larry dribin, ph.d. sogeti, a cap gemini company phone: (847) 807-7390 email: [email protected]...

Larry Dribin, Ph.D.

SOGETI, A CAP GEMINI COMPANY

Phone: (847) 807-7390 Email: [email protected] or

[email protected]

My Observations from SEPG 2002March 7, 2002

V1.1

© Larry Dribin, Ph.D. March 7, 2002 - v1.1 - 2 -

What Were My Most Important Lesson Learned?

It was a hard choice - 7 concurrent tracks 2 tracks on Level 2 1 tracks on Level 3 2 tracks on Special Topics 1 track on CMMI

Topics I Considered: “Do’s and Don’ts of Software Process Improvement” “What the Authors Intended at Levels 4 and 5” “Aggressively moving from CMM Level 1 to CMM Level 3 in

One Year” “What Would I Do Differently If I Wrote The SEPG Guide

Today?” “Competitive Software Teams”

I learned quite a bit in these session, but no “Ah Ha”! I learned quite a bit in these session, but no “Ah Ha”!


I Had An “Ah Ha” After Attending:

Keynote: “Conversations with Watts Humphrey”, by Michael Mah

Keynote: Barry Boehm, “The Fate of Bright Ideas: Why They are Not Always Adopted”

Panel Session: “Capability Maturity Models Are Not Relevant in Modern Development Environments”

Ah Ha: Agile Processes & CMM (versus Agile or CMM)

Panel Session: “The Loyal Opposition Versus the CMMI Champions: A Frank Discussion of CMMI Models”

Ah Ha: The CMM May Still Live (versus CMM CMMI)

After attending these sessions I felt as though major changes may be underway in software process improvement.

After attending these sessions I felt as though major changes may be underway in software process improvement.


First Remember the CMM-SW Vision

“ I wanted to get software organizations to adopt Deming’s approach to continuous improvement, but I realized it had to be done in stages.”

• Watts Humphrey, creator of the CMM-SW

Eliminate chaos (Level 2) Establish common processes

(Level 3) Understand process capability

and control variation in process performance (Level 4)

Continuously improve capability of critical processes (Level 5)


First Remember the CMM-SW Vision, but …

“ I wanted to get software organizations to adopt Deming’s approach to continuous improvement, but I realized it had to be done in stages.”

• Watts Humphrey, creator of the CMM-SW

Eliminate chaos (Level 2) Establish common processes

(Level 3) Understand process capability

and control variation in process performance (Level 4)

Continuously improve capability of critical processes (Level 5)

Source: Pat O’Toole, “The Do’s and Don’ts of Software Process Improvement”

Source: Pat O’Toole, “The Do’s and Don’ts of Software Process Improvement”


Agile Processes & CMM (versus Agile or CMM) Pro CMM: CMMs are Relevant because they work!

Source: Stan Rifkin, “CMMs are Relevant to Modern Software Development”

Source: Stan Rifkin, “CMMs are Relevant to Modern Software Development”


Agile Processes & CMM (versus Agile or CMM) Con CMM: People oriented “Barely Sufficient Methodology”

Source: Jim Highsmith, Cutter Consortium,“Is the CMM: Is It Relevant Today?”

Source: Jim Highsmith, Cutter Consortium,“Is the CMM: Is It Relevant Today?”


Agile Processes & CMM (versus Agile or CMM) Con CMM: CMM Supports Waterfall and not Modern Iterative Development Processes

Source: Walker Royce, Rational Software, “Are Capability Maturity Models Relevant in Modern Development Environments?”

Source: Walker Royce, Rational Software, “Are Capability Maturity Models Relevant in Modern Development Environments?”


Agile Processes & CMM (versus Agile or CMM) My Take Away

CMM experts are talking about agile approaches to software development

Too often these experts “demonize” the new agile approaches

Each may have its own home space Source: Interpretation of Barry Boehm’s keynote

The key is that the dialog has begun

This dialog is healthy and should generate improvements in Software Process Improvement!

This dialog is healthy and should generate improvements in Software Process Improvement!


The CMM May Still Live (versus CMM CMMI)

Background

Source: “The Loyal Opposition Versus the CMMI Champions: A Frank Discussion of CMMI Models” (Panel Discussion, Marilyn Bush Moderator)

Source: “The Loyal Opposition Versus the CMMI Champions: A Frank Discussion of CMMI Models” (Panel Discussion, Marilyn Bush Moderator)


The CMM May Still Live (versus CMM CMMI) Pro CMMI

CMMI explicitly links to business objectives vs. implicit in CMM

CMMI Incorporates learning from CMM-SW (CMM v2c was the starting point)

It includes Product Engineering

It Covers Standards and Business Strategies

Applies well to small organizations

Adapts to different improvement approaches Staged vs. continuous

Expands to incorporate new disciplines

Source:Mike Konrad - Software Engineering InstituteTim Kasse - Kasse Initiatives

Source:Mike Konrad - Software Engineering InstituteTim Kasse - Kasse Initiatives


The CMM May Still Live (versus CMM CMMI) Pro CMM – Pro Choice

The CMM serves the un-served majority (Commercial non-DOD, non-Systems Engineers)

CMMI is TOO BIG

CMMI is TOO EXPENSIVE

CMMI is hard to tailor and forces unnecessary complexity It buries known vital things Compromised and confusing representations

CMM is Being Suppressed (a.k.a. Sunsetting of the CMM-SW at the end of 2003 (2005)

Source: Judah Mogilensky - Process Enhancement PartnersMark Servello - ChangeBridge

Source: Judah Mogilensky - Process Enhancement PartnersMark Servello - ChangeBridge


The CMM May Still Live (versus CMM CMMI) Pro CMM Proposal: Free V2

CMM v2.0c – October 1997 was almost ready to be released An enhancement to CMM-SW v1.1 Smaller and “lighter” than the CMMI

Movement started to release CMM version 2 (which was about to be released when the project was shut down in favor of CMMI three years ago) If SEI will not release it, possible release it as a “freeware” document Provide training courses in CMM v2.0 Provide an assessment approach similar to the CBA-IPI for CMM-SW

v2.0

Key issue is funding

Let the market decide between CMM-SW and CMMILet the market decide between CMM-SW and CMMI


Summary

We are in exciting times

New ideas – Agile Programming

New Products – CMMI v1.1 (and CMM v2.0?)

Thought provoking. Let’s watch what happens.

Renewed energy and new choices which will improve the state of Software Process Improvement.

Renewed energy and new choices which will improve the state of Software Process Improvement.

larry dribin, ph.d. sogeti, a cap gemini company phone: (847) 807-7390 email: [email protected]...

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