CMMI and AgileAnglo-American and Rhinelandic

Agenda

IntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

Agenda

IntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

Inleiding

André HeijstekCMMI Lead Appraiser, InstructorSEI Visiting ScientistConsultant SPIMy first CMMI implementation (1994) was actually Agile

Inspiration

Agenda

IntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

CMMI Model Structure

IntroductoryMaterial

Glossary

Process Area (PA)

~22 Process Areas

Purpose StatementOverview Information

Specific GoalSpecific Practices

Further Details

Generic GoalGeneric Practices

Further Details

Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

overoveroverover

processes and toolscomprehensive documentation contract negotiation following a plan

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

Individuals and interactionsWorking software

Customer collaborationResponding to change

Agile and CMMI Assumptions

AgileInternal customerSmall, business systemHigh trustTime & material

CMMIExternal customerLarge, life critical systemLow trustFixed price

Agile and CMMI Assumptions

AgileInternal customerTurbulent environmentSmall, business systemLow cost of failureHigh trustTime & materialProgramming is a craft

Internalised plans, qualitative controlTacit knowledgeRefactoring assumed inexpensive

CMMIExternal customerStable environmentLarge, life critical systemHigh cost of failureLow trustFixed priceProgramming is an industrial processDocumented plans, quantitative controlExplicit knowledgeRefactoring assumed expensive

Agile and CMMI Content

AgileHOWFocus on ProjectLearning in projectsShort-term view

CMMIWHATFocus on OrganisationLearning at many levelsLong-term view

Agile and CMMI Caricatures

AgileHacking

CMMIBureaucracyStandardApply instead of Implement the model

When to use which?

Management decision, based on:– team members and their capabilities (personalities,

experience)– type of project (precedentedness, difficulty, new or

familiar domain, complexity)– environment (budget, schedule, politics, criticality)

From: Boehm and Turner: Balancing Agility and Discipline

Combining Agile and CMMI/PPCMMI Practice Agile Practice

PP1.1 WBS Product & Sprint Backlog

PP1.2 Estimate attributes User Stories, Planning poker

PP1.3 Lifecycle Sprints

PP1.4 Estimate effort/cost see 1.2

PP2.1 Budget/schedule Sprint plan, Velocity

PP2.2 Identify risks Daily standup

PP2.3 Data Management -

PP2.4 Neccessary resources Sprint plan

PP2.5 Knowledge and skills CRACK

PP2.6 Stakeholders customer on the team

PP2.7 Overall plan Sprint plan, overall plan

PP3.1 Review plans Trivial, task for product owner

PP3.2 Reconcile the plan Planning game, velocity

PP3.3 Commitment by strong involvement

Summary by Alistair Cockburn

“If one has strong discipline without agility, the result is bureaucracy and

stagnation. Agility without discipline is the unencumbered enthusiasm of a

startup company before it has to turn to a profit”

Agenda

IntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

Rijnlands Manifesto

Rijnlands Manifesto

RijnlandsWie het weet mag het zeggenSolidariteitMenselijke maatIst als vertrekpuntTeamplayPrincipe-gedrevenVakmanschapWeten is metenLange termijn

Anglo-AmerikaansWie de baas is mag het zeggenIndividualismeOngebreidelde groeiSoll als vertrekpuntHeroesRegelgedrevenFunctie-splitsingWeten = metenKwartaalcijfers

Processen en bureaucratie

Quality Creative chaos

Mindless bureaucracy

Mindless chaos

Process DisciplineC

om

mon s

ense

YesYe

sN

oNo

From: Sanjiv Ahuja, former COO of Telcorda

Types of Work

Production Information

Craft Intelligence

ContentR

outi

nes

MaterialsPre

fig

ure

dC

onfigure

dInformation

From: Fred Nickols

Characteristics of type of work

21

Production Craft Information Intelligence

Chief measures

Volume & Quality Quality &Value Volume &

Quality Quality &Value

Means of control

Compliance to procedures and standards

Adherence to good practice

(professionalism)

Compliance to procedures and standards

Adherence to good practice

(professionalism)

Locus of control Management Worker Management Worker

Adapted from: Fred Nickols

Types of software processes

Information Intelligence

Configuratie Management Requirements Elicitation

Measurement Data Collection Measurement Data Analysis

Requirements Change Control Impact Analysis

Design

Coding

Project Monitoring Estimations

Agenda

IntroductionCMMI versus AgileRhinelandic versus Anglo-american thinkingConclusions

Conclusion

Anglo-amerikaans CMMI “information”Rijnlands Agile “intelligence”

Depending upon the type of process, a different management style is needed

More questions or remarks?

andre.heijstek @ improvementfocus.com0648476451