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Copyright © 2008 Broadsword Solutions Corporation
CMMI and Agile: Why Implement then together
Jeff Dalton, President
Broadsword, an SEI PartnerAgile EvangelistCertified SCAMPI Lead AppraiserCertified CMMI Instructor
CMMI and SCAMPI are registered trademarks of Carnegie Mellon University
A useless, rigid and audit-driven death-
march that turns us into zombies and
forces us into slave-like adherence to
THE PROCESS
How do some engineers feel about CMMI?
Agile isn’t just a set of methods….it’s a philosophy
Perceived for CMMI* Possible Substitute
Meeting Minutes
Iteration/Sprint Log
Notice of Decision
Stakeholder Involvement Report
Status Reports
Stakeholder Communications
Change Request Log
Feature BacklogChange Request Approval Form
Detailed Requirement Specification
Bi-directional Traceability Matrix
COCOMO, SLOC, Top Down, Function Points Planning Poker, Ideal Days, Feature Value
* Notice “perceived.” Nothing in the model requires this.
Don’t create a work product for every practice, look to the
INFORMATIVE MATERIAL to understand the INTENT of the practice, and strive to
satisfy it’s meaning.
Don’t create a work product for every practice, look to the
INFORMATIVE MATERIAL to understand the INTENT of the practice, and strive to
satisfy it’s meaning.
The Agile Process Manifesto© . . . *
We are learning that the traditional ways of developing process need improvement and that, through iteration and collaboration with others, we have
come to observe that:
Innovation
Useful Processes
Process Mandates
Certifications & Audits
Collaboration
Flexibility & Agility Rigid Compliance
Coercion & Punishment
Outweighs
Outweigh
Outweighs
Outweigh
© Broadsword Solutions Corporation 2009, 2010
*with appropriate attribution to Jeffries, Sutherland, et al
Benefit
Eff
ort
& C
ost
Scope = Cost. Agile methods are well suited to control process scope
JENTMsm = Courage to stop
$
If you only remember one thing . . .
David Lee Roth – Agile Process Genius?
A story about a Rock Star, an M&M, and “Just Enough Process.”
The composition of the process should help us meet
PROJECT OBJECTIVES (IPM, QPM)
not management’s need to see and understand
ONE SINGLE PROCESS (none)
The CMMI was designed to be Agile .. Really!
This is the essence of TAILORING.
We don’t “tailor-out” we SELECT what is right for us.
“Agile” Methods use some new techniques, but . . .
Planning Poker
Refactoring Pair Programming
Test-driven development
Value Velocity
Requirements in CodePP.SP1.1, SP1.4
REQM.SP1.5
GP2.8, MA.SP1.2
RD.SP1.2
VAL.SP2.1, SP2.2, VER.SP3.1, SP3.2
RD.SP3.1-3.4, VAL
It’s not the PROCESS….It’s the ENGINEERING!
RequirementsPlanning Design and Code Test Deliver
A new way to understand process velocity
First, strive to understand where work is occurring and where the CMMI Model addresses that work.
Use the practices and informative materials to understand where your gaps are.
OPF
PP PMC IPM RSKM MA PPQA CM DAR SAM TS RD PI REQM VAL VER OPD OPF OT
GP2.1
GP2.2
GP2.3
GP2.4
GP2.5
GP2.6
GP2.7
GP2.8
GP2.9
GP2.10
GP3.1
GP3.2
Use an appraisal to understand institutional weaknesses
AgileCMMI
Encapsulated Process Objects® - an Agile approach
Organizational Process
Measurement & Analysis
Process & Product Quality
Assurance
Project Monitoring &
Control
Risk Management
Configuration Management
Requirements Management
object object object
Project Monitoring &
ControlProject
Monitoring & Control
Configuration ManagementConfiguration
Management
Requirements ManagementRequirements
Management
Encapsulated Process Objects is a registered trademark for Broadsword Solutions Corporation
Common “Methods” make EPO’s successful
• Establish a Policy (set expectations)• Plan the Process (embed the process in the project)• Provide Resources (tools, technologies, processes)• Assign Responsibility (team agreements)• Train People (mentoring, coaching)• Manage Configurations (revision control the EPOs)• ID and Involve Stakeholders (team agreements)• Monitor and Control (how is it working)• Objectively evaluate adherence (why are people using/not)• Review with management (Do they care?)• Define the process (process patterns)• Collect improvement information (make it better and easier)
GP2.1GP2.2GP2.3GP2.4GP2.5GP2.6GP2.7GP2.8GP2.9GP2.10GP3.1GP3.2
These common attributes are the difference between a “series of steps” and a successful, useful process
Three Examples, Three Case Studies
Estimation Verification Validation
Project “Charlie”
Project “Bravo”
Project “Alpha”
p_Class: Estimation
Criteria for selectionDescription (swim-meet)Use PolicyProceduresWho leads it?TrainingVersioningWho is affectedHow is it working?Is one being usedWhat are the results?
EST-APlanning Poker
EST-BWide-Band
Delphi
EST-CCOCOMO
I n s t a n
t i a t e
or
or
EPO®: Estimation
EPOs have encapsulated within them the “code” (process) and “data” (attributes) needed to be successful.
p_Class: Verification
Criteria for selectionDescription (swim-meet)Use PolicyProceduresWho leads it?TrainingVersioningWho is affectedHow is it working?Is one being usedWhat are the results?
VER-APair
Programming
VER-BPrototypes
VER-C“Traditional
Test”
I n s t a n
t i a t e
or
or
EPO®: Software Verification
Each EPO has been vetted and accepted by the user community and can be adopted with confidence
p_Class: Feature Validation
Criteria for selectionDescription (swim-meet)Use PolicyProceduresWho leads it?TrainingVersioningWhose affectedHow is it working?Is one being usedWhat are the results?
VAL-AUser Stories
VAL-BSimulations
VAL-CFagen
Inspections
I n s t a n
t i a t e
or
or
EPO®: Feature Validation
EPOs are selected based on the goals and objectives of the project, are subject to continuous improvement
What are the Objectives of your project? (Alpha)
Objective: To quickly and cost effectively build and deploy a web site that announces upcoming events
Risk Level: Low
Effort and Cost: Low
EST-APlanning Poker
VAL-CUser Stories
VER-CTraditional Test+ +
Process Pattern “X-RAY”
Estimation Validation Verification
What are the Objectives of your project? (Bravo)
Estimation Validation Verification
EST-BWide-Band
Delphi
VAL-BFagen
Inspections
VER-BPrototypes+ +
Process Pattern “Zulu”
Objective: To build troop detection systems to avoid “blue-on-blue” casualties in Iraq
Risk Level: High
Effort and Cost: High
What are the Objectives of your project? (Charlie)
Estimation Validation Verification
EST-BWide-Band
Delphi
VAL-BSimulations
VER-BFagen
Inspections+ +
Process Pattern “Zulu1”
Objective: To build a system that fixes the economy
Risk Level: High
Effort and Cost: Ridiculous
EST-CCOCOMO
EST-DHybrid
This is continuous improvement of the
Process!
Use Cases
Simulations
Prototypes
Measurement: How is each EPO performing?
Baseline “Feature VAL” performance
Fea
ture
Def
ects
Dis
cove
red
Understanding EPO Pattern® Performance
Encapsulated Process Objects is a registered trademark for Broadsword Solutions Corporation
Estimation Validation Verification
EST-BWide-Band
Delphi
VAL-BSimulations
VER-BFagen
Inspections+ +
Process Pattern “Zulu”
Rew
ork
from
all
defe
cts
Iteration 1
Spike
Iteration 2
Validate
Iteration 3
Lock
Iteration 4
Educate & Communicate
4 weeks 2 weeks 4 weeks 2 weeks
OUTPUTS:
▪ Swim lanes
▪ Process description
▪ Policies
▪ Metrics
▪ Tailoring guidelines
▪ SCRs to other PATs
▪ List of artifacts to produce in next
stage
OUTPUTS:
▪ Changes
Saves
OUTPUTS:
▪ Process revisions
▪ Artifacts
▪ Pilots
▪ Defect Fixes
OUTPUTS:
▪ Training Materials▪ xEPG CMMI Interpretation
▪ Templates for Process Creation
• Project Monitoring Aids
▪ SIG Training
▪ Process Area (PA) Training
INPUTS: INPUTS: INPUTS:INPUTS:
RE
LE
AS
E90 Day Release Cycle
How to deploy? Iteratively of course!
Organizational: Encapsulated Process Objectstm
Engineering Process Group(xEPG)
The xEPG is the OWNER of standard
processes
The SIGS inherit methods &
attributes from xEPG and
contains a PROCESS
LEADER and the VOICE of the COMMUNITY
PERSISTANT CONTAINER hosting multiple, permanent sub-processes working groups
The xEPG is a SUSTAINABLE body that charters SIGs to design, rollout, & maintain sub-processes; membership in the xEPG or SIGs may rotate but the bodies are PERSISTANT
Process Test Team
(SCAMPI)
Process Management
OPD, OPF
Configuration Management
CM
MetricsMA
RequirementsRM, RD,
Traceability
Project Management
PM, PMC
Agile Process Deployment in 3 Releases
Q2
Launch SIGs:
Q3 Q3Q1 Q2Q4 Q4
2008 2009
•Process Management
SCAMPI Class C
Train & mentor teams
SCAMPI Class B
SCAMPI Class A
•Configuration Management
•Process Quality
•Project Management
•Requirements
•Supplier Management
CELEBRATE!
R1
R2
R3
An Continously Improving Process ArchitectureG
eneric Practices &
OP
D
OP
F &
IP
M
Exercise: You need to perform peer code reviews
What are your goals?
How will Peer Code Reviews help you?
What is a useful way to do this?
- When does it happen?- How often?- what types- what conditions to select the type?
What is our feature backlog?
What do your peers think?
Refactor?
How to deploy it?
How does that compare with the CMMI?
Refactor?
Stakeholder approval
Some things to remember . . .
• Use the CMMI Model as a GUIDE, not as a checklist
• Agile is a philosophy of “just enough.”
• Start with what you know you do well and build on it
• Understand the Practices, but don’t let them drive malpractice
• Focus on fixing problems, not achieving a “level” of CMMI
• Apply process objects incrementally and iteratively and don’t forget to think Agility!
