2010 saw the rapid growth of quantitatively-driven performance improvement among organizations serious about getting lean and seeing results. Much of this can be attributed to newer techniques in agile practices such as Kanban for software, and related awareness resulting from these practices.
Organizations getting serious about real, measurable improvement take being a learning organization to heart. They have started to explore blended approaches where they may bring together more than one “named” approach, firmly internalize the salient themes from them and synthesize a custom method that meets their specific business needs. Some of these organizations have also started to investigate and pursue use of CMMI as a framework for organizing and benchmarking their performance accomplishments.
In 2010, these efforts were nascent. In 2011, I see this growth accelerating. With more demonstrations of the success of mature practices (a la CMMI) in agile contexts, I see a rapid escalation of agile organizations attaining higher levels of organizational maturity which will translate easily into CMMI maturity. What this portends is an emergence of lean and agile organizations newly rating well against CMMI whereas until this time, most agile organizations rating well against CMMI had previously rated against CMMI and then pursued more lean and agile approaches. 2011 will be a performance break-away year for organizations taking agile “to the next level” of learning and maturity — which may require that many accepted moors about agile be abandoned.