of cmmi agile organizations -...

Copyright © 2008 Broadsword Solutions Corporation

of CMMI® v1.2 for Supercharging

Agile Organizations Copyright © 2008 Broadsword Solutions Corporation

Jeff Dalton, President Broadsword, an SEI Partner SCAMPI Lead Appraiser CMMI Instructor

CMMI and SCAMPI are registered trademarks of Carnegie Mellon University

Predict the outcome of projects so often that you’re perceived as

the wisest, most experienced practitioner in your company . . .

Is that something that would interest you?

If I told you that you could . . .

If I told you that you could . . .

Eliminate enough “busy-work” so we could all work

just 40 hours per week (and go home early on Friday) . . .

Is that something that would interest you?

Avoid the stupid bugs before they happen

(and stop looking like an idiot) . . .

Is that something that would interest you?

If I told you that you could . . .

Avoid having the same meeting over and over again,

revisiting the same decisions, (and having your head explode) . . .

Is that something that would interest you?

If I told you that you could . . .

If you could have all this and more while remaining Agile (and not be burdened by

useless process overhead) . . .

Is that something that would interest you?

If I told you that you could . . .

Welcome to AgileCMMI

For the latest version of this presentation please email:

info@broadswordsolutions.com

Visit Jeff’s Agile CMMI Blog at:

http://asktheCMMIAppraiser.com

Got Agile CMMI Questions?

The equation for success =

secret #1 Reference

Model

+

Evaluation Method

Executable Process

+ Guidelines for

scoping process improvement

A suite of tests to validate and verify progress

An empowering philosophy and toolkit for action

and success

CMMI – Nice picture, but misses the point

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

Process Improvement can produce measured, proven success

Performance Category Median Improvement

Cost 34%

Schedule 50%

Productivity 61%

Quality 48%

Customer Satisfaction 14%

Return on Investment 4:1

Are methodologies important?

Information Engineering (1991), Traditional approach SDLC

Agile Methods, examples: • XP (1999) • Scrum (2001) • Crystal (2001) • FDD (2001)

Waterfall methodology

“House Blends” of Agile methodologies

Drivers, Constraints: • Deregulation initiatives • Corporate mergers •  Process / Customer Mandates

What components do you need?

Engineering Process

Essences & Core

Principles

Roles & Responsibilities

Glossary of Terms

Process Flows

(Swimlanes)

Process Definitions

Standard Work

Instructions

Templates &

Examples Communication

Materials

Training Materials

Standards &

Guidelines

All need representation, not all need to be complex…

Development/Life-Cycles : Conventional Wisdom

Mainline

Requirements Development

Project Planning

Technical Solution Validation

Verification

Guiding

Organizational Process

Measurement & Analysis

Process & Product Quality Assurance

Supporting

Project Monitoring & Control

Risk Management

Configuration Management

Requirements Management

Approved Business Case/SOW

Assigned PM

Approved Appropriations (Tracking)

Approved Funding

Inputs

Application Solution

Outputs

Prioritized Documentation

Process Improvements

Business Value

“In theory, there is no difference between

theory & practice, but in practice,

there is.”

Engineering is not the same as Academia …

~Yogi Berra

Encapsulated Process Objects™: OOD Approach

Organizational Process

Measurement & Analysis

Process & Product Quality

Assurance

Project Monitoring &

Control Risk

Management Configuration Management

Requirements Management

object object object

Project Monitoring &

Control Project

Monitoring & Control

Configuration Management Configuration

Management

Requirements Management Requirements

Management

Encapsulated Process Objects is a registered trademark for Broadsword Solutions Corporation

Projects run “as-is” and new EPO’s are implemented as they become valuable

p_Class: Feature Validation Criteria for selection Description (swim-meet) Use Policy Procedures Who leads it? Training Versioning Whose affected How is it working? Is one being used What are the results?

Use Cases

Simulations

Prototypes

I n s t a n t i a t e

or

or

Encapsulated Process Objects™: Validation

Use Cases

Simulations

Prototypes

or

or

How is each EPO performing?

Baseline of Feature Defect “Saves”

Organizational: Encapsulated Process Objectstm

Engineering Process Group (xEPG)

The xEPG is the OWNER of standard

processes

The SIGS inherit methods &

attributes from xEPG and contains a PROCESS

LEADER and the VOICE of the COMMUNITY

PERSISTANT CONTAINER hosting multiple, permanent sub-processes working groups

The xEPG is a SUSTAINABLE body that charters SIGs to design, rollout, & maintain sub-processes; membership in the xEPG or SIGs may rotate but the bodies are PERSISTANT

Process Test Team

(SCAMPI)

Process Management

OPD, OPF

Configuration Management

CM Metrics

MA

Requirements RM, RD,

Traceability

Project Management

PM, PMC

“One-Dimensional” (1D) Deployment

Process implementation fails because it is NOT scaleable

Internal “Re-engineering team”

or Consulting Firm “Ivory Tower”

IT & Engineering

“Helpful” Processes

“Three Dimensional” (3D) Deployment

The US Military’s doctrine for waging and winning battles is effective because it is scaleable.

Logistics

Artillery

Infantry

3D Process Deployment

PROCESS DESIGN

• Assess current initiatives • Design compliant

process: •  Process Flow •  Templates •  Integration Points •  Audit Process •  Escalation Process •  Exception Process

• Metrics to measure success

• Document and integrate into process release schedule

Iter

atio

n 1

• Clear statement of mission

• Communication of goals:

•  Output •  Deliverables •  Business Results

• Communicate progress • Organizational Notice of

Decision (NOD) • Personalized

communication • Distribution of metrics

COMMUNICATIONS

Iter

atio

n 2

TRAINING

• Develop training plans • Develop standard

training materials: •  Slides •  Templates •  Job-Aids •  Hand-outs

• Metrics to measure success

• Conduct Training • Document and track

training participation

Iter

atio

n 3

Special Interest Group (SIG)

Process/Product Release Approach

Our Engineering Process is an Agile methodology for delivering and supporting systems

based business solutions It is a Product… It is a Process…

…consisting of a suite of work products including process flows, process descriptions, templates, standards and guidelines, which are delivered and maintained by a project team

… used by all IT & Engineering professionals involved in the delivery and support of software applications; the process provides the tools and clarity we need to do our jobs

So what? Is it useful?

Process Performance

Process Deployment

Index

• Systems Engineering Process Group (SEPG) • SIGs

Process Results Index

• Process Owners • Practice Areas

• Projects

• Projects

Process Compliance Index

• Process Owners • Project Leaders

• Project & Process Audit

• SDP Process Audit

Are we successful at designing, building,

deploying, and maintaining the Process?

Do the results from each Process Area show improved project

performance?

Is our process appropriate, are we complying with it, and are we continuously

improving it?

How are we doing?

Just enough, not too much …

Benefit

Effo

rt &

Cos

t Scope = Cost

Agile methods are well suited to control process scope

JENTMsm = courage to stop

Iteration 1

Spike

Iteration 2

Verify

Iteration 3

Lock

Iteration 4

Educate & Communicate

4 weeks 2 weeks 4 weeks 2 weeks

OUTPUTS: ▪ Swim lanes

▪ Process description ▪ Policies ▪ Metrics

▪ Tailoring guidelines ▪ CRs to other SIGs

OUTPUTS: ▪ Defects

▪ Change Requests Refectoring Reqsts

OUTPUTS: ▪ Process revisions

▪ Artifacts ▪ Pilots

▪ Defect Fixes

OUTPUTS: ▪ Training Materials ▪ xEPG CMMI

Interpretation ▪ Templates for Process

Creation •  Project Monitoring Aids ▪ SIG Training ▪ Process Area (PA)

Training

INPUTS: INPUTS: INPUTS: INPUTS:

RELEA

SE 90 Day Release Cycle

Agile Process Deployment – 5% Redirect

Agile Process Deployment in 3 Releases

Q2

Launch SIGs:

Q3 Q3 Q1 Q2 Q4 Q4

2008 2009

• Process Management

SCAMPI Class C

Train & mentor teams

SCAMPI Class B

SCAMPI Class A

• Configuration Management

• Process Quality

• Metrics & Measurement

• Requirements

• Supplier Management

CELEBRATE!

R1

R2

R3

Example: CMMI Alignment, Q1

• 200 Software Developers • 22 Project Managers • 18 Business Analysis • IT Organization

Example: CMMI Alignment, Q4

CMMI and Agile can coexist in an organization…

secret #2

…harmoniously

Agile & CMMI; Diametrically Opposed?

AGILE CMMI Iterative

Incremental

Action based Team agreements

Rapid change Scope shrinks to meet

deadlines

Document-lite

Assume a low level of constant re-work

Trust

Procedural

Extensive planning

Deliverable based Hierarchical governance

Careful change

Budget grows to meet Scope

Document-heavy

Avoid re-work through planning and monitoring Governance Layers

“Pre-ceptions”

A Few Myths About Agile & CMMI

• No documentation is required --“Pass me a Red Bull!”

• We can only “do CMMI” if we focus on developing documents, and reports, and if we hire an expensive consultant

AGILE CMMI

• “Design on the fly” results in a better product

• Appraisals or audits are not valuable

• Customers are at every meeting making decisions with the team

• No need to record decisions-- we just have a meeting

• CMMI is incompatible with Agile

• It’s designed to work with “waterfall” projects so it doesn’t apply to smaller, agile projects

• CMMI is something that we “implement”

• CMMI only applies to large, monolithic companies

• CMMI (and all process) will double our workload and slow us down

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

The Agile Process Manifesto… We are discovering new and better ways of developing processes through iteration and the teaching others.

Innovation

Useful Processes

Process Mandates

Certifications & Audits

Collaboration

Flexibility & Agility Ridged Compliance

Coercion & Punishment

Through this work we have come to observe that:

Outweighs

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

Outweigh

Outweighs

Outweigh

CMMI & Agile; Friends or Foes?

People that advocate Agile tend to disdain structure…

We don’t have to choose!

People who support CMMI tend to want to avoid chaos and risk…

…most advocates of CMMI focus on

planning

…most advocates of Agile focus on iterations and

failing fast

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

Paradigm Shifts… •  The average CMMI Level 3 SCAMPI Appraisal examines over

400 document types and over 1000 artifacts

•  We can reduce and consolidate “objective evidence” and average ± 70 document types for CMMI

•  A template, form, or document is always the obvious answer, but there are other options…

White-board Cameras/Printouts

Code Comments Digital Photos Databases/Tools

Videos Scanned Drawings, Napkins

For Instance . . .

•  Iterations (or “sprints”) & Releases themselves replace the need for frequent monitoring

In an Agile environment, some core behaviors can become Alternative Practices for CMMI…

•  Code Reviews can be evidenced right in the code and test libraries (Peer Programming)

•  Configuration Planning can be consolidated with Tailoring Guidelines, Configuration Audit Checklists, and Sizing & Estimating (Project Planning, Configuration Mgmt, IPM all at once!)

•  Iteration & Release frequency eliminates the need for frequent Plan Review & Process Quality audits

•  Agile methods themselves can serve as policies around planning, estimating, budgeting, and staffing--eliminating the need for separate “evidence”

Ex: Reducing Artifacts by ~ 75%

Perceived for CMMI* Possible Substitute

Meeting Minutes

Meeting Log

Notice of Decision

Stakeholder Involvement Report

Status Reports

Stakeholder Communications

Change Request Log

Requirements Log Change Request Approval Form

Detailed Requirement Specification

Bi-directional Traceability Matrix

COCOMO, SLOC, Top Down, Function Points Planning Poker, Ideal Days, Feature Value

* Notice “perceived.” Nothing in the model requires this.

What really goes on in a SCAMPI Appraisal is …

secret #3

… just a user acceptance test

Standard

Process

CMMI

Appraisal

Method for

Improvement

Findings, Recom

mendations

Actual Practice

Appraisal Requirements

Organizational Process Suite

Appraisal Team

Organization/Projects

What is a SCAMPI? A formal test plan

Staged Representation – Modules to test

Quality Productivity

Level Focus Process Area

5 Optimizing Continuous Process Improvement

• Organizational Innovation & Deployment • 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 + IPPD • Organizational Training • Integrated Project Management + IPPD • 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

SCAMPI Classes – levels of testing

Characteristics Class A Class B Class C

Amount of objective evidence gathered

(relative) High Medium Low

Ratings generated Yes No No

Resource needs (relative)

High Medium Low

Team size (relative)

Large Medium Small

Appraisal Team Leader Requirements

Lead Appraiser

Lead Appraiser

(or other trained and

experienced)

Person trained and experienced

The “code” we are testing is the process

PP SP1.1-1: (test case ID)

Direct artifacts: • Release Plan • Feature back-log

Affirmations: •  “I built a story board for all of the features”

Indirect artifacts: • Call-phone photo of white board

to estimate the scope of the project. Establish a top-level work breakdown structure (WBS)

Characterizing Test results

Implementation Characterization

Description

Fully Implemented (FI)

•  Direct artifacts present and appropriate

•  Supported by indirect artifact and/or affirmation

•  No weaknesses noted

Largely Implemented (LI)

•  Direct artifacts present and appropriate

•  Supported by indirect artifact and/or affirmation

•  One or more weaknesses noted

Partially Implemented (PI)

•  Direct artifacts absent or judged inadequate

•  Artifacts or affirmations indicate some aspects of the practice are implemented

•  One or more weaknesses noted

Not Implemented (NI) •  Any situation not covered by above

CMMI Level 3 – “bug report”

The real test for sustainable process improvement is rating consistency

A Quick Review… secret #1

The equation for success=

+ + Reference

Model

CMMI

Evaluation Method

SCAMPI

Executable Process

Agile CMMI

secret #2 CMMI and Agile can coexist in an organization…

…harmoniously

secret #3 What really goes on inside a SCAMPI Appraisal…

…is a user acceptance test

If you only remember one slide …

•  CMMI and Agile are complementary – perceived differences are often in approach, NOT substance.

•  There are many alternatives to the expected practices and example artifacts found in CMMI--think Agility (and help your Lead Appraiser learn)!

•  Agile

•  CMMI

•  You can implement a CMMI compliant engineering process that is Agile and brings you the repeatability and predictability offered by CMMI . . . however, it requires discipline.

Lazy

Heavy