cmmi for small companies - the global voice of quality...
TRANSCRIPT
Copyright 2007 Broadsword Solutions Corporation
agileCMMIsm
Secrets of CMMI (for Small Agile Organizations)
Jeff DaltonPresident
CMMI Lead Appraiser and CMMI Instructor
Copyright 2007 Broadsword Solutions Corporation
Where to find this version of the presentation . . .
For a copy of this presentation, and to receive excerpts from Jeff’s book, “Agile CMMI,”
simply email:
Copyright 2007 Broadsword Solutions Corporation
If you only remember one thing . . .
Benefit
Effo
rt &
Cos
tScope = Cost. Agile methods are well suited to control process scope
JENTMsm= Courage to stop
$
Copyright 2007 Broadsword Solutions Corporation
Tectonic Shifts
Information Engineering (IE) (1991) traditional approach
Deregulation initiatives (1998), corporate mergers (1999), and
other market drivers
XP (1999), Scrum (2001), Crystal (2001), FDD (2001), and other agile methods
Waterfall methodology
“House Blends” of agile methodologies
Copyright 2007 Broadsword Solutions Corporation
Components of an SDPAll need representation, not all need to be complex
SDPProcess
Essencesand CorePrinciples
Roles andResponsibilities
Glossaryof Terms
Process Flows
(Swimlanes)
Process Definitions
Standard Work
Instructions
Templates and
Examples
Communication Materials
Training Materials
Standards and
Guidelines
Copyright 2007 Broadsword Solutions Corporation
Conflicting or Collaborative?
Agile implies:
Iterative
Incremental
Action based
Team agreements
Rapid change
Scope shrinks to meet deadlines
Document-lite
Assume a low level of constant re-work
Trust
CMMI implies:
Procedural
Extensive planning
Deliverable based
Hierarchical governance
Careful change
Budget grows to meet Scope
Document-heavy
Avoid re-work through planning and monitoring
Governance Layers
Who (besides the CMMI zealots and the XP police) says we have to play by these rules?
Copyright 2007 Broadsword Solutions Corporation
CMMI and Agile often perceived as didactic …
People that advocate Agile tend to disdain structure
People who support CMMI tend to want to avoid chaos and risk
. . . so it follows that most advocates of CMMI focus on planning and that most advocates of Agile focus on iterations and failing fast.
We don’t have to choose!
Copyright 2007 Broadsword Solutions Corporation
A Few Myths about Agile and CMMI
• No documentation is required – Throw me a Red Bull!
• “Design on the fly” results in a better product
• Customers are at every meeting making decisions with the team
• No need to record decisions-we just have a meeting
• CMMI is incompatible with Agile
• Appraisals or audits are not valuable
• We can only “do CMMI” if we focus on developing documents, and reports, and we hire an expensive consultant
• CMMI is something that we “implement”
• CMMI only applies to large , monolithic companies
• CMMI (and all process) will double our workload and slow us down
• It’s designed to work with “waterfall” projects so it doesn’t apply to smaller, agile projects
Copyright 2007 Broadsword Solutions Corporation
Where it all began: Deming vs. CrosbyWho was Agile?
Deming said “quality is conformance to the process”
– Deming’s work was based upon the supposition that engineering was empirical, not linear
Crosby said “quality is conformance to specification”
– Crosby built his M3 based upon this linear manufacturing concept– The SEI used M3 as a model for CMMI – but they echoed Deming’s belief in Process
performance
The CMMI “levels” are modeled after Crosby but have content based upon Deming’s “Theory of Profound Knowledge”
What does your SCAMPI Lead Appraiser think?
Copyright 2007 Broadsword Solutions Corporation
The case for Process, not Specification
Deming’s Theory of Profound Knowledge:
– Cease dependence on QC, instead focus on QA built into the process
– Collaborate with your customer– Build trust and loyalty throughout the lifecycle– Just-in-time Training– Drive out Fear– Break down departmental barriers– Remove barriers of pride– Respond quickly to changes
Is this Agile? . . . .
Copyright 2007 Broadsword Solutions Corporation
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.
Copyright 2007 Broadsword Solutions Corporation
Blowing up the mythsThe average CMMI Level 3 SCAMPI Appraisal examines 400 document types and over 1000 artifacts
Average Agile project produced 39 artifacts
You can reduce and consolidate “objective evidence” and average+-70 document types for CMMI
A template, form, or document is always the obvious answer – but there are other options
• Digital photos• White Board printouts• Videos• Scanned drawings, documents, and napkins• Databases• Code comments• etc. . .
Copyright 2007 Broadsword Solutions Corporation
For Instance . . .
• Code Reviews can be evidenced right in the code library (Verification)
• Configuration Planning can be consolidated with Tailoring Guidelines, Configuration Audit Checklists, and Sizing and Estimating evidence (Project Planning, Configuration Mgmt, OPD)
• Iteration and Release frequency can produce Plan Review and Process Quality Review evidence
• Agile Methods themselves can serve as policies around planning, estimating, budgeting, and staffing eliminating the need for separate evidence
• Iterations and Releases themselves are evidence of monitoring and milestones.
In an Agile environment, core behaviors can become Alternative Practices for CMMI
Copyright 2007 Broadsword Solutions Corporation
Evidence: An Example
Implied by the CMMI Possible Substitute
Meeting Minutes Meeting Log
Notice of Decision Meeting Log
Stakeholder Involvement Report Meeting Log
Status Reports Meeting Log
Stakeholder Communications Meeting Log
Change Request Log Reqt’s Log
Change Request Approval Form Reqt’s Log
Detailed Requirement Specification Reqt’s Log
Bi-Directional Traceability Matrix Reqt’s Log
Copyright 2007 Broadsword Solutions Corporation
Traditional Software and Process Development Life-Cycle
Guiding
MainlineApplication Solution
Supporting
Approved Business Case / SOW
Assigned PM
Requirements Development
Project Planning
Technical Solution Validation Verification
Organizational Process
Measurement and Analysis
Process and Product Quality Assurance
Project Monitoring and Control
Risk Management
Configuration Management
Requirements Management
Approved Appropriations(Tracking)
Approved Funding
Inputs Outputs
Prioritized Documentation
Process Improvements
Business Value
Copyright 2007 Broadsword Solutions Corporation
"In theory, there is no difference between theory and practice, but in
practice, there is.“Yogi Berra
Copyright 2007 Broadsword Solutions Corporation
Another way to look at Software and Process development
Copyright 2007 Broadsword Solutions Corporation
Obviously in small bites.
How are we going to eat this elephant?*
(a.k.a. “How are we going to achieve our objectives?”
•No elephants were harmed during the making of this presentation, nor in any of our process improvement initiatives.*thanks to Steve Baker for this slide)
The SCAMPIsm Shuffle
Copyright 2007 Broadsword Solutions Corporation
Anything that takes time and costs moneyis scope, and scope is testable.
The CMMI Model…Guidelines for scoping process improvement
The SCAMPI Method…A suite of tests to validate and verify progress
Agile Methodologies…An empowering philosophy for action and success
A Philosophy Shift
Copyright 2007 Broadsword Solutions Corporation
“One-Dimensional” Deployment: Why Process Deployment Fails
IT or Engineering
Workers
Internal “Re-engineering team”or Consulting Firm
Process Bomb
Copyright 2007 Broadsword Solutions Corporation
Three-Dimensional Force DeploymentThe US Military’s doctrine for waging and winning battles is effective because it’s scale-able, iterative, and incremental.
Logistics
Artillery
Infantry
Copyright 2007 Broadsword Solutions Corporation
Three-Dimensional Process Deployment
Process Design Communications Training
• Assess current initiatives
• Design compliant process
• Process flow
• Templates
• Integration points
• Audit process
• Escalation process
• Exception process
• Metrics to measure success
• Document and integrate into process release schedule
• Clear statement of mission
• Communication of goals
• Output
• Deliverables
• Business results
• Communicate progress
• Organizational Notice of Decision (NOD)
• Personalized communication
• Distribution of metrics
• Develop training plans
• Develop standard training materials
• Slides
• Templates
• Job-Aids
• Hand-outs
• Metrics to measure success
• Conduct Training
•Document and track training participation
Special Interest Group (SIG)(Persistent communities of interest)
Iteration 1 Iteration 2 Iteration 3
To be successful, processes need to be owned by persistent and sustainable bodies regardless of personnel or organizational changes.
+ +
Copyright 2007 Broadsword Solutions Corporation
agileCMMIsm: Encapsulated Process Objecttm
Software Engineering Process Group
SEPG
The SEPG is the OWNER of
standard processes for
Solution Delivery
The SIG inherits methods &
Attributes from SEPG and contains Process LEADERand the Voice of the Community
Persistent Container hosting multiple, permanent sub-processes working groups
The SEPG is a sustainable body that charters SIGs to design, rollout, and maintain sub-processes. Membership in the SEPG or SIGs may rotate but the bodies are persistent.
Configuration Management
CM
Metrics
MA
SCAMPI Appraisal
Team
Project Management
PM, PMC
Requirements
RM, RD, Traceability
Process Management
OPD, OPF
Copyright 2007 Broadsword Solutions Corporation
SIG Roles and Responsibilities• SIG owns a specific Sub-Process
• Facilitate Design SLAMS during each iteration
• Develop and maintain Process, Communication, Training
• Present to SEPG before each final release
• Responsibility for maintenance, upgrades, and subsequent releases
Copyright 2007 Broadsword Solutions Corporation
Process Roles
Provides Direction and RequirementsDevelops and DefinesCommissions, Oversight,
Coordination, ReviewWork Products
User and Final Acceptance
Decision-Making Body for Sub-Process
Decision-Making Body(Veto power)
Decision Authority
Requirement or Feature ChangesInitiates ChangesChange Control BoardChange
Management
Sponsor, Strategy, Stakeholders, SMEs
SMEs, Process Owner, Appointed Reps
SIG members, Steering Committee
Membership Composition
Accreditationor Certification
Performance ofASD Sub-Process
Performance ofOverall ASD ProcessAccountability
Program SuccessOne Sub-ProcessOverall Perspective;SIGs and MoreFocus
TemporaryOngoingOngoingDuration
Specific Programor Initiative
Application Solution Delivery Sub-Process
Overall Application Solution Delivery (ASD)Ownership
SEPG SIGs Steering Committee
SOX
ITIL … etc.
CMMIRequirements
Conf. Mgmt.
PPQA … etc.
Copyright 2007 Broadsword Solutions Corporation
SDP Product Release ApproachSolution Delivery Process (SDP) is an Agile methodology for delivering and
supporting software-based business solutions
SDP is a Process– To be used by all IT and Engineering professionals
involved in the delivery and support of software applications; SDP provides the tools and clarity we need to do our jobs.
SDP is a Product– A suite of work products including process flows,
process descriptions, templates, and Standards and Guidelines which are delivered and maintained by an SDP project team.
Copyright 2007 Broadsword Solutions Corporation
Agile Process Deployment in Three Releases (CMMI Level 3)
2Q07 3Q07 4Q07 1Q08 2Q08 3Q08 4Q08
Launch SIGs
•Process Management
•Configuration Management
•Process Quality
•Metrics and Measurement
•Requirements
•Engineering
Level III Class C
Train and mentor teams
Level III Class B
Level III Class A
Leve
l III
Cla
ss C
Leve
l III
Cla
ss B
Leve
l III
Cla
ss A
Celebrate!
Celebrate!
Celebrate!
R1.0 R2.0 R3.0
Copyright 2007 Broadsword Solutions Corporation
Case Study: CMMI SCAMPI “C” in 3Q05
NI PI LI FIRM PP PMC SAM M&A PPQA CM
Specific Goal 1 % Complete 20% 25% 71% 25% 50% 0%Specific Goal 2 % Complete 29% 100% 25% 50% 0%Specific Goal 3 % Complete 33% 0%Generic Goal 2 % Complete 20% 20% 10% 20% 20% 0%Generic Goal 3 % Complete 0% 0% 0% 0% 0% 0%Specific Practices 5 14 10 7 8 4 7Generic Practices 12 12 12 12 12 12 12
Current Status 13% 21% 45% 18% 30% 0%
RD TS PI VER VAL OPF OPD OT IPM RKM IT ISM DAR OEISpecific Goal 1 % Complete 50% 0% 67% 100% 100% 33% 33% 0% 20% 67% 50%Specific Goal 2 % Complete 67% 75% 100% 0% 100% 25% 0% 67% 50%Specific Goal 3 % Complete 0% 50% 75% 100% 0%Specific Goal 4 % CompleteGeneric Goal 3 % Complete 17% 17% 83% 17% 25% 17% 33% 0% 100% 0% 0%Specific Practices 10 9 9 8 5 7 5 7 13 7 8 5 6 6Generic Practices 12 12 12 12 12 12 12 12 12 12 12 12 12 12
Current Status 33% 35% 81% 54% 75% 25% 33% 0% 62% 29% 25%
CMMI Managed - Level 2
CMMI Defined - Level 3
(300 Engineers, 25 PMs, web development)
Copyright 2007 Broadsword Solutions Corporation
Case Study: CMMI SCAMPI “A” in 4Q06 (D+18 Months)
NI PI LI FIRM PP PMC SAM M&A PPQA CM
Specific Goal 1 % Complete 100% 75% 100% 25% 100% 100%Specific Goal 2 % Complete 100% 100% 50% 100% 100%Specific Goal 3 % Complete 100% 100%Generic Goal 2 % Complete 100% 100% 100% 90% 100% 100%Generic Goal 3 % Complete 100% 100% 100% 0% 100% 100%Specific Practices 5 14 10 7 8 4 7Generic Practices 12 12 12 12 12 12 12
Current Status 100% 95% 100% 41% 100% 100%
RD TS PI VER VAL OPF OPD OT IPM RKM IT ISM DAR OEISpecific Goal 1 % Complete 100% 100% 100% 100% 100% 100% 100% 100% 80% 67% 50%Specific Goal 2 % Complete 67% 100% 100% 100% 100% 100% 100% 100% 100%Specific Goal 3 % Complete 100% 100% 100% 100% 100%Specific Goal 4 % CompleteGeneric Goal 3 % Complete 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0%Specific Practices 10 9 9 8 5 7 5 7 13 7 8 5 6 6Generic Practices 12 12 12 12 12 12 12 12 12 12 12 12 12 12
Current Status 92% 100% 100% 100% 100% 100% 100% 100% 93% 92% 25%
CMMI Managed - Level 2
CMMI Defined - Level 3
Copyright 2007 Broadsword Solutions Corporation
Conclusion …• CMMI and Agile are complementary – perceived differences are often in approach, not substance.
• CMMI CW is too much Crosby and not enough Deming and Agile
• You can implement a CMMI-compliant SDP that is Agile and brings you the repeatability and predictability offered by CMMI – The Best of Both!
• There are many alternatives to the CMMI expected practices and example artifacts – think Agility (and help your Lead Appraiser learn)!
Copyright 2007 Broadsword Solutions Corporation
Questions?
Ask about CMMI and Agile on Jeff’s Blog at:
http://asktheCMMIAppraiser.blogspot.com
For this presentation and others email:
www.broadswordsolutions.com
Copyright 2007 Broadsword Solutions Corporation
About Broadsword
Broadsword helps companies build world-class software development organizations with Process Innovation solutions that enable them to compete and win in the global economy.
For more information about Broadsword, or CMMI Appraisals and Training, contact [email protected] or visit www.broadswordsolutions.com