agile maturity v11 ppt

8/13/2019 Agile Maturity v11 Ppt

1/18

Agile MaturitySCRUM + CMMI = SCRUMMI?


2/18

About Me

Project Management

25+ Years

PMP since 2001

CSM since 2010

RolesSCRUM Master and Coach

Program ManagerProject Manager

CTO

VP Operations, AFCEA Fort Knox Gold Vault Chapter

CMMI Process Consultant


3/18

Agenda

Overview of CMMI

Agile Manifesto

Life Cycles

Life Cycle Division

Maturity Artifacts

Tools


4/18

Overview of CMMI

Process Models (There are 3) Acquisitions

Development

Services

Goals and Practices (there are 2) Specific

Generic

Process Areas (there are 22) Measurements and Analysis (MA)

Integrated Project Management (IPM) Process and Product Quality Assurance (PPQA)

Project Planning (PP)

Etc.

Goals are the only required component of CMMI.


5/18

Agile Manifesto

We are uncovering better ways of developing software bydoing it and helping others do it. Through this work wehave come to value [the following]:

Individuals and interactions over processes and tools Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, wevalue the items on the left more.


6/18

Life Cycle Confusion

The Project

This diagram has all of the PMLC and SDLC

Life Cycle phases represented.

You can not pull out what is project

management vs. what is system

development.

A challenge: Show this

to your team and ask

them, Where do wedo peer reviews?. You

will get different

answers from different

team members.


7/18

Life Cycle Division

There are separated lifecycles.

The Project Management onthe left belongs to the projectmanager and his designees.

The System Developmentclearly is owned by thedevelopment team lead andhis designees.

In all of this Monitoring andControl functions need to beapplied to both sides. Project Monitoring (Quality)

Product Monitoring (Quality)


8/18

Demonstrate a DivisionInitiation

Charter (High LevelScope)

Assumption/Constraints

High LevelRequirements

Planning

Schedule(dependencies)

Processes to be planned

Execution Monitoring

Status Reporting

Close Lessons Learned

Archival

Estimates vs. Actual

Inception

High Level RequirementElaboration Detailed Req.

Design Detailed Design

Peer Reviews

Construction Code

Executables

Peer Reviews

Testing Test Cases

Req. Traceability

Implementation Product

Post Imp. Lessons Learned


9/18

Maturity Artifacts Key Artifacts

Project Schedule (Traditional) Product and Sprint Backlog (Agile) with resources

Work Breakdown Structure WBS (Traditional)

Product Backlog (Agile)

Velocity / Burndown Charts Easy Management Reporting

Measurements (Estimates vs. Actuals)

Earned Value

Traditional Must be a mature organization to obtain value from Earned Value

Management.

Agile Does this bring value to the organization above and beyond what Agile

reporting already provides.


10/18

Agile Life CycleAgile Project Management

Project Management Plan (Overarching for all Agile Projects)

Risk Mgmt. Issue Mgmt. Change Mgmt. etc.

Product Backlog (WBS)

Sprint Backlog (Schedule, dependencies, assignments, etc..

System Development

Technical Specifications

Architecture diagrams, etc.

Peer Reviews

Requirements Management and Traceability

Test Plans and Cases

Deployment Strategy

Defect Tracking/Bug Fixes


11/18

Demonstration

Excel Example: Sprint Backlog
http://localhost/var/www/apps/conversion/tmp/scratch_2/Project%20Summary.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_2/Project%20Summary.xls


12/18

Sprint Burn Down

0

100

200

300

400

500

600

700

1/1/20

12

1/3/20

12

1/5/20

12

1/7/20

12

1/9/20

12

1/11/201

2

1/13/201

2

1/15/201

2

Date

Work

Planned work

Actual work

Agile Tools

Product Burn Down

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6

Sprints

Velocity Incomplete Stories

New Stories

Actual Velocity

Planned Velocity

Standard Agile toolscan help meetpractices and goals.

Estimates vs. Actuals

Burn down chart can

serve as your Basisof Estimate (BOE) aswell as requirementstracking.


13/18

Measures and Analysis

Sprint Burn Down

0

100

200

300

400

500

600

700

1/1/20

12

1/3/20

12

1/5/20

12

1/7/20

12

1/9/20

12

1/11/201

2

1/13/201

2

1/15/201

2

Date

Work

Planned work

Actual work


14/18

Measures and Analysis

Product Burn Down

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6

Sprints

Velocity Incomplete Stories

New Stories

Actual Velocity

Planned Velocity


15/18

SummaryGeneric Practices

Establish an Organizational Policy

Identify and Involve Relevant Stakeholders

Provide Resources

Train People

Plan the Process

Assign Responsibility

Manage Configurations

GP 2.1 Management Commitment

GP 2.2

GP 2.3

GP 2.4

GP 2.5

GP 2.6

GP 2.7

Sprint Planning

Sprint Backlog

Agile Roles

Deployment Approach

Interim Work Products

Stand Up Meetings

Burn Down Rates

Objectively Evaluate Adherence

Monitor and Control ProcessGP 2.8

GP 2.9 Continuous Oversight


16/18

SummaryGeneric Practices

Review Status with Higher Level Management

Collect Improvement Information

Establish A Defined Process

GP 2.10 Analytics

GP 3.1

GP 3.2

Define Agile Method

Reviews and Retrospectives

Agile Methodologies overlap with

CMMI engineering and project

management practices, which,

enhances both Agile and CMMI.


17/18

Questions?


18/18

Thank you!

Twitter: @ProfMartyScrum

LinkedIn:http://www.linkedin.com/in/martinlharboltpmp

Blog: http://askthescrummaster.blogspot.com/
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agile maturity v11 ppt

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