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0 Copyright © 2013 Broadsword Solutions Corporation

Values-Based Engineering


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

…


What is the most serious challenge facing the our industry?


TECHNOLOGY?


SKILLS?


TRAINING?


FUNDING?


VALUES


Service to our customers Respect for the individual

Strive for excellence Act with integrity


Honesty, integrity and respect


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


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.


Values affect behaviors


Aspirational


Operational


Values

Managing

Doing

Managing

Doing


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

Values

Methods

Techniques/Behaviors

Methods



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

Values

Methods


Methods


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


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

enjəˈni(ə)riNG


Be Agile

Scrum

Stand-ups, Retrospective

XP

Pair Programming


Waterfall

WBS, Phases

Earned Value Mgmt

Measure % delivered

Align with Gov’t Customers


Scrum

WBS, Phases

XP

Velocity

Align with Gov’t Customers

X


Be Agile

Waterfall

Stand-ups, Retrospective

XP

BPUF X


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


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.


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

chni

ques


Values-Based Estimating: Agile

Collaboratively estimate projects

XP / Scrum

Planning Poker

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


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

chni

ques


Values

Methods


Methods


Values-based Architecture


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


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


Operationalizing Values is what makes your company Great!


http://www.broadswordsolutions.com/resources

For answers to your CMMI questions head over to: http://www.asktheCMMIAppraiser

Twitter: CMMIAppraiser

broadsword|agile, cmmi, iso, a-spice|performance innovation - … · 2019. 8. 30. · copyright ©...

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