agile agile CMMI CMMI agile agile Process Innovation at the Speed Speed of Life of Life Process Innovation at the
Topics Topics agileCMMI Defined Defined agileCMMI Agile and CMMI Myths Agile and CMMI Myths Back to the Reality- -based community based community Back to the Reality Process Implementation in an Agile World Process Implementation in an Agile World agile CMMI CMMI agile
agileCMMI is a way of life for IT is a way of life for IT agileCMMI • • Process model based on JENTM (“ “Just enough, not too much Just enough, not too much” ”) ) Process model based on JENTM ( • • Balances the benefits of Agility with the repeatable and predict Balances the benefits of Agility with the repeatable and predictable results of CMMI able results of CMMI Compliance Compliance • • Having courage to say Having courage to say “ “enough enough” ” • • Evidence of process performance isn’ ’t always a new document t always a new document Evidence of process performance isn • • Revives the original intent of Deming Revives the original intent of Deming’ ’s Theory of Profound Knowledge s Theory of Profound Knowledge • • Interpret CMMI intent intent – – err on the side of creativity and trust err on the side of creativity and trust Interpret CMMI • • Processes & development methodology are aligned in a holistic, e Processes & development methodology are aligned in a holistic, easy to adopt asy to adopt Production System Production System • • Production System is managed like any other COTS product – Production System is managed like any other COTS product – version control, version control, release, training, marketing, change control, et al release, training, marketing, change control, et al agile CMMI CMMI agile
Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others to do it. Through this work we have come to value: Individuals and Interactions over Process and Tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more
Capability Maturity Model - - Integration Integration Capability Maturity Model “The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.” - Software Engineering Institute agile CMMI CMMI agile
CMMI - - Overview Overview CMMI • • Based on the work of Philip Crosby’ ’s Manufacturing Maturity Model s Manufacturing Maturity Model Based on the work of Philip Crosby • • Grew out of the SW- -CMM (USAF/DOD) CMM (USAF/DOD) Grew out of the SW • • Global Standard for IT Excellence Global Standard for IT Excellence • • Offers Maturity and Capability ratings Offers Maturity and Capability ratings • • “Best Practices Best Practices” ” Process Model Process Model “ • • Five Capability/Maturity Levels Five Capability/Maturity Levels • • External Audit (lead appraiser model) External Audit (lead appraiser model) • • Perceived as highly structured and linear Perceived as highly structured and linear • • Traditionally applied to large- -scale IT Shops scale IT Shops Traditionally applied to large agile CMMI CMMI agile
Conflicting or collaborative? Conflicting or collaborative? Agile implies: CMMI implies: Iterative Procedural Incremental Extensive planning Action based Deliverable based Team agreements Hierarchical governance Rapid change Careful change Scope shrinks to meet deadlines Budget grows to meet Scope Document-lite Document-heavy Assume a low level of constant Avoid re-work through planning re-work and monitoring agile CMMI CMMI agile
The Situation The Situation CMMI and Agile are often perceived as didactic • CMMI and Process Improvement attempt • CMMI and Process Improvement attempt to ensure consistency and predictability to ensure consistency and predictability while reducing risk while reducing risk • Agile is a response to over • Agile is a response to over- -specified specified processes and dehumanization of processes and dehumanization of knowledge workers knowledge workers agile CMMI CMMI agile
Comparing CMMI and Agile Comparing CMMI and Agile • • Planning Planning – Composite, explicit, detailed – Composite, explicit, detailed – Collaborative, just- -enough, iterative enough, iterative – Collaborative, just • • Trust Trust – Process controlled – Process controlled – Equal participation – Equal participation • • Organization Organization – Committees, management driven – Committees, management driven – Individuals and teams – Individuals and teams • • Scaling Scaling – Large projects and teams with many constituents – Large projects and teams with many constituents – Small projects and teams – Small projects and teams • • Rules Rules – Important to both and monitored – Important to both and monitored – Important to both but trusted – Important to both but trusted • • Re- -Work Work Re – Avoid at all cost – Avoid at all cost – Expect continuous low and constant level – Expect continuous low and constant level • • Requirements Requirements – Comprehensive requirements – Comprehensive requirements – Features at iteration level – Features at iteration level • • Knowledge Management Knowledge Management – Process Assets – Process Assets – People – People agile CMMI CMMI agile
Topics Topics agileCMMI Defined Defined agileCMMI Agile and CMMI Myths Agile and CMMI Myths Back to the Reality- -based community based community Back to the Reality Process Implementation in a Agile World Process Implementation in a Agile World agile CMMI CMMI agile
Agile Myths Agile Myths • • Agile is a Methodology Agile is a Methodology • • Agile Promotes “ “Trust Trust” ” Agile Promotes • • No documentation is required – – Just Code Man! Just Code Man! No documentation is required • • “Design on the fly Design on the fly” ” results in a better product results in a better product “ • • Customers are at every meeting making decisions with Customers are at every meeting making decisions with the team the team • • No need to record decisions- - we just have a meeting we just have a meeting No need to record decisions • • Our projects are so small we don’ ’t need process t need process Our projects are so small we don • • CMMI is incompatible with Agile CMMI is incompatible with Agile • • Appraisals do not add value Appraisals do not add value agile CMMI CMMI agile
CMMI Myths CMMI Myths • CMMI is a methodology we should follow • CMMI is a methodology we should follow • CMMI will eliminate all our defects • CMMI will eliminate all our defects • We can only • We can only “ “do CMMI do CMMI ” ” if we focus on if we focus on developing documents developing documents • CMMI is something that you • CMMI is something that you “ “implement implement” ” • CMMI only applies to large companies • CMMI only applies to large companies • It will double our workload and slow us down • It will double our workload and slow us down • It • It’ ’s designed to work with s designed to work with “ “waterfall waterfall” ” projects projects agile CMMI CMMI agile
Can’ ’t we all just get along? t we all just get along? Can • CMMI is a “best practices” • • Agile is a philosophy Agile is a philosophy Process Model • • The “ “right right” ” documentation is documentation is The required required • CMMI will reduce defects, but • • Design at least past the next Design at least past the next not eliminate them iteration iteration • CMMI applies to companies of • • Customers frequently miss Customers frequently miss all sizes – appraisals may not meetings meetings apply to small companies • • Customers never remember Customers never remember what they agreed to – – even if even if what they agreed to • It will reduce your workload they DO understand what they DO understand what • It is methodology agnostic you’ ’ve asked for ve asked for you • • • Small projects benefit more Small projects benefit more Once you get past the initial from process than large ones from process than large ones rollout, there is less work to do • • CMMI complements Agile CMMI complements Agile • A careful, but enlightened, • • Appraisals add significant Appraisals add significant reading of CMMI reveals its value value Agility Too many “Agile” organizations are hackers and too many “CMMI organizations” are paralyzed agile CMMI CMMI agile
Topics Topics agileCMMI Defined Defined agileCMMI Agile and CMMI Myths Agile and CMMI Myths Back to the Reality- -based community based community Back to the Reality Evidence is important – – Results are more important Results are more important Evidence is important Agile Process Implementation Agile Process Implementation agile CMMI CMMI agile
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