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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 #&$% does that mean?
Now Playing!
Jeff Dalton President of Broadsword Chairman of the SEI Partner Advisory Board Cer<fied Lead Appraiser Cer<fied CMMI Instructor Scrum Master SCAMPI Candidate Observer Author of AgileCMMI h#p://www.askTheCMMIAppraiser.com h#p://www.broadswordsolu;ons.com “You cut through the noise and get us to the solu<on” -‐ Client who named our company “Broadsword.”
Thinner without the beard . . .
Welcome back my friends . . . to the show that never ends!
Welcome!
Appraisals – Training – Consulting – Accelerators
The full presentation will be available by Monday on our website at:
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For answers to your CMMI questions head over to: http://www.asktheCMMIAppraiser
This event will be more interesting if . . .
Usually I am doing a webinar, and you can’t ask questions. Today is a different story . . .
We are focusing on what you NEED to know!
“We’ve focused enough on process . . .
how about we just write some software”
David Anderson, SEPG 2008
The CMMI is not a death-‐march that saps your powers and transforms you in zombies . . . .
If you only remember ONE THING….
Successful Scrum is not an agile free-‐for-‐all where “self organizing teams do whatever the &%$! 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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Without Historical Data With Historical Data
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(Based on 120 projects in Boeing Information Systems)
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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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