Broadsword|Agile, CMMI, ISO, A-SPICE|Performance Innovation - … · 2019. 8. 30. · Copyright ©...
Transcript of Broadsword|Agile, CMMI, ISO, A-SPICE|Performance Innovation - … · 2019. 8. 30. · Copyright ©...
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Values-Based Engineering
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Welcome back my friends … to the show that never ends! Jeff Dalton President of Broadsword Cer4fied Lead Appraiser Cer4fied CMMI Instructor Cer4fiable Blogger, TwiAerer, and social media fana4c Airplane Builder (and test pilot) Scrum Master Author of AgileCMMI h#p://www.askTheCMMIAppraiser.com h#p://www.broadswordsolu;ons.com
The Journal of Information Technology Management
Cutter IT Journal
Vol. 25, No. 11November 2012
Agile CMMI:Why Isn’t This ConversationDead Yet?
Opening Statementby Hillel Glazer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The Agile CMMI Conversation Is a Dead Endby Bill Fox . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Blending Agile and CMMIby Brian Button and Nate McKie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Agile CMMI: The Real Underlying Obstacles to Effective Integration and What You Can Do About Them by Paul E. McMahon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
CMMI vs. Scrum? No — CMMI + Scrum!by Jeff Dalton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Disciplined Agile Delivery Meets CMMIby Scott W. Ambler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
What Will It Take to Achieve Agility-at-Scale?by Douglas Schmidt, Anita Carleton, Erin Harper, Mary Ann Lapham, Ipek Ozkaya, and Linda Parker Gates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
“If you still believe that agileand CMMI don’t work welltogether, then what you’lllearn in this issue is that, toput it plainly, you’re wrong.”
— Hillel Glazer,Guest Editor
http://www.broadswordsolutions.com/books
…
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What is the most serious challenge facing the our industry?
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TECHNOLOGY?
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SKILLS?
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TRAINING?
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FUNDING?
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VALUES
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Service to our customers Respect for the individual
Strive for excellence Act with integrity
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Honesty, integrity and respect
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Respect and care for others and protect the information we handle. Conduct ourselves in an honest, trustworthy and ethical manner at all times.
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Focus on the user and all else will follow It’s best to do one thing really, really well Fast is better than slow You don’t need to be at your desk to need an answer You can make money without doing evil There’s always more information out there The need for information crosses all borders You can be serious without a suit Great just isn’t good enough.
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Values affect behaviors
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Aspirational
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Operational
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Values
Managing
Doing
Managing
Doing
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REQM SP1.5 (alternative wording) “Maintain bi-directional traceability between values and related methods, techniques, and behaviors”
Values
Methods
Techniques/Behaviors
Methods
Techniques/Behaviors
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PPQA SP1.1 (alternative wording) “Objectively evaluate behaviors (aka “processes”) to ensure alignment with values, methods, and techniques”
Values
Methods
Techniques/Behaviors
Methods
Techniques/Behaviors
This leads to the inescapable conclusion that “Process” is merely….
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Here is a brand-new way to spell “PROCESS”
enjəˈni(ə)riNG
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Be Agile
Scrum
Stand-ups, Retrospective
XP
Pair Programming
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Waterfall
WBS, Phases
Earned Value Mgmt
Measure % delivered
Align with Gov’t Customers
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Scrum
WBS, Phases
XP
Velocity
Align with Gov’t Customers
X
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Be Agile
Waterfall
Stand-ups, Retrospective
XP
BPUF X
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Values-Based Architecture: Agile
“Guiding the work”
“Managing the work”
“Doing the work”
Values: “Fail fast, iterative and incremental, collaboration, focus on people, continuously improve.
Methods include Scrum, XP, Kanban, Spiral, Crystal, RUP, etc…
Techniques including “Planning Poker,” “Daily Standup,” “Retrospectives,” Sprint Demo,” “Story-time”
Tech
niqu
es
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Value-Based Risk / Issues: Agile
Incrementally deal with issues and risk
Scrum
Daily Standup
Values include “Fail fast, iterative and incremental, collaboration, focus on people, continuously improve.
Methods include Scrum, XP, Kanban, Spiral, Crystal, RUP, etc…
Techniques including “Planning Poker,” “Daily Standup,” “Retrospectives,” Sprint Demo,” “Story-time” Te
chni
ques
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Values-Based Estimating: Agile
Collaboratively estimate projects
XP / Scrum
Planning Poker
Values include “Fail fast, iterative and incremental, collaboration, focus on people, continuously improve.
Methods include Scrum, XP, Kanban, Spiral, Crystal, RUP, etc…
Techniques including “Planning Poker,” “Daily Standup,” “Retrospectives,” Sprint Demo,” “Story-time” Te
chni
ques
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Values
Methods
Techniques/Behaviors
Methods
Techniques/Behaviors
Values-based Architecture
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Take Action
• Ensure that Values are actionable
• Select Methods (Scrum, XP, Waterfall) that trace to your Values
• Select Techniques that align with Methods - Scrum
• Standups, Retrospectives, Sprints, Releases, Backlog Grooming
- Waterfall
• WBS, COCOMO, Weekly Team Meetings, Phases, et al
- XP
• Pair Programming, Test Driven Development, et al
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Have the knowledge and content our clients value
Have an established approach to doing business
Be creative problem solvers focused on our clients
Understand our client’s business and help them be successful
Be professional and ethical at all times
Anticipate our client’s needs Be fun and hassle-free to work with
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Operationalizing Values is what makes your company Great!
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