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Have you ever been asked by your management to do one of the following?

•  Continuously Improve •  Do more with less •  Build quality into “the process” . . . or some other slogan?

What the #&$% does that mean?

Now Playing!

 Jeff  Dalton    President  of  Broadsword    Chairman  of  the  SEI  Partner  Advisory  Board  Cer<fied  Lead  Appraiser  Cer<fied  CMMI  Instructor  Scrum  Master  SCAMPI  Candidate  Observer  Author  of  AgileCMMI    h#p://www.askTheCMMIAppraiser.com  h#p://www.broadswordsolu;ons.com      “You  cut  through  the  noise  and  get  us  to  the  solu<on”  -­‐  Client  who  named  our  company  “Broadsword.”  

Thinner without the beard . . .

Welcome back my friends . . . to the show that never ends!

Welcome!

Appraisals – Training – Consulting – Accelerators

The full presentation will be available by Monday on our website at:

http://www.broadswordsolutions.com/resources

For answers to your CMMI questions head over to: http://www.asktheCMMIAppraiser

This event will be more interesting if . . .

Usually I am doing a webinar, and you can’t ask questions. Today is a different story . . .

We are focusing on what you NEED to know!

“We’ve focused enough on process . . .

how about we just write some software”

David Anderson, SEPG 2008

The  CMMI  is  not  a  death-­‐march  that  saps  your  powers  and  transforms  you  in  zombies  .  .  .  .  

If you only remember ONE THING….

Successful  Scrum  is  not  an  agile  free-­‐for-­‐all  where  “self  organizing  teams  do  whatever  the  &%$!  they  want.  

Ok, One More Thing … .

Both CMMI and Scrum are about solving Business Problems

Requirements change too often Projects are late and over budget Frequent staff turnover Can’t understand risk In the dark about project status Too many meetings Customers unhappy Customers discovering defects Projects are unpredictable

Think of both as “levers” that change behavior

Want to change an outcome? Change the right upstream process and you’ll see something different come out the other end. But tread carefully – unintended results are likely to occur

CMMI and Scrum are about making your Company GREAT!

Focus on the “Path to Greatness” and a nice certificate will likely follow . . .

The Agile Manifesto*… we know it well

We are uncovering better ways of developing software by doing it and helping others do it.

Individuals & Interactions

Working Software

Processes & Tools

Comprehensive Documentation

Customer Collaboration

Responding to Change Following a Plan

Contract Negotiation

Through this work we have come to value:

OVER

OVER

OVER

OVER

* Manifesto for Agile Development copyright © 2001 Ron Jeffries, Jeff Sutherland, Ken Schwaber, Alistair Cockburn, and others

Jeff’s Agile Process Manifesto© . . . We are discovering new and better ways of developing processes through iteration and the teaching others.

Through this work we have come to observe that:

Innovation

Useful Processes

Process Mandates

Certifications & Audits

Collaboration

Flexibility & Agility Ridged Compliance

Coercion & Punishment

Outweighs

Manifesto for Agile Development copyright © 2001 Ron Jeffries, Jeff Sutherland, and others

Outweigh

Outweighs

Outweigh

Deming’s Theory of Profound Knowledge:

–  Cease dependence on QC, instead focus on QA built into the process

–  Collaborate with your customer –  Build trust and loyalty throughout the lifecycle –  Just-in-time Training –  Drive out Fear –  Break down departmental barriers –  Remove barriers of pride –  Respond quickly to changes

Sounds pretty Agile? . . . .

Deming gets it . . . why can’t we?

CMMI: The Maturity Levels

Quantitatively Managed

Performed

Managed

Optimizing

Defined

Focus on process improvement 5

Process measured and controlled 4

Process characterized for the organization and is proactive

3

Process characterized for projects and is often reactive

2

Process unpredictable, poorly controlled and reactive

1

Think long and hard about going here . . . It’s not just a “higher number”

Process Areas by Maturity Level

Quality Productivity

Level Focus Process Area

5 Optimizing Continuous Process Improvement

• Organizational Performance Management • Casual Analysis & Resolution

4 Quantitatively Managed

Quantitative Management

• Organizational Process Performance

• Quantitative Project Management

3 Defined Process Standardization

• Requirements Development • Technical Solutions • Product Integration • Verification • Validation • Organizational Process Focus

• Organizational Process Definition • Organizational Training • Integrated Project Management • Risk Management • Decision Analysis & Resolution

2 Managed Basic Project Management

• Requirements Management • Project Planning • Project Monitoring & Control • Supplier Agreement Management

• Measurement & Analysis • Process & Product Quality Assurance • Configuration Management

1 Initial

Results: Boeing Effort Estimation

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0 %

140%

-140%

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..

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. . . .. .... .. . .. . .. . . . . . . . . .

Without Historical Data With Historical Data

Ove

r/Und

er P

erce

ntag

e

.

(Based on 120 projects in Boeing Information Systems)

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.. .

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Impact of CMMI on Schedule and Budget Predictability

A useless, ridged and audit-driven process that forces us into slave-like adherence to

THE PROCESS

How many developers see the CMMI (or other models . . .)

NOT

Scope

Time Cost

What is “Agile?”

Traditional “Waterfall”

Model

Scope

Time Cost

Traditional “Agile” Model

People often think of the CMMI as “Waterfall,” but this isn’t accurate

In a “traditional” world Time and Cost flex to meet Scope. In an Agile world, Scope flexes to meet time and cost. Agile projects are never late! But they may not deliver what you need the first time.

RD and REQM have more emphasis in an Agile project

Agile Lazy

To reinforce this point (and to combat bad press), “Disciplined Agile”

has recently been introduced.

Agile is to Scrum

AS

CMMI is to Process Improvement

Scrum changes the way we think about development

One challenge with Scrum is the complete absence of engineering practices . . . . XP?

And no Process Management . . . Metrics . . . and more

• Product owner • ScrumMaster • Team

Roles

• Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting

Ceremonies

• Product backlog • Sprint backlog • Burndown charts

Artifacts

Scrum Framework

Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.

Rather than doing all of one thing at a time...

...Scrum teams do a little of everything all the time

Requirements Design Code Test

The challenge with Scrum is that while we’re all off iteratin’ the biz is all off waterfallin’ CMMIAppraiser

Twitter - CMMIAppraiser

CMMI & Scrum; Friends or Foes?

Early advocates of Agile tended to disdain structure…

Early adopters of CMMI tended to want to avoid chaos and risk…

…most early advocates of CMMI

focus on planning

…most early advocates of Agile focus on

iterations and failing fast

…so, it follows that… …so, it follows that…

And so cultures are born….

What we have here is a failure to communicate

Scrum

CMMI

Look like a “CMMI Process” to you?

Mainline

Requirements Development

Project Planning

Technical Solution Validation

Verification

Organizational Process

Measurement & Analysis

Process & Product Quality Assurance

Project Monitoring & Control

Risk Management

Configuration Management

Requirements Management

Inputs Outputs

Scrum organizations don’t use process, right?

Planning Poker

Refactoring Pair Programming

Test-Driven Development

Value Velocity

Sprint Demos PP SP1.1, SP1.2

REQM SP1.5

PMC SP1.1

RD SP3.4, SP3.5

VER SP2.2

VAL SP2.1, RD SP3.1

The composition of the process should help us meet

PROJECT OBJECTIVES (IPM, QPM)

not management’s need to see and understand

ONE SINGLE PROCESS (none)

If a process isn’t useful, it’s useless

A new way to spell “PROCESS”

enjəˈni(ə)riNG

CMMI exists for one reason

To make Engineering and Software Development Better (regardless of what process you decide to use)

“From chaos to clarity” (Terry Bean)

It isn’t about LEVELS!

Consider the Sprint Demo

Sprint Demo

“Demonstrate functionality after a Sprint”

Invite business customers

Invite other very important people

Ask for feedback

Bake that feedback into the next Sprint

Learn from it and make the product better

Now Consider making the Sprint Demo BETTER

Use the Guidance in the CMMI to make it even better.

Compare the Demo to the Feature Backlog (Validation SG1 and SG3/RD SG3 ensures comparison, plans the demo to ensure coverage)

Invite the right business customers

(PP/PMC – identify all the people who have an active role, not just team members and direct customers)

Invite other very important people (GP2.7 – identify and involve relevant stakeholders)

Ask for feedback

(GP3.2 – Collect improvement information)

Bake that feedback into the next Sprint

(IPM)

Learn from it and make the product better

Understanding Process Velocity

First, strive to understand where work is occurring and where the CMMI Model addresses that work. Use the practices and informative materials to understand where your gaps are.

OPF

PP PMC IPM RSKM MA PPQA CM DAR SAM TS RD PI REQM VAL VER OPD OPF OT

GP2.1

GP2.2

GP2.3

GP2.4

GP2.5

GP2.6

GP2.7

GP2.8

GP2.9 GP2.10

GP3.1

GP3.2

Use an appraisal to understand institutional weaknesses

A Daily Standup that discusses Risk

l Specific Goal 1 – Prepare for Risk Management l  Specific Practice 1.1 à Determine Risk Sources and Categories l  Specific Practice 1.2 à Define Risk Parameters l  Specific Practice 1.3 à Establish a Risk Management Strategy

l Specific Goal 2 – Identify and Analyze Risks l  Specific Practice 2.1 à Identify Risks l  Specific Practice 2.2 à Evaluate, Categorize, and Prioritize Risks

l Specific Goal 3 – Mitigate Risks l  Specific Practice 3.1 à Develop Risk Mitigation Plans l  Specific Practice 3.2 à Implement Risk Mitigation Plans

APPRAISALS!

But what is it really? Is it an Audit?

One  <me  I  followed  a  Lead  Appraiser  that  insisted  on  seeing  a    work  product  for  each  Prac<ce  .  .  .    Each  SUB  Prac<ce!    Ahhhhhh!  

Secret  Projects  

ATM’s  worked  12-­‐14  hour  days  all  week!  

It  drove  all  the  wrong  behaviors,  wasted  money,  and  made  them  hate  CMMI!  

But what is it really? Is it an Exam?

I  followed  another  Lead  Appraiser  that  tested  each  prac<<oner  by  having  them  recite  the  Generic  Prac<ces…    Backwards!    Ouch!  

Talk about looking for data in all the wrong places!

It’s really about LEARNING about ourselves

“Wow! We Planned that sprint and we delivered more features! AWWWESOME!”

My advice? Focus on improving – not Levels!

Now that we’re mature can I borrow the car?

Thank you!

Need help with CMMI and Process Improvement?

Appraisals - Training – Consulting – Accelerators

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