CMMi = Scrum A Provocation to See the Truth

Boris Gloger, 2008

2008

Thank You!

Boris Gloger CERTIFIED SCRUM TRAINER

RenatoIzabellaFelipeCélioPaulo

DanieloEric

RobertaAna Sofia

Men - 99

Women - 68

1997

EDS

GM Europe

SLC / PM2

1999

CMM @ EDS

PILOT PROJECT

CMM LEVEL 2

2000

CMM LEVEL 3

Boris Gloger CMM Level 3 Instructor

2002

Scrum

Scrum-Team

2003

agile development conference

Ken Schwaber

Alistair Cockburn

Jim Highsmith Kent Beck

Ron Jeffries

2004 - 2008

Boris Gloger CERTIFIED SCRUM TRAINER

How can I do CMMi using Scrum?

2008

Recife

How can we do CMMi using Scrum?

Wrong Question!

What question does really motivates this

conference?

Why do we want combining

Scrum and CMMi?

Why are we here today?

We seek an answer to the challenges of

our time!

Dramatic Change!

Outsourcing is only an effect of:

“The world is flat!”

Emerging Ways of Worldwide Collaboration!

The new technology platform:

Globalization 3(Thomas Friedmann)

InternetSupply Chaining

Both are indicators ...

The control goes more and more to the tactical level ...

Therefore the traditional

organization of work is not sufficient!

The last try to do the things right was CMMi!

CMMi

Valid Principles and Goals

Make them available for Projects.

CMMi needs

LARGE and

Stable

organizations

The good ideas that we shall keep are:

integrated team -- A group of people with complementary skills

and expertise who are committed to delivering specific work products in

timely collaboration. (CMMI 2nd ed. page 622)

instutionalization is an important concept in process

improvement. (...) An institutionalized process is more likely to be retained during times of

stress--- CMMi, 2nd ed., p. 151

FOR EXAMPLE

PMC SG1

“Actual performance and progress of the project

are monitored against the project plan.”

The purpose of Validation (VAL) is to demontrate that the product or

product component fulfils the intended use when placed in its

intended environment

The purpose of Validation (VAL) is to demontrate that the product or

product component fulfils the intended use when placed in its

intended environment

SP 1.3. Establish and maintain procedures and criteria for

validation

IPPD Management

IPPD - “Integrated processes that emphasize parallel rather than serial

development are a cornerstone of IPPD implementations.”

SG1 - A set of organizational process assets is established and maintained!

“Product development processes ... are conducted concurrently. Such integrated

processes should accommodate the information provided by stakeholders representing all phases of the product

lifecycle from both business and technical functions.”

SP1.3. E&M the tailoring criteria and guidelines for the organizational set

of standard processes.

In creating the tailored criteria and guidelines, include considerations for concurrent development and

operation with integrated teams. ...

Processes, such as resource allocation, will also be tailored differently if the project is

operating with integrated teams.

ROI

These principles are very good!

Implementations fail very often!

The process fails not the principles!

CMMi is Model based!

Old Organisational Model

Male drivenGo LargeHierachy

Efficiency

But ...

We do not have a Model for the new

times!

We do not know our

future!

The Post Modern Economy needs a

new business model(tompeters)

So ...We want to keep the

principles!

AND...

We need a New Way!

Explorative Approach:

Science Trial and Error

Inspect and Adapt

Scrum

Scrum Mapping of Principles:

Integrated Team is the fundament!

ROI

Sprint Planning -- everybody contributes:business and technique

Concurrent development with a timely review is

principle number 1

The product burn down chart shows everyday if you are in-line with your plan

Scrum fulfils most of the good ideas...

AND...

it is adaptive

human centric

cross-functional

Self-Organization needs small cell structures!

New Organisational Model

Woman will ruleSmall/Distributed

CollaborativeEffective

CMMi = Scrum

BUT

Mindsets for two different environments

CMMi maps large org:

centralistichierarchydominant

slowprocess driven

pushnon agile

men

CMMi maps large org:

centralistichierarchydominant

slowprocess driven

pushnon agile

men

Scrum maps the new org:

federalisticflat

collaborativefast

innovativepullagile

women

Scrum maps the new org:

federalisticflat

collaborativefast

innovativepullagile

women

created by

Boris Glogerboris@borisgloger.com

copyright by boris gloger 2008

CMMi = Scrum A Provocation to See the Truth