense and consultants who would come in and make you Level 2, Level 3, etc. Bill Curtis and Mark Paul said, ‘We don’t think we have any difference in goals from people in the agile community. We all intend to improve the profession of software development,’ ” said Schwaber.
But CMMI had become commercialized, with an explosion of consultants and products. “The moment that happened, the initial purpose was lost. The guys on the panel asked us, ‘How will you cope with it when this happens to the agile community?’ ” Schwaber continued. That moment has arrived, bringing with it methodologists, consultants and vendors. But not without protest.
Scrum.org, Schwaber maintained, has “worked very hard not to come up with a methodology. I have a Scrum methodology that I developed in 2003. It’s very prescriptive: Do this and you’ll be agile. But I put it away. Someone said all these fads run about 10 years, it’s time for the next thing. But Scrum is based on values, like we stated in the Agile Manifesto. If the values take hold, we succeeded.”
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