Nearly 50 countries use Systematic’s solutions Systematic’s offices Manage complex projects to succes using CMMI, Lean and Scrum http://www.systematic.com
Sep 08, 2014
Nearly 50 countries use Systematic’s solutions
Systematic’s offices
Manage complex projects to succes using CMMI, Lean and Scrum http://www.systematic.com
Systematic Core Business Areas
VISION: A leading international company in delivering reliable and straightforward
solutions to people who make critical decisions every day
Public Sector Intelligence &
National Security Healthcare Defence
MISSION: Simplifying critical decision making
Pro
ble
m Su
mm
ary
Mature Agility
Problem
Benefits
Syste
ma
ticA
lum
ni
Problem
Why are large or complex projects so hard? McKinsey analysis of 5400 projects: 66% cost overrun - 33% schedule overrun
http://www.computerworld.com/s/article/9243396/Healthcare.gov_website_didn_t_have_a_chance_in_hell_?pageNumber=1
http://articles.latimes.com/2013/oct/23/business/la-fi-blimp-fire-sale-20131023
Standish data 2003-2012:
3,555 projects with labor costs larger than 10 million
dollars:
6.4% were successful.
52% were "challenged," 41.4% were failures.
Dr. Dobbs 2010: projects >25 people
40%-55% successful
? ?
?
?
?
?
What do you think is important for succesful delivery of large projects?
“Missing Focus: Unclear
objectives and lack of business focus”
“Content Issues:
Shifting requirements and technical complexity”
“Skill Issues: Unaligned
team and lack of skill(s)” “Execution Issues:
Unrealistic schedule and reactive planning”
“Manufacturing Risk:
Discipline, able to adapt and sustain sponsorship”
“Business Risk: The
right product? Managed change for the receiver?”
McKinsey analysis of 5400 projects
Why do they fail?
SCRUM XP Lean software
development
Govern
ing
Princip
les
Opera
tional
Ele
ments
4 50+
7 22
5 12
3 5
CMMI
12 167
Lean Six
Sigma
What can we do?
What are the bodies of knowledge for large projects?
Choice of method(s) should fit the specific needs and your context CMMI, Lean and Scrum can be applied together!
I know Agile & Lean - what is CMMI?
Initial Project management
Stabilization Repeatable Common processes
Learning and adoption Defined Quantitative measurement
Reduced variation Managed
Change management
Continuous improvement Optimizing
CMMI is an organizational model to provide insigt into own capability
Ensures the organisation meet certain goals & practices … … and that these practices are institutionalized consistently in the organisation
Pro
ble
mB
en
efits
Systematic Alumni
Approach
Organize the way you work
How Mary Poppendieck analyzed a management challenge in 2005
Mary Poppendieck visited Systematic in 2005, and asked: ”How long will it take to test, assuming the code is defect free?” … ”Aha … then you have a good test process, but …”
Mary Poppendieck
This led Systematic to
• A new development method with early test ingrained, and
• Adoption of Scrum with short iterations
It impacted culture & practices
CMMI and Scrum
B A
CMMI enables prediction and focus on overall objectives Scrum allows team to focus on product, technology and quality Product Backlog and Sprint Deliveries glues CMMI & Scrum together
Traditional Project Management milestones
Sprints
Systematic Process Foundation
CMMI
Lean
Scrum Sprint
retrospective
Organizational discipline
Customer perceived value
Inspect & adapt Discover solution
Agile Practices and Values
Principles & Mindsets
Process Foundation
Kaizen
Continuous improvement
Strong synergies between CMMI, Lean and Scrum
Agile needs discipline … CMMI provides explicit guidance supporting these needs
… and the CMMI model allows for agile practices
Lean - CMMI - Agile combined
• CMMI is the process landscape
• Discipline and organization
• Lean is the principles
• Customer value, people, culture
• Scrum is the practices
• State of the art practice
Strong synergies between CMMI, Lean and Scrum
Large or complex projects need elements from all three
Pro
ble
mB
en
efits
Systematic Alumni
Experience
Large products and projects in Systematic
Examples on large and complex projects from Systematic
SITAWARE Military Command and Control
Columna Clinical Information System
Application Integration Digitalization of the public sector
Involves multiple teams, complex technologies and domains
Standard Project Status Report Managing normal projects is a prerequisite to manage large projects
CMMI and Lean provides a solid foundation for both
Status Analysis of measures Risk top 3
Actions
Risk Measure
12 std KPI’s
Example: Flow of story implementation and fix-time after failed build
Productivity is optimized: • Flow of work - maximized
• Fix-time of failed builds - minimal
• Sprint test and release - minimal
Varianse reduced
Measures inpired from Lean
Fix time for failed builds
Flow of story implementation
READY and competence match
When work allocated to sprint is READY, flow and stability is achieved
0,00
20,00
40,00
60,00
80,00
100,00
120,00
140,00
160,00
1 3 5 7 9
11
13
15
17
19
21
23
25
27
29
31
33
35
Actual effort
Ready NOT Ready
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
60,00%
70,00%
80,00%
90,00%
100,00%
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
Flow
Ready NOT Ready
Flow Actual effort spent
Projects measures how ”READY” a sprint plan is
Measures of key competencies needed in project
Meeting READY criteria creates stability
Organize people & information flow
Example of meeting cascading for a program with six teams
Weekly meetings to be conducted at 13.00 or 14.00 and morning meetings at 9.00 and 8.40/9.20 due to two teams being managed by one PL
Monday Tuesday Wednesday Thursday Friday
09:00 Daily briefs in team
Daily briefs in team
Daily briefs in team
Daily briefs in team
Daily briefs in team
09:20 Daily briefs in team
Daily briefs in team
Daily briefs in team
Daily briefs in team
Daily briefs in team
09:40 Daily briefs in PO team
Daily briefs in PO team
Daily briefs in PO team
Daily briefs in PO team
Daily briefs in PO team
10:00 Daily briefs in management team
Daily briefs in management team
Daily briefs in management team
Daily briefs in management team
Daily briefs in management team
11:00
12:00
13:00 1h weekly team meeting
2h PL - PM Meeting
14:00 1h weekly team meeting
Weekly PL Retrospective
15:00 1h Bi-weekly PM-VP meeting
Organize realtime status and decisions
• Weekly management meeting for CEO and VP is cancelled
• Instead a daily 15 minute standup with CEO and VP’s is introduced
CEO and VP daily standup meeting
When challenges occur in a project relevant level of management is involved immidiately
Organize product components
Large projects with multiple teams requires portefolio management
Ingrain quality in daily work
Story checklist Feature checklists
Involvement & discovery Quality Built In Tools & Test
Involve customers – discipline in development of parts – verify deliveries
Distributed teams with sourcing partner Systematic has created a setup to “co-locate” the distributed team
Project management
3
4
4
3
2
2
Systematic
Partner
3
4
Team 1
3
4
4
3
Team 2
4
3
2
2
Team 3
2
2
E.g. specialists
Communicative competencies are
as important as the technical
competencies.
Systematic hiring interviews with all
developers from partners.
All developers from partners receive
a two week on the job training in
Århus.
Frequent visits at both locations –
communication is crucial for succes!
Established guideline for
collaboration with partner.
Pro
ble
mB
en
efits
Systematic Alumni
Summary
Lessons Learned
1. Build on proven industry body of knowledge also CMMI & Lean
2. Manage product requirements independent to customers specific needs
3. Visible status and clarity to sustain focus on business objectives
4. Monitor cadence across value chain to keep all activities in sync.
5. Insist on a learning organization – in particular in management team
6. Teams have a long-term ownership of a well defined part of product
7. Setup teams with enough context to “see the whole”
8. Design to allow for fast escalation of issues – design informationflow
The blend of CMMI, Lean and agile adresses hot spots for large project’s
Large or complex projects need elements from all three
Interested in Systematic For more information visit http://www.systematic.com
The agile transformation in Systematic, is also documented in these articles :
Scrum and CMMI Level 5: The Magic Potion for Code Warriors
Jeff Sutherland, Ph.D.
Patientkeeper Inc.
Carsten Ruseng Jakobsen
Systematic Software Engineering
Kent Aaron Johnson
AgileDigm, Incorporated
Mature Agile with a twist of CMMI
Carsten Ruseng Jakobsen
Systematic Software Engineering
Kent Aaron Johnson
AgileDigm, Incorporated
Scrum and CMMI – Going from Good to Great
Carsten Ruseng Jakobsen
Systematic Software Engineering
Jeff Sutherland, Ph.D.
Patientkeeper Inc.
Lean as a Scrum Troubleshooter
Carsten Ruseng Jakobsen
Systematic Software Engineering
Tom Poppendieck
Poppendieck LLC
[email protected] IEEE Best Experience
Report
2007
2008
2009
2011
Carsten Ruseng Jakobsen
Senior Process Improvement Manager, M.Sc.E.E., EBA, PMP, CSP
See Jeff SutherLand’s perspective on Scrum and CMMI in this video: http://systematic.com/how-we-work/approach/maintaining-a-high-level/
Lessons Learned
• CMMI and Lean provides substantial input to scale from a simple scrum team project to a large complex project
• Principle: Build on proven industry body of knowledge
• CMMI and Lean extend agile methods with a proven body of knowledge
• Organize the program
• Principle: Visible status and clarity
• Ensure clear roles and responsibility are established
• Establish Program Kanban board to create visible status management tasks
• Sustain focus on business objectives to ensure sponsorship and organizational support
• Organize Product Management
• Principle: Manage product independent to needs from specific customers
• Separate customer and product requirements, and exercise appropriate stakeholder and requirements management using Product Roadmap and Vision
• Cadence is essential across all activities and should be monitored and kept in sync. This involves synchronizing speed of requirements development, release planning, development and release activities.
The blend of CMMI, Lean and agile adresses hot spots for large project’s
Lessons Learned
• Organizing Teams (what, how, right speed)
• Principle: Teams have a long-term ownership of a well defined part of product
• The team is responsible and empowered for that part and is established with appropriate talent and knowledge
• The vision for that part of the product is owned by the team
• Multiple teams in a project requires more explicit allocation of responsibility
• Shared ownership of code across teams, but whenever another team changes code owned by another team, the team owning the code must be involved
• Organizing product knowledge (consequences of team responsibility)
• Principle: See the whole
• Get people out of the ”feature”-box and let them see features in context of the long term view for the solution. Get the team engaged with domain specialists.
• Map out who knows what, so the right person can be found on a given topic
• Identify what chapters are needed and how teams use them
• Allocate known deficiencies in the product to the team to handle
The blend of CMMI, Lean and agile adresses hot spots for large project’s
Lessons Learned
• Organizing status meetings and information flow
• Principle: Design to allow for fast escalation of issues, since it in most cases is impractical to do a ”Stop the Line”.
• Principle: Insist on a learning organization – in particular in management team
• Cascading from team scrums to Product Owner Scrum to Management Scrum
• Separate Management and Team weekly status meetings
• Management team do weekly team retrospective
• Bi-weekly meeting with VP
• Monthly Project Status review with VP including A3 Project Status Report
The blend of CMMI, Lean and agile adresses hot spots for large project’s
Institutionalization – Scrum example
Generally ensures a disciplined approach by the organization
CMMI generic practices (Institutionalization)
• GP 2.1 Establish and maintain an organizational policy for planning and performing Scrum
• GP 2.2 Establish and maintain the plan for performing Scrum
• GP 2.3 Provide adequate resources for performing Scrum
• GP 2.4 Assign responsibility and authority for performing Scrum
• GP 2.5 Train the people performing Scrum
• GP 2.6 Place designated work products under configuration management
• GP 2.7 Identify and involve the relevant stakeholders as planned (GP 2.7)
• GP 2.8 Monitor and control Scrum against the plan and take appropriate corrective action
• GP 2.9 Objectively evaluate adherence to Scrum and address noncompliance
• GP 2.10 Review the activities, status, and results of Scrum with higher-level management and resolve issues
Highlights from Systematic adoption of Scrum:
New policy: Default for all new projects to use Scrum
Process descriptions updated to reflect Scrum adoption
Established checklists for each of the Scrum meetings
Started with certification of 32 Scrum Masters by Jeff S.
Updated organizational training program to describe training for SM and PO
Conducted peer-review with all scrum masters
The enforced standard had a focus on essentials:
- Define Team, SM and PO
- Do the meetings
- Do your sprint AND product burn down
- Know you sprint velocity
Project managers found process easy to adopt
- Leadership versus micro management
Architects, UX and test did a detailed analysis of how Scrum fit into the existing practices of solution development
People can easily change project – work is done in the same way Amplifies learning across the organization
Organize technology & knowledge
Systematic sustains a high level of competency in employees
“Better train people and risk they leave, than do nothing
and they stay”
• 75% of our employees are software developers 7% domain specialists and 18% staff employees
• 61% of our software developers have a Master’s Degree or a Ph.D., 22% have a bachelor of engineering degree, and 17% have diploma in advanced computer studies or other similar qualifications
• Training and education are provided for all to meet individual, project and organizational needs
• Knowledge networks drives knowledge sharing
• Open culture – people help across teams / projects
We staff projects with domain experts, e.g. nurses or military people People in projects walk the ward with a doctor or participate in military exercises