Motorola Public
Miguel InsaurraldeMotorola Argentina Software Center
Agile: an evolutive approach
from CMMI-ISO
Motorola Public 2Miguel Insaurralde, Oct-09
This presentation
It is not ….
• a compilation of industry experience nor…
• a model for Agile adoption
It is …
• sharing the experience of a SW center
introducing Agile process…
• within an existing CMMI-ISO culture and set of
practices …
• and proposing a postulate:
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Postulate
Agile evolution rather than substitution
• SW dev changes with technology & market
Experience best practices throughout time
• Properly used help to reuse knowledge
CMMI/ISO + Agile can boost mutually
• Complemented and empowered
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Motorola Argentina Software Center
Variety of projects since 2001
• Embedded and Platform for mobile
communications & devices management
• Applications for public safety, assets tracking,
multimedia content management
Quality standards
• CMM-3 in „03, CMM-5 in „04, CMMI-5 in „07
• ISO 9001:2000 in „06, ISO 9001:2008 in „09
Agile first project „07 org adoption „08
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THE MYTHICALMAN-MONTH
SW development evolution
SOFTWARE AS
UNIQUE MEASURE
UPFRONT MODELS
TO MINIMIZE
CHANGES
CHANGEABLE
WORKING
SOFTWARE
NO SILVERBULLET
TEAMWORK & COLLABORATION
THE INTERNETKNOWLEDGE &
PRACTICES
Business velocity
Technology„s capacity of change
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AGILE
ADOPTION
Motorola Argentina Software Center
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What “Agile adoption” means for us…
• New Agile process definition
• Integrated within existing Quality Management System
• Integrated with some existing practices
• Different certainty and commitment basis
• Demanding interaction with pairs and stakeholders
• Different involvement in decision-making process
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Some myths to overcome…
• Main focus only on intermediate artifacts, not in real product
• Team members just limit to follow a plan of upfront assigned tasks
• Release date is only a best guessing, true deadline is iteration end-date
• Do not make any mid / long-term decision, you are not going to needed
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Ideal context
• Balanced timing… not too early / too late
• Stakeholders aligned to decisions timing
• Base decisions on facts and feedback (from product increments) and previous experience
• Continuous Integration & Test Automation
• Decision-making spread among affected groups, ready for breaking changes
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Different “real” contexts
• Life-cycle creation / enhancements / maintenance
• Dependencies customized / single version, framework / solutions
• Teams & decision-makers co-located / distributed
• Team volatile, different skills & experience levels
• Obligation exploratory / intermediate / customer delivery
• Defects impact repair, recall, company image
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Adaptability to different contexts
Wide range of projects can adopt Agile
Many require significant tailoring
Gap: beware, and
adjust accordingly
Lack of Product Owner
availability
Continuous Integration / Test
Automation not feasible
Separate QA team (product
certification: interoperability,
capacity)
Parallel teams or distributed
product mgmt
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CONTRIBUTION
What Agile empowers
AGILE
ADOPTION
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Requirements understanding
Upfront assumptions
Progressive agreement over expected results
Contributions
Frequent feedback and testing
Visibility of business value
Better trade-off decisions
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Technology usage
Release early, release often test
early, test often
Continuous integration and test
automation require deep
understanding
Support from pairs
Understood Comprehended
Contributions
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Teamwork & collaboration
Commitment Ownership
Daily exposure at Standup meetings
Commitment with pairs
Work progress visibility in Reviews
Contributions
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Team learning & improving
Per-project wide spectrum
Per-iteration product & team
focused
Monthly and short-duration
Reviews outcome is a key
input
Contributions
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INTEGRATED
What empowers Agile
AGILE
ADOPTION
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CMMI-ISO & Lean (1)
Eliminate waste – org level
• Feedback (engineers, customers, metrics)
• CMMI Org Innovation & Deployment
(business case definition, pilot & deploy)
• CMMI Organizational Process Definition
• CMMI Causal Analysis
Amplify learning – from teams to org
• Knowledge area teams, Org training plan
Integration
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CMMI-ISO & Lean (2)
Build integrity in
• Independent audits & control
• Customer feedback mechanisms
See the whole
• “System thinking” through organizational
groups: OPG / SEPG, Security Council, CM /
Agile forums
Integration
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CMMI-ISO & Lean (2)
… ALL OF THESE CONTRIBUTE TO DETERMINE
WHAT “ADDS VALUE” TO THE BUSINESS
Integration
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CONCLUSIONS
After some time doing Agile
AGILE
ADOPTION
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Agile requires strong discipline
Focus on goals and deliveries
Clear “Working SW” and
“Done” concepts
Backlogs consistency
throughout project life
Product Owner
involvement
Demanding tools integration
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Risks to have in mind
Do not discard valuable pre-
existing practices
Do not assume it will work
smoothly
Keep an eye on
organizational effort
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Impact in Culture
Newbie team members
Personal interaction
New certainty basis
Understanding Agile
values & culture takes
time
Time and learning
required to find balance
Planned training & coaching
Organizational follow-up
Be prepared for
diverse reactions
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Summary
Makes significant contributions even for very different contexts
Can be powered with existing organizational assets
Requires investment in training, coaching and assessment
Needs wise tailoring to keep product & org vision
Agile within our CMMI-ISO organization...
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BACKUP
Some more slides…
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CMMI-ISO organization
CONTROLIMPROVEMENT
Input: feedback,
metrics & trends
Output: trainings,
process, support
Who: engineers
Audits
Preventive
and corrective
actions
May stop a
shipment
EXECUTION
Process & tools
Best practices & experience
Quality Management System + Process Areas
Integration
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Existing practices
Requirements management
Coding standards & static analysis
Estimations
Change management
Quality Assurance
Risk management
Cost management
Integration
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Engineering practices (1)
Requirements management
• Elicitation techniques, classification
• Requirements Specification , Use Cases
when suitable (interfaces, etc.)
Coding standards & static analysis
• Organizational standards and support
(Security Council, CM forum, SEPG)
Integration
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Engineering practices (2)
Estimations
• Existing techniques & tools
Change management
• Experience with distributed teams & different
stakeholders structures
Quality Assurance
• Test development techniques & guidelines
• Test management
Integration
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Management practices
Risk management
• State & classify, define actions, follow-up
• Historical data and taxonomies
Cost management
• Cost ≠ Progress, but both need tracking.
Every project has somehow an allocated
budget for a given scope
• Buffers, trends, deviations are useful tools
Integration
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Do not discard valuable pre-existing practices
• Manage risks of having changes that can be
anticipated
• Use detailed specifications when needed
• Estimation & scheduling techniques for high and low-
level
• Scope management to improve decisions timing
Risks to have in mind (1)
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Do not assume it will work smoothly
• Collaboration & Involvement is not easy to reach, use
HR management techniques
• Possible tools integration and setup issues
Keep an eye on organizational effort
• Team members „Organizational time‟ is hard to obtain
Risks to have in mind (2)