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Values-Based Engineering

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Welcome back my friends … to the show that never ends!  Jeff  Dalton    President  of  Broadsword    Cer4fied  Lead  Appraiser  Cer4fied  CMMI  Instructor  Cer4fiable  Blogger,  TwiAerer,  and  social  media  fana4c  Airplane  Builder  (and  test  pilot)  Scrum  Master  Author  of  AgileCMMI    h#p://www.askTheCMMIAppraiser.com  h#p://www.broadswordsolu;ons.com    

The Journal of Information Technology Management

Cutter IT Journal

Vol. 25, No. 11November 2012

Agile CMMI:Why Isn’t This ConversationDead Yet?

Opening Statementby Hillel Glazer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

The Agile CMMI Conversation Is a Dead Endby Bill Fox . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Blending Agile and CMMIby Brian Button and Nate McKie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Agile CMMI: The Real Underlying Obstacles to Effective Integration and What You Can Do About Them by Paul E. McMahon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

CMMI vs. Scrum? No — CMMI + Scrum!by Jeff Dalton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Disciplined Agile Delivery Meets CMMIby Scott W. Ambler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

What Will It Take to Achieve Agility-at-Scale?by Douglas Schmidt, Anita Carleton, Erin Harper, Mary Ann Lapham, Ipek Ozkaya, and Linda Parker Gates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34

“If you still believe that agileand CMMI don’t work welltogether, then what you’lllearn in this issue is that, toput it plainly, you’re wrong.”

— Hillel Glazer,Guest Editor

http://www.broadswordsolutions.com/books

…

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What is the most serious challenge facing the our industry?

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TECHNOLOGY?

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SKILLS?

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TRAINING?

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FUNDING?

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VALUES

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Service to our customers Respect for the individual

Strive for excellence Act with integrity

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Honesty, integrity and respect

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Respect and care for others and protect the information we handle. Conduct ourselves in an honest, trustworthy and ethical manner at all times.

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Focus on the user and all else will follow It’s best to do one thing really, really well Fast is better than slow You don’t need to be at your desk to need an answer You can make money without doing evil There’s always more information out there The need for information crosses all borders You can be serious without a suit Great just isn’t good enough.

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Values affect behaviors

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Aspirational

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Operational

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Values

Managing

Doing

Managing

Doing

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REQM SP1.5 (alternative wording) “Maintain bi-directional traceability between values and related methods, techniques, and behaviors”

Values

Methods

Techniques/Behaviors

Methods

Techniques/Behaviors

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PPQA SP1.1 (alternative wording) “Objectively evaluate behaviors (aka “processes”) to ensure alignment with values, methods, and techniques”

Values

Methods

Techniques/Behaviors

Methods

Techniques/Behaviors

This leads to the inescapable conclusion that “Process” is merely….

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Here is a brand-new way to spell “PROCESS”

enjəˈni(ə)riNG

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Be Agile

Scrum

Stand-ups, Retrospective

XP

Pair Programming

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Waterfall

WBS, Phases

Earned Value Mgmt

Measure % delivered

Align with Gov’t Customers

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Scrum

WBS, Phases

XP

Velocity

Align with Gov’t Customers

X

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Be Agile

Waterfall

Stand-ups, Retrospective

XP

BPUF X

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Values-Based Architecture: Agile

“Guiding the work”

“Managing the work”

“Doing the work”

Values: “Fail fast, iterative and incremental, collaboration, focus on people, continuously improve.

Methods include Scrum, XP, Kanban, Spiral, Crystal, RUP, etc…

Techniques including “Planning Poker,” “Daily Standup,” “Retrospectives,” Sprint Demo,” “Story-time”

Tech

niqu

es

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Value-Based Risk / Issues: Agile

Incrementally deal with issues and risk

Scrum

Daily Standup

Values include “Fail fast, iterative and incremental, collaboration, focus on people, continuously improve.

Methods include Scrum, XP, Kanban, Spiral, Crystal, RUP, etc…

Techniques including “Planning Poker,” “Daily Standup,” “Retrospectives,” Sprint Demo,” “Story-time” Te

chni

ques

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Values-Based Estimating: Agile

Collaboratively estimate projects

XP / Scrum

Planning Poker

Values include “Fail fast, iterative and incremental, collaboration, focus on people, continuously improve.

Methods include Scrum, XP, Kanban, Spiral, Crystal, RUP, etc…

Techniques including “Planning Poker,” “Daily Standup,” “Retrospectives,” Sprint Demo,” “Story-time” Te

chni

ques

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Values

Methods

Techniques/Behaviors

Methods

Techniques/Behaviors

Values-based Architecture

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Take Action

•  Ensure that Values are actionable

•  Select Methods (Scrum, XP, Waterfall) that trace to your Values

•  Select Techniques that align with Methods -  Scrum

•  Standups, Retrospectives, Sprints, Releases, Backlog Grooming

-  Waterfall

•  WBS, COCOMO, Weekly Team Meetings, Phases, et al

-  XP

•  Pair Programming, Test Driven Development, et al

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Have the knowledge and content our clients value

Have an established approach to doing business

Be creative problem solvers focused on our clients

Understand our client’s business and help them be successful

Be professional and ethical at all times

Anticipate our client’s needs Be fun and hassle-free to work with

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Operationalizing Values is what makes your company Great!

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