JeffSutherlandCMMI

8/7/2019 JeffSutherlandCMMI

1/38

20101

2010 Kent Johnson and Jeff Sutherland

Using Scrum to Avoid Bad CMMI

Implementations 29 October 2010

Kent A. Johnson

Jeff Sutherland

CMMI is registered with the U.S. Patent and Trademark Office CMMI is an acronym forCapability Maturity Model Integration.

Winning Ways 2010 EMC Black Belt Summit


2/38

20102

2

Kent A. [email protected]

www.agiledigm.com

Chief Technical Officer of AgileDigm, Incorporated AgileDigmis an international consulting company that was

formed in 2001 to support an agile paradigm for processimprovement.

SEI-certified SCAMPI High Maturity Lead Appraiser, an SEI-authorized CMMI instructor, and a Certified ScrumMaster

Has helped clients in over 25 countries to improve their abilityto develop products - including one of the worlds only AgileOrganizations to achieve CMMI Maturity Level 5.

Co-author ofInterpreting the CMMI: A Process ImprovementApproach, Second Edition, Auerbach (2008) and numerouspeer reviewed papers on Agile and CMMI.


3/38


4/38

20104

Our Message

Great synergy comes from using Scrum with CMMI Scrum brings value to CMMI CMMI brings value to Scrum

Experience from 15+ organizations embracing

CMMI and Scrum

Summarized in three experiences

A.Initial Scrum and CMMI ImplementationB.Failed Scrum Back to LifeC.CMMI Level 5 using Scrum


5/38

20105

Agile and CMMI Misconceptions

CMMI organizations are bureaucratic andinflexible. (misconception)

CMMI organizations are as flexible as the peoplein the organization. CMMI supportsorganizational change and improvement.(reality)

Agile organizations are extremely flexiblebecause they have no real rules.(misconception)

Agile organizations are as flexible as the peoplein the organization. Agile methods supportchange particularly within the team. (reality)


6/38

20106

CMMI Does Not Require Waterfall

What the CMMI is not:CMMI is not Waterfall.

CMMI does not require any particular lifecycle.


7/38

20107

Scrum CMMI Comparison (1/2)

Scrum Primer 22 pages double side 8 by 11CMMI 2nd Edition

676 page hardback book Examples not friendly to ScrumInterpreting the CMMI 404 page hardback book


8/38

20108

Scrum CMMI Comparison (2/2)

CMMI A structured collection of

best practices

What you should do Focus is on improving

product quality throughprocess performance

Scrum A set of rules that

constrains behavior

How you should do it Focus is on increasing

customer satisfaction

AgileDigm, Incorporated 2009


9/38


10/38

201010

Experience A: Initial Scrum & CMMI

Organizations that introduce Scrum and CMMItogether. Examples include a US defense

contractor, commercial consulting companies,and product companies.

They had either a corporate directive, clientdirective, or government directive to embrace

CMMI.

Initial goal: CMMI Level Two

Used Scrum to focus on the CommonFailures with CMMI (next slide).


11/38

201011

Common Failures with CMMI

1. Too heavy a process definition2. Lack of management support3. Different understandings of mission and

goals4. Process adoption not well planned5. Process and procedure definition forced

on staff

6. Pilots of process too limited


12/38

201012

Scrum Helped CMMI with

Clear customer focus Lightweight process definition Explicit team roles Support from developers


13/38

201013

Sprintsinthisrelease

Sprint1

Sprint2

Sprint

3

Product

(increment)

Product

Owner

ScrumMaster

Team

Backlog

itemsselected

forrelease

Demo

Retrospec?ve

Sprint

backlog

Sprint

backlog

S1backlog

S2backlog

S3backlog

Check

Ready

Check

Done

Ready

checklist

Done

checklist

Agenda

Agenda

ProductBacklog

ProductBacklog

Daily

Scrum

Burndown

What is Disciplined Scrum?

http://demo.callis.dk/scrum 13


14/38

201014

Right Level of Process (1/2)

Practical processes and work aids containenough information to be useful.

Scrum Checklist Examples

14

2010 AgileDigm, Inc


15/38

201015

Right Level of Process (2/2)Anvil Project Weekly Status Report

User Stories Completed

As a User, I want to be able to use my anvil24/7

As a User (all personas), I want to be ableto carry my anvil

Lessons Learned during the sprint

Breaking down stories into 20 points or lessis a big help

Impediments (not closed during week)

Testers assigned to multiple projects

Risks

User environment may not be ready on timefor final acceptance testing

.

Scrum Status Report Example

15 2010 AgileDigm, Inc


16/38

201016

Process Areas by Maturity LevelMaturity Level Process Areas

5 OptimizingOrganizational Innovation and DeploymentCausal Analysis and Resolution

4 Quantitatively Managed Organizational Process PerformanceQuantitative Project Management

3 Defined Requirements Development Technical SolutionProduct Integration Verification

Decision Analysis and Resolution Validation

Organizational Process FocusOrganizational Process Definition +IPPD

Organizational Training

Integrated Project Management +IPPD

Risk Management

2 Managed Requirements ManagementProject Planning

Project Monitoring and Control

Supplier Agreement ManagementMeasurement and Analysis

Process and Product Quality Assurance

Configuration Management

1 Initial

ML 2 excluding SAM


17/38

2010

17

ML2 Scrum Focus

Process Area Scrum FocusRequirements

Management

Product Backlog (annotated)

Product Owner Interactions

Project Planning Product Backlog (annotated), Sprint Planning,

Release Planning, Scrum Definition

Project Monitoring

and Control

Daily Stand Up Meetings, Sprint Reviews, Sprint

Retrospective

Measurement and

Analysis

Measurement specifications outside of Scrum

Measures: # user stories, story point estimates,

burn down chart, velocity, audit resultsProcess and Product

Quality Assurance

outside the scope of Scrum

Configuration

Management

outside the scope of Scrum

These stillneed to be

done for ML2

17


18/38

2010

18

Experience B: Failed Scrum Back to Life

This experience comes from organizations thatintroduced Scrum across their projects. Theyconsidered it a failure because:

Many of the projects reverted to doing ScrumBut.(We are doing Scrum but no

daily meetings, no product owner, no burndown, etc.>

Projects did not get the great benefits that they hadheard about.

Initial goal: Use Real Scrum

Used CMMI principles to focus on the CommonFailures with Scrum.


19/38

2010

19

Benefits from Scrum

Excellent Scrum annual revenue up 400%Patient KeeperPegasystems (stock price up 400%)

Good Scrum revenues up 300%

Some companies in ScandinaviaPretty Good Scrum revenues up 150-200%

Google 160%Systematic A/S 200% (pre 2008)ScrumBut revenues up 0-35%Yahoo, most companies


20/38

2010

20

Common Failures with Scrum

1. Misunderstanding what Scrum is(and is not)

2. Software not tested at end of sprint(definition of Done)

3. Backlog not ready at beginning of sprint(definition of Ready)4. Lack of facilitation or bad facilitation5. Lack of management support6. Lack of client, customer, or end user

support Jeff Sutherland and Kent Johnson 2010


21/38

2010

21

Consistent Performance Difficulty: Agile often adopted on an ad hoc basis

Results in inconsistency across projects Impacts large projects and programs

Approach: Define an Organizational Standard Define organizations Agile processes along with

project tailoring guidelines

Train staff in defined Agile Processes Using Organizational Process Definition and

Organizational Training Process Areas


22/38

2010

22

Key CMMI Attributes support Scrum

1. Overall Planning and Tracking2. Training3. Risk Management4. Organizational Learning5. Organizational Visibility6. Measurement7. Institutionalization and Compliance

Example CMMI Attribute


23/38

2010

23

4. Organizational Learning

VisionThe organization obtains knowledge from the

use of processes by the team, project,

program, and enterprise. This knowledge is

shared across the organization. CMMI Support for Agile includes:

Leveraging experience across theorganization

Knowledge sharing




24/38

2010

24

7. Institutionalization (1/2)

Institutionalization is the ingrained wayof doing business that an organizationfollows routinely as part of its culture.

Support for Agile includes:Introducing new methodsEnsuring appropriate use of methods

This attribute is supported by CMMI generic practices.




25/38

2010

25

7. Institutionalization (2/2)Generic Goal 2 Institutionalize a Managed Process

GP 2.1 Establish an Organizational Policy

GP 2.2 Plan the Process

GP 2.3 Provide Resources

GP 2.4 Assign Responsibility

GP 2.5 Train People

GP 2.6 Manage Configurations

GP 2.7 Identify and Involve Relevant Stakeholders

GP 2.8 Monitor and Control the Process

GP 2.9 Objectively Evaluate Adherence

GP 2.10 Review Status with High Level ManagementGeneric Goal 3 Institutionalize a Defined Process

GP 3.1 Establish a Defined Process

GP 3.2 Collect Improvement Information

GP -Generic Practice



26/38

2010

26

Objectively Evaluate Adherence

A practical process shows what should be done. An enterprise-wide function is usually created toensure that what should be done is done toavoid the ScrumBut.

Such a function may be implemented in differentways, for example: Agile Coaches Agile Program Management Office

The Nokia Test is one kind of evaluation thatcould be done. (next two slides)


27/38

2010

27

Nokia Test (1/2) Created by Bas Vodde, Nokia Networks in Finland and

refined by Jeff Sutherland, co-creator of Scrum

Nine questions with answers between zero and ten (onlyshowing extreme answers in example)

Question 0 points 10 points

1 Iterations No iterations Fixed 4 weeks or less

2 Testing No dedicated

testers on team

Software is fully tested and

deployed each sprint

3 Specifications No Requirements Good user stories tied to

specifications

4 Product

Owner

No Product Owner Product Owner who motivated

team


28/38

2010

28

Nokia Test (2/2)Question 0 points 10 points

5 Product

Backlog

No Product Backlog Single Product Backlog, clearly

specified, prioritized, and

Product Owner can measure

Return on Investment

6 Estimates Product Backlog not

estimated

Estimates produced by team

and estimate error < 10%

7 Sprint

Burndown

Chart

No burndown chart Burndown based on DONE,

velocity known, Product Owner

plans based on velocity

8 TeamDisruptions

Manager or ProjectLeader disrupt team

No one disrupting team, onlyScrum roles

9 Team Tasks assigned to

team members

Team in hyperproductive state


29/38

2010

29

Experience C: CMMI Maturity Level 5 Scrum

This experience comes from organization thatwas CMMI Maturity Level 5. The organizationdetermined that their processes were too heavyweight. They embraced Lean Principles and determined that

Scrum was the best approach for them.

Goal: Become lean while maintaining a highmaturity CMMI rating

They introduced Scrum across all their projectsin a disciplined way.


30/38

2010

30

High Maturity Success Story Systematic A/S is a success story using Scrum

and XP in a high maturity CMMI Implementation. Addressed their business objectives with

doubled productivity cutting defects by 40% on top of years of other CMM and CMMIimprovements.

Reappraised at CMMI Maturity Level 5 in May2009

One of the worlds first Agile CMMI MaturityLevel 5 Companies


31/38

2010 31

Systematic A/S Papers

Systematic A/S is a Danish company Their improvement story is covered in detail in

three published papers:

Scrum and CMMI Level 5: the magic potion for CodeWarriors

Jeff Sutherland, Kent Johnson, & Carsten Jakobsen Mature Agile with a Twist of CMMI

Carsten Jakobsen and Kent Johnson Scrum and CMMI: Going from Good to Great

Carsten Jakobsen and Jeff Sutherland


32/38

2010 32

Agile CMMI Performance Analysis

10%

20%

30%

50%

40%

60%

CMMI 1 CMMI 5

70%

80%

90%

100%

CMMI 5SCRUM

Project effortRework

Work

Process focus

CMMI

Adding

SCRUM

50 %

50 %

50 %

10 %

9 %

6 %

25 %

4 %

100 %

69 %

35 %

Source: Systematic A/S


33/38

2010 33

Page

$Revision:

$

Page

$Revision:

$

ImpedimentsData driven removal of impediments using

control charts

Examples on causes: Special competences Disk full Setup misunderstood COTS failed

Root cause analysis of time to fix automatically generatesScrumMasters impediment list.

Source: Systematic A/S

33


34/38

2010 34

Page

$Revision:

$

Story Process EfficiencyWhen work allocated to sprint is READY, flow andstability are achieved

Objective: 60% Objective: 50h

Source: Systematic A/S 34


35/38

2010 35

Conclusion

Scrum + CMMIScrum avoids too much bureaucracyCMMI avoids ScrumBut and other mistakes

support going from Good Scrum to GreatScrum (Hyperproductive)

lead to organizational improvement An agile implementation of CMMI can help

institutionalize Scrum in an organization


36/38

2010 36

Questions?

Time for some questions?


37/38

2010 37

Certified ScrumMaster Course

Scrum Inc. provides a CertifiedScrumMaster Course with an additional

day to cover Scrum and CMMI

For this and other offerings see:www.scrumfoundation.com


38/38

2010 38

More Detailed Information on the Subject

Features includes

Guides you through a proven approachfor designing the process improvementeffort, for monitoring and controllingthe effort, and measuring its success

Presents the pros and cons ofattempting process improvement and

implementing CMMI

Offers advice for implementing several

process improvement projectssimultaneously to avoid added costsand missteps

Discusses older methods of assessingorganizations and compares them to

the new SCAMPI method Available from Auerbach / CRC Press

Publications and Amazon.com Second Edition released in March 2008

JeffSutherlandCMMI

Documents