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Empowering People through Process © Agile/Scrum Development Using the CMMI ® Framework NASA IT Summit 18 Aug 2010 Kent Aaron Johnson CTO of AgileDigm, Inc. ®CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
© 2010 Agile/Scrum Development Using the CMMI® Framework 2 Copyright Notices The presentation material in this seminar is copyrighted by AgileDigm, Incorporated, For further information, please contact: AgileDigm, Inc. 11 Twelve Oaks Trail Ormond Beach, Florida U.S.A. Phone: Terms like these are often used in the following material: CMMI SCAMPI sm and SCAMPI Lead Appraiser sm CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. SM SCAMPI and SCAMPI Lead Appraiser are service marks of Carnegie Mellon University.
© 2010 Agile/Scrum Development Using the CMMI® Framework 3 3 Kent A. Johnson Chief Technical Officer of AgileDigm, Incorporated AgileDigm is an international consulting company that was formed in 2001 to support an agile paradigm for process improvement. Certified ScrumMaster, SEI-certified SCAMPI High Maturity Lead Appraiser, and an SEI-authorized CMMI ® instructor. Has helped clients in over 25 countries to improve their ability to develop products - including one of the world’s only Agile Organizations to achieve CMMI Maturity Level 5. Co-author of Interpreting the CMMI: A Process Improvement Approach, Second Edition, Auerbach (2008) and numerous peer reviewed papers on Agile and CMMI.
© 2010 Agile/Scrum Development Using the CMMI® Framework 4 Agile/Scrum + CMMI What is in it for me? –Getting to Hyperproductive Scrum Hyperproductive Scrum is really fun!! –More time to surf What is in it for my enterprise? –Getting to Hyperproductive Scrum Money for nothing Change for free –Leads to developing products quickly –Leads to developing the right products –Obtaining a CMMI level rating for organizational recognition © Jeff Sutherland and Kent Johnson 2010
© 2010 Agile/Scrum Development Using the CMMI® Framework 5 One Comparison Scrum Primer –22 pages double side 8 ½ by 11 CMMI 2nd Edition –676 page hardback book Interpreting the CMMI –404 page hardback book
© 2010 Agile/Scrum Development Using the CMMI® Framework 6 CMMI Does Not Require Waterfall What the CMMI is not: –CMMI is not “Waterfall”. CMMI does not require any particular lifecycle.
© 2010 Agile/Scrum Development Using the CMMI® Framework 7 7 CSM v10.21 © Jeff Sutherland 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: Individuals and interactions over processes 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. Don't misread as there is “no value” to the things on the right.
© 2010 Agile/Scrum Development Using the CMMI® Framework 8 Agile Methods Agile Methods includes: –Scrum –eXtreme Programming –Lean Software Development –Feature-Driven Development –Test-Driven Development –and many others Lots of available books
© 2010 Agile/Scrum Development Using the CMMI® Framework 9 What is Scrum? (1/2) Scrum is an iterative incremental process of software development commonly used with agile software development. –Despite the fact that "Scrum" is not an acronym, some companies implementing the process have been known to adhere to an all capital letter expression of the word, i.e. SCRUM. This may be due to one of Ken Schwaber's early papers capitalizing SCRUM in the title.
© 2010 Agile/Scrum Development Using the CMMI® Framework 10 Sprints in this release Sprint 1 Sprint 2 Sprint 3 Product (increment) Product Owner Scrum Master Team Backlog items selected for release Review Retrospective Sprint backlog Sprint backlog S1 backlogS2 backlogS3 backlog Ready checklist Done checklist Agenda Product Backlog Product Backlog Product Backlog Daily Scrum Burndown What is Scrum? (2/2) Agenda
© 2010 Agile/Scrum Development Using the CMMI® Framework 11 Realized Benefits from Scrum In Jeff Sutherland’s, “Hyperproductive Distributed Scrum Teams” presentation Google TechTalk, July 2008 he documented: “Excellent Scrum – annual revenue up 400% Patient Keeper Others in Scandinavia, “I cannot name” Good Scrum – revenues up 300% Companies in Scandinavia, “I cannot name” Pretty Good Scrum – revenues up % Google 160% Systematic Software Engineering 200% (pre 2008) ScrumBut – revenues up 0-35% Yahoo, most companies”
© 2010 Agile/Scrum Development Using the CMMI® Framework 12 Scrum and XP The first Scrum used all the XP engineering practices, set-based concurrent engineering, and viewed software development as maintenance, not manufacturing. Most high performance teams use Scrum and XP together. It is hard to get a Scrum with extreme velocity without XP engineering practices. You cannot scale XP without Scrum. © Jeff Sutherland and Kent Johnson 2010
© 2010 Agile/Scrum Development Using the CMMI® Framework 13 XP as an Example eXtreme Programming covers –Programming (test-first programming, automated unit tests, Simple Design (YAGNI), Refactoring) –Planning (Planning game, frequent/small Releases, short iterations, flexible plans, 40 hour week) –Customer (Dedicated, Onsite, Automated Acceptance Tests, Customer Steers) –Pair (Pair Programming, Open Workspace, Collective Ownership, Integration Machine) –Team (Continuous Integration, Coding Standard, Metaphor) XP
© 2010 Agile/Scrum Development Using the CMMI® Framework 14 Simple Comparison CMMI A structured collection of best practices “What” you should do Focus is on improving product quality through process performance Agile/Scrum A set of rules that constrains behavior “How” you should do it Focus is on increasing customer satisfaction
© 2010 Agile/Scrum Development Using the CMMI® Framework 15 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 facilitation 5.Lack of management support 6.Lack of client, customer, or end user support © Jeff Sutherland and Kent Johnson 2010
© 2010 Agile/Scrum Development Using the CMMI® Framework 16 Key CMMI Attributes 1.Overall Planning and Tracking 2.Training 3.Risk Management 4.Organizational Learning 5.Organizational Visibility 6.Measurement 7.Institutionalization
© 2010 Agile/Scrum Development Using the CMMI® Framework 17 Common Failures with CMMI 1.Too heavy a process definition 2.Lack of management support 3.Different understandings of mission and goals 4.Process adoption not well planned 5.Process and procedure definition forced on staff 6.Pilots of process too limited
© 2010 Agile/Scrum Development Using the CMMI® Framework 18 Right Level of Process (1/2) Practical processes and work aids contain enough information to be useful. Scrum Checklist Examples
© 2010 Agile/Scrum Development Using the CMMI® Framework 19 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 anvil 24/7 –As a User (all personas), I want to be able to carry my anvil –… Lessons Learned during the sprint –Breaking down stories into 20 points or less is a big help –… Impediments (not closed during week) –Testers assigned to multiple projects –… Risks –User environment may not be ready on time for final acceptance testing –…. Scrum Status Report Example
© 2010 Agile/Scrum Development Using the CMMI® Framework 20 Scrum support for ML 3 Scrum (and XP) –simple set of rules –product backlog –defined roles –self organizing team –XP engineering practices –continuous integration CMMI ML 3 –defined process –managed requirements –project management –technical solution –product integration
© 2010 Agile/Scrum Development Using the CMMI® Framework 21 Success Story Systematic A/S is a success story using Agile Methods in a CMMI Implementation. Addresses their business objectives –doubled productivity –cut defects by 40% –on top of years of other CMM and CMMI improvements. Reappraised at CMMI Maturity Level 5 in May 2009 “Scrum and CMMI – Going from Good to Great”, Carsten Ruseng Jakobsen and Jeff Sutherland, Agile 2009 Conference Chicago, USA August 2009
© 2010 Agile/Scrum Development Using the CMMI® Framework 22 Systematic A/S Papers Systematic A/S is a Danish company There improvement story is covered in detail in three published papers: –Scrum and CMMI Level 5: the magic potion for Code Warriors 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
© 2010 Agile/Scrum Development Using the CMMI® Framework 23 Conclusion Agile/Scrum + CMMI –provide synergy –support going from Good Scrum to Great Scrum (Hyperproductive) –ensure no Scrumbutts –lead to organizational improvement An agile implementation of CMMI can help institutionalize Scrum in an organization
© 2010 Agile/Scrum Development Using the CMMI® Framework 24 Questions? Time for some questions?
© 2010 Agile/Scrum Development Using the CMMI® Framework 25 Contact Information Kent A. Johnson Chief Technical Officer AgileDigm, Inc. 11 Twelve Oaks Trail Ormond Beach, FL USA The presentation material in this seminar is copyrighted by AgileDigm, Incorporated. For further information, please contact:
© 2010 Agile/Scrum Development Using the CMMI® Framework 26 More Detailed Information on the Subject Features includes Guides you through a proven approach for designing the process improvement effort, for monitoring and controlling the effort, and measuring its success Presents the pros and cons of attempting process improvement and implementing CMMI ® Offers advice for implementing several process improvement projects simultaneously to avoid added costs and missteps Discusses older methods of assessing organizations and compares them to the new SCAMPI method Available from Auerbach / CRC Press Publications and Amazon.com
© 2010 Agile/Scrum Development Using the CMMI® Framework 27 Agile CMMI Performance Analysis 10% 20% 30% 50% 40% 60% CMMI 1 CMMI 5 70% 80% 90% 100% CMMI 5 SCRUM Project effort Rework Work Process focus CMMI Adding SCRUM 50 % 10 % 9 % 6 % 25 % 4 % 100 % 69 % 35 % Source: Systematic A/S Backup Slide
© 2010 Agile/Scrum Development Using the CMMI® Framework 28 Page $Revision : $ Page $ Revision : $ Impediments Data 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 generates ScrumMaster’s impediment list. Source: Systematic A/S Backup Slide
© 2010 Agile/Scrum Development Using the CMMI® Framework 29 Page $Revision : $ Story Process Efficiency When work allocated to sprint is READY, flow and stability are achieved Objective: 60% Objective: 50h Source: Systematic A/S Backup Slide
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