Transcript
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
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