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b'SPaMCAST 512 marks the return of Jeff Dalton. \\xa0Jeff and I talked about the CMMI Version 2.0 and the Agile Performance Holarchy. \\xa0The CMMI is often maligned as promoting anti-agile behaviors. Jeff makes the case that Version 2.0 promotes agile. \\xa0We dive into the Agile Performance Holarchy during the second half of the interview. The Agile Performance Holarchy provides technology leaders with a model to guide agile adoption. \\xa0 Jeff Dalton is Chief Evangelist at , a Research and Development organization that studies agile leadership. He is a technology executive with over 30 years of experience as a CTO, CIO, VP of Product Development, and for that past fifteen years has been CEO of Broadsword and AgileCxO. He is an executive agile coach, agile assessor, and instructor, a regular conference speaker, and author of both "The Agile Performance Holarchy: An Operating System for Agile Leaders" and "The Guide to Scrum and CMMI: Improving Agile Performance with CMMI." In his spare time, Jeff is an instrument-rated pilot and plays bass in a jazz band. He has degrees in music and computer science. \\xa0 Contact Jeff at: Agilecxo.org Twitter: \\xa0@cmmiappraiser Twitter: \\xa0@agilecxo Re-Read Saturday News In week 8 of re-read of by Atul Gawande (use the link and buy a copy so you can read along) we read about building a usable checklist. In this chapter, Dr. Gawande puts all of the lessons learned in chapter 6 into action and tests the result. We have three or four more weeks left in this re-read, which means it is time to start soliciting ideas for the next book. To date, Sandeep Koorse has suggested Charles Duhigg\\u2019s The Power of Habit and Steven Adams has suggested Bad Blood \\u2013 Secrets and Lies in a Silicon Valley Startup. \\xa0What are your suggestions? I will run the poll in two weeks! Remember to buy a copy of and READ along! Current Installment: Previous Installments: - - - - - - - Next SPaMCAST SPaMCAST 513 will feature one more entry on reciprocity. \\xa0One of the hardest lessons I have had to learn is that some people on a team are passengers and others play different, more involved roles. Being a passenger long-term on a team or in an organization is a form of rent-seeking and is not valued highly by others. We will also have columns from Susan Parente (I Am Not a Scrumdamentalist) and Jeremy Berriault (QA Corner).'