CMMI® and Agile Development: A Binary Choice? · § CMMI-Dev is a model to help organizations...
Transcript of CMMI® and Agile Development: A Binary Choice? · § CMMI-Dev is a model to help organizations...
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CMMI®andAgileDevelopment:ABinaryChoice?ArleneMinkiewiczPRICESystems,LLC
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Agenda
§ Introduction
§ CMMI®– whatisitandwherediditcomefrom?
§ Agile– whatisitandwherediditcomefrom?
§ Whythequestionofcompatibility?
§ SynergiesbetweenagileandCMMI®
§ Conclusions
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IntroductionandMotivation
§ TheCapabilityMaturityModelIntegration(CMMI®)forDevelopment
– Aframeworkfororganizationstounderstandandmakeprocessimprovementstotheirdevelopmentprocesses
– Amodelnotastandard– Organization’sembraceCMMIwhentheywanttoimprovetheir
processesproductivityandtheirproductquality
§ Agiledevelopment– Paradigmforsoftwaredevelopmentprocessesthatarecharacterized
byhighlycollaborative,crossfunctionalteamsworkingcloselywithcustomerstodeliveryregularincrementsofsoftwarefunctionalcapability
– Agilepracticesrequireflexibilityandrapidresponsetochangesinrequirements
– Organization’sembraceagilewhentheywanttoimprovetheirprocessesproductivityandtheirproductquality
§ Whyaresomanyconvincedtheycan’tplaytogether?
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CMMI– Wherediditcomefrom?
§ Mid1980’sUSDepartmentofDefense(DoD)issuedaRequestforProposal(RFP)tohelpstemthetideoffailedsoftwareprojects
§ CarnegieMellonUniversity’sSoftwareEngineeringInstitute(SEI)(orwhatwouldbecometheSEI)wontheaward
§ Watt’sHumphreyintroducedthefirstversionoftheCapabilityMaturityModel(CMM®)in1988andpublisheditinhisbook“ManagingtheSoftwareProcess”in1989
§ CMMhadmanysuccessesandmanydetractors– Manyinterpreteditasprescriptiveandinflexible– Muchofitsownoriginallanguageenforcedthis
impression
§ ButcontractorswererequiredtoreachcertainlevelstogetDoDcontracts– socontractorsgotappraised
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CMMI– Whatisitandwherediditcomefrom?
§ TheSEIandthesoftwarecommunitybecamesmarteraboutprocessimprovementovertime
– Throughmentoring
– Throughappraisals
– Throughimplementationsinindustry
§ MaturityModelIntegrationforDevelopment(CMMI®-DEV)wasfirstintroducedin1998(currentversionis1.3releasedin2010)
– Lessprescriptivelanguage
– Moreopentoprojectsandprocessesoperatingoutsidethemainstreamtraditionalwaterfallapproach(thoughtherewasstillgroundtocover)
§ Aroundthissametimeagiledevelopmentwasstartingtogettraction– Especiallyinitsearlydays,agileseemedlikeanunlikelyfitforapplicationof
CMMI
§ ButpeoplewerestartingtospeakofagileandCMMI– sometimesinthesamesentence
– 2005CMMITechConferenceaddedanagileandleantrack
– 2006SoftwareEngineeringProcessGroupConference(SEIrun)addedasimilartrack
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CMMI– Whatisit?
§ CMMIisamodelnotastandard
§ Ittellsorganizationswhatgoalstheymustmastertoachieveprocessmaturityin22differentprocessareas
§ TherearetwowaysanorganizationmightusetheCMMI– Toobtain(andpossiblybeappraised)ataparticularmaturitylevel– thisisreferredtoasastagedrepresentation
– Toobtainaprocesscapabilitylevelforaparticularprocessareathatiscriticaltotheirbusiness
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CMMI– 22ProcessAreas
Source : Sally Godfrey (2008) What is CMMI ?. NASA presentation. Accessed 8 dec 2008.
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CMMI– MasteringProcessAreas§ Tomasteraspecificprocessarea,anorganizationmustachieveboththegenericgoals
(whichapplytoallprocessareas)andthespecificgoalsforthatprocessarea– GenericGoals…
• GG1– Thespecificgoalsoftheprocessareaaresupportedbytheprocesstransformingidentifiableinputworkproductsintoidentifiableoutputworkproducts
• GG2– Theprocessisinstitutionalizedasamanageprocessi.e.theprocessismanagedandperformedperpolicy
• GG3– Theprocessisinstitutionalizedasadefinedprocessi.e.theprocessisdefinedatanorganizationallevelandisusedbyprojectstailoredtotheprojectbasedonorganizationaltailoringguidelines
– SpecificGoals…(someexamples)• ForConfigurationManagementProcessArea• SG1– Baselinesofidentifiedworkproductsareestablished• SG2– Changestotheworkproductsunderconfigurationmanagementaretrackedandcontrolled
• SG3– Integrityofbaselinesareestablishedandmaintained• ForMeasurementandAnalysisProcessArea• SG1– MeasurementObjectivesareactivitiesarealignedwithidentifiedinformationneedsandobjectives
• SG2– Measurementresultswhichaddressidentifiedinformationneedsandobjectivesareprovided
§ Foreachgenericandspecificgoalsthereareasetofpracticeswhicharerecommendations(notedicts)onhowtoachievethegoals
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CMMIGenericandSpecificPractices
§ SG2– Measurementresultswhichaddressidentifiedinformationneedsandobjectivesareprovided
– SP2.1- Obtainspecifiedmeasurementdata
– SP2.2– Analyzeandinterpretmeasurementdata
– SP2.3– Manageandstoremeasurementdata,measurementspecificationsandanalysisresults
– SP2.4– Communicateresultsofmeasurementandanalysisactivitiestoallrelevantstakeholders
§ GG1– thespecificgoalsoftheprocessareaaresupportedbytheprocessbytransformingidentifiableinputworkproductsintoidentifiableoutputworkproducts
– GP1.1– performthespecificpracticesoftheprocessareatodevelopworkproductsandprovideservicestoachievethespecificgoalsoftheprocessarea.i.e.executetheprocess.– rigoranddocumentationofprocessdependsonthemanagerandteam
§ GG2– Theprocessisinstitutionalizedasamanagedprocess– GP2.1– establishandmaintainanorganizationalprocessforplanningandperformingtheprocess– definethe
organizationalexpectationsfortheprocessandmaketheseexpectationsvisibletothosemembersoftheorganizationwhoareaffected
– GP2.2– Establishandmaintaintheplanforperformingtheprocess– determinewhatisneededtoperformtheprocessandachieveestablishedobjectives,- establishingaplanincludesdocumentingtheplanandprocessdescription.
– GP2.3– Provideadequateresourcesforperformingtheprocess,developingtheworkproductsandprovidingtheservicesoftheprocess– money,people,facilities,toolsetc.
– ………
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Agile– wherediditcomefrom?
§ TheideathatitmightbesmarttobuildsoftwareiniterativeorincrementaldesignsdidnotstartwiththeAgileManifesto
– IterativeandIncrementalDesignandDevelopment(IIDD)hasbeenaroundformorethan80years
– In1976TomGilb declaredinhisbook“SoftwareMetrics”thatevolutionarydevelopmentresultedinsuperiorsoftware
§ Earlysoftwaredevelopersdealtwithcomplexityissuesassociatedwiththeprocessandlogisticsofdevelopingsoftware
§ Technologyadvanced– Carddecksandmainframeseliminated– Complexitymovedfromlogisticalissuestosoftware
capabilities– ‘Silverbullet’typesolutionswerepresented….Computer
AidedSoftwareEngineering,formalmethods,definedprocesses,CMM,manyothers
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Agile– wherediditcomefrom?
§ Silverbulletsolutionshelpedbutnotenoughandsometimesbytoomuch
§ Manyfeltthatsomuchfocusonprocesswasdetrimentaltoproductivity
§ In2001agroupofsmartsoftwaredevelopersintroducedtheAgileManifesto
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Agile– whatisit?
§ Agileisasetoftenets;itisaphilosophy
§ Whilethereareagileprinciples,therearenorulesorstandardsorpracticesassociatedwiththeagilephilosophy
§ Agiledevelopmentprojects….– Deliversmallusablechunksofexecutablesoftwareinshort
periodsoftime– Interactwiththeircustomersandendusersonaregularbasis– Embraceflexibilityandchangingrequirements
§ Everyagileteamandprojectis(potentially)differentfromeveryother
§ Thereareseveralcommonimplementationsofagilethatembraceasetofspecificpractices…ExtremeProgramming(XP),Scum,Lean,Crystal,etc.
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Agile– CommonAgilePractices
§ Pairprogrammingorotherformsofpeerreview
§ Continuousintegrationwithautomatedtesting
§ Testdrivendevelopment
§ Dailystandupmeetingsorotherformsofregularon-goingteamcommunication
§ Co-locatedteams
§ Smallreleases
§ Refactoringaspartofeachiteration
§ Customerparticipationwiththeteam
§ Simpledesign
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Agile&CMMICompatibility
§ CMMI-Devisamodeltohelporganizationsimprovedevelopmentprocessestowardsimprovedprojectproductivityandproductquality
§ Agileisawayofthinkingtohelpsoftwaredevelopmentteamsdeliversoftwarewithimprovedprojectproductivityandproductquality
§ Thegoalsarethesamebutdifferent– CMMIisverytopdown– attemptingtocreateinstitutionalization– Agileismorebottomsup– attemptingtocreategreatdevelopmentteamswhoareempoweredtoownthedevelopmentprocess
§ Despitethesedifferencestheyhavenotonlybeenusedsuccessfullyinthesameshop– thereareactualsynergieswhentheyarecombined
§ Caveatis…thecombinationneedstobewellthoughtoutbyaprocessteamandappraisers(ifappraisalisagoal)thatunderstand…
– Agileandthewayitisimplementedbyteamsintheorganization
– CMMIandthewayitisimplementedbytheorganization
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Agile&CMMIwheredotheyrunintoproblems?§ ThereisoftenmistrustoroutrighthostilitybetweentheAgileteamsandtheprocessteams….
§ “Agileisanexcusetoabandondisciplineandprocess”– Thisisnottruewhenagileprojectsaredoneright- thereisstillprocessanddisciplinejust
notalignedtoawaterfallora“V”– IncaseswhereagileisnotdonerightthismaybetrueandanyattempttoaddressCMMI
Levelissueswilllikelyfail– CMMIteammayhavehadabadexperiencewithAgile
§ “CMMIwillburdenourteamwithtonsofunnecessarypaperworkandrigidity”– Thisisnotnecessarilytrue– Thiscanbetrueifanorganizationinterpretsthegenericandspecificpracticesasedictsrather
thansuggestivenarrative– AgileteammayhavehadabadexperiencewithCMMIorCMM(whichappearedmore
prescriptiveandlessflexible)
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AgileandCMMICanCreateSynergy
§ CMMIcanbeimplementedinawaythatexploitsexistingagilepractices.Fourpossibilitiesinclude:
– ProjectPlanningGoals• NoedictthatProjectPlanningbedoneallatonce…possibleadditionofasmallamountofformalitymaymeetPPGoals
– ProjectManagementandControlGoals• Maybeaccomplishedthroughreportsatadailystandupmeetingorpossiblytheretrospectiveattheendofaniteration
– RequirementsManagementGoals• Mostagileteamshavetoolsinplacethattraceuserstoriesandthebacklog– theseareinfacttherequirementsfortheproduct
– MeasurementandAnalysisGoals• Agileteamstendtocollectlotsofdatawitheachiteration…numberofstorypointsoruserstoriescompleted,teamvelocity,burndown,defects,etc.Thesedatacanbeusedtosatisfyvariousmeasurementandanalysisgoals
§ OnceonemovesawayfromtheprescriptivesoundingpracticesintheCMMIandembracesthepracticescurrentlyinplace,onebeginstoseeareaswheretheCMMIandagileworknicelytogether
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AgileandCMMICanCreateSynergy
§ CMMIistopdownfocusedaimedatmakingandinstitutionalizingprocessimprovementsattheorganizationallevel
§ Agileisprojectfocusedaimedatimprovingprocessesattheteamlevel
§ Combiningthesewillnotbeeasy– especiallywithmisconceptions,misperceptions,fiefdomsandthelike
§ OrganizationswithagileinplaceneedtothinkaboutseveralthingswhenconsideringCMMI
– Howmanydifferentwaysdowe‘doagile’
– WherearethesynergiesamongstthedifferentagileteamsandwithCMMIgoals
– Howdoweexploitthosesynergiestocreateinstitutionalizedprocesses
– Howdowecreatetailoringguidelinestosatisfythevariousagileteams
§ OrganizationswithCMMIinplaceneedtothinkaboutseveralthingswhenconsideringagile
– Howrigidarethepracticesandprocessescurrentlyinplace
– Wherearetheirsynergiesbetweentheagilepracticesbeingconsideredandthegoalsandpracticescurrentlyinplace
– Wherecanwedevelopthesesynergieswithmodifiedprocessesortailoringguidelines
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Conclusions
§ CMMIisamodeldesignedtohelporganizationsachieveandinstitutionalizeprocessmaturity
– Itdefinesthegoalsthatneedtobemet
– Itisneitherrigidnorprescriptiveastohowtomeetthem
§ Agileisaphilosophyandsetoftenetstohelpsoftwareprojectsdeliverbettersoftwarefaster.
– Agileteamdetermineswhichoftheagilepracticesmakethemostsensefortheirteam
– Thereisnoprescriptivesetofpracticesorprocessesassociatedwiththeagilephilosophy
§ Theycancoexistpeacefully.Failuresaregenerallyduetooneofthefollowing– CMMIimplementationisanexactinterpretationofthegenericandspecificpracticesguidelinesfromthe
CMMImanual
– Agileimplementationisnotsomuchagileasitisawildwestinterpretationofagilewheretherearelapsesonplanning,process,oroversight
– Failuretoadequatelyaddresspotentialcultureissuesbetweentheprocesspeopleandtheagilepeople
– OrganizationalbarriersthatpreventadoptionofagileorCMMI
§ AgileandCMMIimplementedsensiblywithafavorablenodtopracticesandintentsofeachother,theresultscanbequitesuccessful.
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PurposeofEachProcessArea§ CausalAnalysisandResolution(Level5)
§ ThepurposeofCARistoidentifycausesofselectedoutcomesandtakeactiontoimproveprocessperformance.
§ ConfigurationManagement(Level2)
§ ThepurposeofCMistoestablishandmaintaintheintegrityofworkproductsusingconfigurationidentification,configurationcontrolandconfigurationstatusaccountingandconfigurationaudits.WorkproductsplacedunderCMincludetheproductsthataredeliveredtothecustomers,designatedinternalworkproducts,acquiredproducts,toolsandotheritemsusedincreatinganddescribingtheseworkproducts.ThisprocessareaappliesnotonlytoCMonprojectsbutalsotoCMoforganizationalworkproductssuchasstandardsandprocedures.
§ DecisionAnalysisandResolution(Level3)
§ ThepurposeofDARistoanalyzepossibledecisionsusingaformalevaluationprocessthatevaluatesidentifiedalternativesagainstestablishedcriteria.Whiletheprimaryapplicationofthisprocessareaistotechnicalconcerts,formalevaluationprocessescanbeappliedtomanynontechnicalissuesaswell– especiallywhenaprojectisbeingplanned.
§ IntegratedProjectManagement(Level3)
§ ThepurposeofIPMistoestablishandmanagetheprojectandtheinvolvementofrelevantstakeholdersaccordingtoanintegratedanddefinedprocessthatistailoredfromtheorganization’ssetofstandards.
§ MeasurementandAnalysis(Level2)
§ ThepurposeofMAistodevelopandsustainameasurementcapabilityusedtosupportmanagementinformationneeds.
§ OrganizationalProcessDefinition(Level3)
§ ThepurposeofOPDistoestablishandmaintainausablesetoforganizationalprocessassets,workenvironmentstandardsandrulesandguidelinesforteams.
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PurposeofEachProcessArea
§ OrganizationalProcessFocus(Level3)
§ ThepurposeofOPFistoplan,implementanddeployorganizationalprocessimprovementsbasedonathoroughunderstandingofcurrentstrengthsandweaknessesoftheorganizationsprocessesandprocessassets.
§ OrganizationalPerformanceManagement(Level5)
§ ThepurposeofOPMistoproactivelymanagetheorganizationsperformancetomeetitsbusinessobjectives.Improvementreferstoallideasthatwouldchangetheorganizationsprocesses,technologies,andperformancetobettermeettheorganizationsbusinessobjectiveandassociatedqualityandperformanceobjectives.ThisprocessareaextendsOPFpracticesbyfocusingonprocessimprovementbasedonaquantitativeunderstandingoftheorganizationsetofstandardprocessesandtechnologiesandtheirexpectedqualityandprocessperformance.
§ OrganizationalProcessPerformance(Level4)
§ ThepurposeofOPPistoestablishandmaintainaquantitativeunderstandingoftheperformanceofselectedprocessesintheorganizationssetofstandardprocessesinsupportofachievingqualityandprocessperformanceobjectives.Thisprocessareaprovidesperformancedata,baselines,andmodelstoquantitativelymanagetheorganizationprojects.
§ OrganizationalTraining(Level3)
§ ThepurposeofOTistodevelopskillsandknowledgeofpeoplesothattheycanperformtheirroleseffectivelyandefficiently.
§ ProductIntegration(Level3)
§ ThepurposeofPIistoassembletheproductfromtheproductcomponents,ensurethattheproduct,asintegrated,behavesproperly(i.e.possessestherequiredfunctionalityandqualityattributes)anddelivertheproduct.
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Purposeof22ProcessAreas
§ ProjectMonitoringandControl(Level2)
§ ThepurposeofPMCistoprovideanunderstandingoftheprojectsprogresssothatappropriatecorrectiveactionscanbetakenwhentheprojectsperformancedeviatessignificantlyfromtheplan.
§ ProjectPlanning
§ ThepurposeofPPistoestablishandmaintainplansthatdefineprojectactivities.
§ ProcessandProductQualityAssurance(Level2)
§ ThepurposeofPPQAistoprovidestaffandmanagementwithobjectiveinsightintoprocessesandassociatedworkproducts.ThepracticesinthisareaensurethatplannedprocessesareimplementedwhilethepracticesintheVerificationprocessareaensurethatspecifiedrequirementsaresatisfied.
§ QuantitativeProjectManagement(Level4)
§ ThepurposeofQPMistoquantitativelymanagetheprojecttoachievetheprojects’establishedqualityandprocessperformanceobjectives.Thisprocessarea,unlikeProjectManagementpractices,helpstodevelopaquantitativeunderstandingoftheexpectedperformanceofprocessesorsubprocesses.
§ RequirementsDevelopment(Level3)
§ ThepurposeofRDistoelicit,analyze,andestablishcustomer,productandproductcomponentrequirements.
§ RequirementsManagement(Level2)
§ ThepurposeofREQMistomanagerequirementsoftheprojectsproductsandproductcomponentsandtoensurealignmentbetweenthoserequirementsandtheprojectsplansandworkproducts.
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Purposeof22ProcessAreas
§ RiskManagement(Level3)
§ ThepurposeofRISMistoidentifypotentialproblemsbeforetheyoccursothatriskhandlingactivitiescanbeplannedandinvokedasneededacrossthelifeoftheproductorprojecttomitigatetheadverseimpactsonachievingobjectives.
§ SupplierAgreementManagement(Level2)
§ ThepurposeofSAMistomanagetheacquisitionofproductsandservicesfromsuppliers.
§ TechnicalSolution(Level3)
§ ThepurposeofTSistoselect,design,andimplementsolutionstorequirements.
§ Validation(Level3)
§ ThepurposeofVAListodemonstratethataproductorproductcomponentfulfillsitsintendedusewhenplacedinitsintendedenvironment.Validationensuresthatyoubuilttherightthingwhileverificationensuresthatyoubuiltitright
§ Verification(Level3)
§ ThepurposeofVERistoensurethatselectedworkproductsmeettheirspecifiedrequirements.
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ExamplesofSpecificPractices
§ SG1– Baselinesofidentifiedworkproductsareestablished
§ SP1.1– Identifyconfigurationitems,componentsandrelatedworkproductstobeplacedunderconfigurationmanagement–
§ SP1.2– Establishandmaintainaconfigurationmanagementandchangemanagementsystemforcontrollingworkproducts- - storagemedia,proceduresandtoolsforaccessingthesystem
§ SP1.3- Createorreleasebasslinesforinternaluseandfordeliverytothecustomer
§ SG2– Changestotheworkproductsunderconfigurationmanagementaretrackedandcontrolled
§ SP2.1– Trackchangerequestsforconfigurationitems
§ SP2.2– Controlchangestoconfigurationitems
§ SG3– Integrityofbaselinesisestablishedandmaintained
§ SP3.1– Establishandmaintainrecordsdescribingconfigurationitems
§ SP3.2- Performconfigurationauditstomaintaintheintegrityofconfigurationbaselines
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ExamplesofSpecificPractices
§ SG1– Measurementobjectivesandactivitiesarealignedwithidentifiedinformationneedsandobjects
§ SP1.1– Establishandmaintainmeasurementobjectivesfromidentifiedinformationneedsandobjectives
§ SP1.2– Specifymeasurestoaddressmeasurementobjectivestypicalcategoriesincludescheduleandprogress,effortandcost,sizeandstabilityandquality– theycaneitherbebaseorderived.
§ SP1.3- Specifyhowmeasurementdataareobtainedandstored
§ SP1.4– Specifyhowmeasurementdataareanalyzedandcommunicated
§ SG2– Measurementresultswhichaddressidentifiedinformationneedsandobjectivesareprovided
§ SP2.1- Obtainspecifiedmeasurementdata
§ SP2.2– Analyzeandinterpretmeasurementdata
§ SP2.3– Manageandstoremeasurementdata,measurementspecificationsandanalysisresults
§ SP2.4– Communicateresultsofmeasurementandanalysisactivitiestoallrelevantstakeholders
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Agile– Whatisit?
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AgileandCMMI– realworldexample
§ DTEEnergy– diversifiedenergycompany– Energyrelatedbusinessesandservicesworldwide– Variousbranchesanddivisionswithdifferentregulatoryandenvironmentalissuesdepending
ontheirspecificbusinessesandservices
§ Beganaprocessimprovementinitiativeintheearly2000’s– shootingforCMMLevel2
§ Atthistimetherewasasmallbutgrowinggroupofprojectteamsthathadembracedagilepractices
§ TheprocessteamtooktheCMMmanualand…– Ratherthantryingtoalignexistingorganizationalprocesses,practicesandmethodologies
withtheKeyProcessAreas(CMM’sversionofProcessAreas)– TheysatdownwiththeCMMmanualanddevelopedplanstoenforceit
§ Thisdidn’tsitwellwithmuchoftheorganizationbutespeciallywasegregioustotheagileteams
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AgileandCMMI– realworldexample
§ Overtimeastheorganizationexpandedintomoreunregulatedareas,thegapbetweenthe‘agelists’andtheprocessgroupwidened
§ TheorganizationtookastepbackandformedaSoftwareProcessEngineeringGroup(SEPG)bringingallthestakeholderstothetable
§ OncetheSEPGhadtakenholdandstartedtogainacceptancewiththeorganizationasawhole,theydecidedtopursueCMMILevel3
§ Interestingly,theorganization,throughtheSEPG,determinedthatthebestapproachtoachievethevariousprocessgoalsnecessary,wastobeanagileapproach
§ OneoftheSEPGfindingshadbeen– agilemethodologies,proventodeliversuccessfulsoftwareprojects,alsocreatedaquicker“failfirst”and“justenough”processmindset.
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AgileandCMMI– realworldexample
§ CMMIassessmentscanapplytoasubsetofanorganizationortheentireorganization.
– “OrganizationalUnit”isCMMIterminologyforthepartoftheorganizationtheCMMIeffortistargetedfor
§ FortheirfirstattemptatCMMI,theSEPGpickedagroupofprojectsexhibitingspecificbehaviors– oneofwhichwasadherencetoanagilemethodology
§ Theplanningoftheirprocessimprovementeffortswasdoneinanagilefashion
– Release0– projectplanningandtiming
– Release1– focusontenLevel3processareas,testwithaninformalClassBappraisal
– Release2– focusonsixlevel2processareas,pluspriorityRelease1defects,testwithaninformalClassBappraisal
– Release3– focusonsixteenLevel2andLevel3processareas,pluspriorityRelease2defects,testwith2formalClassAappraisals
§ Eachreleasewasbrokenintoiterations,withdeliveriesandretrospectives
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AgileandCMMI– realworldexample
§ Thefirstreleasewentwell
§ Thesecondreleasehadanissue– Externalissuesresultedinseveraloftheprojectsnecessarytodoanassessmentwerecancelledordelayed
– Therewerenotenoughprojectsattherightstagetomaketheassessmentusefultotheteam
– Theyneededtodecidewhethertodelaytheassessmentorexpandthebreadthofprojectstoassess
– Theychosetoextendtheprojectsettoincludemoretraditionalprojects(notjustagile)
– Obviouslytheyneededtomakechangestotheirframework– suchasanexpansionoftheirCMframeworktoincludetraditionalworkproductssothattailoringcouldaccountfornon-agilemethodologies
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AgileandCMMI– realworldexample
§ DTEEnergieslessonslearnedfromthistransition– Understandwhyyouarepursuingaprocessimprovement– Shareyourvisionwiththeentireorganizationandmakesurethestakeholdersunderstandandembracethisvision
– Basedonthatvisiondeterminewhoisbesttoperformimprovementinitiatives• Expertsfromtheoutsidewhowilldisappearaftertheimplementation• Homegrownteamthatwillhavealearningcurvebutwillbeabletogothedistanceovertime• Somecombinationofthetwotoexpediteearlyeffortsandincreaseknowledgetransfer
– Createclarityastohowyouwilldevelop,deploy,maintainandoptimizeprocessimprovements