1 Transdyne Corporation CMMI Implementations in Small & Medium Organizations Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects Dana Roberson Quality Software Engineer NNSA Service Center And Dr. Mary Anne Herndon Transdyne Corporation SM CMM, CMMI, SCAMPI, SCAMPI Lead Assessor, SCAMPI Lead Appraiser, and SEI are service marks of Carnegie Mellon University. CMM and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
2 Agenda: Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects Risks in Highly Adaptive Projects Typical Management Scenarios Agile CMMI Agile Software Development Methodology Steps for Implementing CMMI-DEV Practices in Agile Projects Strategy Map for Using Agile Practices Today Benefits Lessons Learned 2
3 Agile Methodology for Risk Management Transdyne Corporation CMMI Implementations in Small & Medium Organizations Dynamic Requirements Aggressive Schedule Limited Resources Using the Agile Methodology to Manage Risks of Highly Adaptive Projects Dynamic Requirements Aggressive Schedule Limited Resources Impact of customer co-location on requirements management & tasking Immediate effect of changing customer priorities & direction Typical work performed on a fixed LOE or time & material basis 3
4 Risks In Technology & Support Projects The requirements are ALWAYS changing. Time and schedules are ALWAYS aggressive. Resources will ALWAYS be tight. To mitigate these risks you need processes that address these risks to allow rapid adaptation.
5 Scenario for Risk Management Practices in Small Businesses Transdyne Corporation CMMI Implementations in Small & Medium Organizations Small businesses often function in focused markets as: Suppliers of specialized on-site technical services, key personnel, applications or products Domain specialists Staff augmentation These focused markets may not provide needed revenue or market share growth to readily prosper in today s economy. Costs of improving project and risk management practices are considered key investments in these vulnerable cash flow environments. Both near and long term cash flow analysis typically includes factors such as: Customer base stability & revenue cycles Projected revenue growth Costs of acquiring appropriate resources to improve management practices, such as training, process engineers and collaborative software and hardware. 5
6 Scenario for Implementing Risk Management Practices in Small Businesses (continued) Transdyne Corporation CMMI Implementations in Small & Medium Organizations $$$ Understanding and improving project management and risk management practices is a key factor in revenue growth. Planning improvements typically includes assessment of critical factors such as: Required resources (available staff, feasible schedule, platforms, facilities, collaborative tools) Past performance data (costs, schedules, lessons learned) Training in the domain and software development method (Agile) Risk identification and impact assessment Risk mitigation A practical knowledge base useful for improving management practices can be provided by process models, such as CMMI and ISO Obtaining CMMI benchmarks and ISO 9000 certifications are often stepping stones to expand government and commercial customers. Selecting and implementing any process and life cycle models is both costly and can be risky as there are no guarantees of success on-site with the customer. 6
7 Scenario for Implementing Risk Management in Small Medium Businesses (continued) Transdyne Corporation CMMI Implementations in Small & Medium Organizations Planning a process improvement strategy typically includes identifying problematic projects with typical issues such as: Limited resources and ambitious schedules Lack of experience and staff training Excessive staff turnover rate Stability of current customer base Projection of market growth Over commitment of key staff Inaccurate planning data for costs and schedule Implementing a process improvement strategy, small businesses should customize a path of small, adjustable steps. An example of a path of small steps is a hybrid approach of improving project and risk management practices in CMMI-DEV first. The next step is a selection of a life cycle model that is suitable for the work requirements, location and level of customer participation.
8 Building Bridges Using CMMI-DEV and Agile to Manage Risk Continuous Improvement Measurement & Analysis CMMI-DEV Resource Management Process Approach Customer Focused CMMI Is Designed to Be Tailored to Your Business Environment. Fully align process improvement with your business goals Look at what you are actually doing, If a good fit document and follow Leverage off existing activities e.g. Agile Promote maximum flexibility and efficiency in your process improvement approach Emphasize measurement and analysis Agile life cycle model 8
9 Key Process Improvement Factors & Sources of Risks All KEY process improvement factors introduce sources of risks to developers! Resources Training Business Case Contract Type Communication Life Cycle Models Project Planning Domain Experience Processes Choosing an incompatible life cycle development model impacts all other key process improvement factors.
10 Sources of Risks in Life Cycle Models spiral waterfall Waterfall cycle times impact of changing requirements direct end user involvement Spiral cycle times impact of changing requirements direct end user involvement Agile inadequate training customer awareness management advocacy 10
11 Practice Implementation Across Small Organizations Process Engineer Organization CMMI Process Management CMMI Engineering Framework of the CMMI-DEV model provides: 1. Increases in implementation efficiency due to redundancy in model functions, such as Project Management & Support Process Areas and generic practices. 2. Minimal opportunities for conflicts with customer, staff and resources with adequate model understanding CMMI Support CMMI Project Management 11 11
12 Steps for Implementing Risk Management with CMMI-DEV & Agile Understand the Risks Key growth Investments: Process & Agile training Collaborative H/W & S/W Process engineer support Lessons Learned What did we do well? Where were we lucky? What do we need to improve? Cost Schedule Technical Impact Metrics Status risks market area revenue/profit projected growth Identify risks: project specific technical impacts mitigation plans customer involvement High Medium Low Risk Template Develop Agile project plan Evaluate mitigation plans Evaluate business opportunity Risk of winning Contract type New customer Technical complexity Staff 12
13 Strategy Map for Implementing Risk Management Using Agile and CMMI-DEV Aggressive schedule Risk management tools Dynamic requirements Scrums Burn Down (MS Excel) Limited resources White Boards Peer Reviews Impromptu & Team Programming Agile Method Engineering Techniques CMMI-DEV Engineering Management Support Quality Assurance Configuration Management Measurement Structured Decisions 13 13
14 Risk Reduction Solution - Process Improvement Risk reduction is NOT fighting fires or just in time solutions. Reduce variation. Recognize and document best practices. It is simply a way of looking at how we can do our work better. A series of actions taken to identify, analyze and improve existing processes. These actions often follow a specific methodology or strategy to create successful results. Remove activities that have no value to the organization. Improve customer satisfaction. Process improvement is important as it has often been said that process accounts for 80% of all problems while people account for the remaining 20%. Provide lessons learned. Encourage staff members to contribute!
15 What are Best Practices and Benefits? Best practices are effective, high-leverage technical and management PROCESSES that have been implemented and proven on successful projects. Examples of Best Practices Proven Models i.e. CMMI-DEV, ISO 9001 Project Planning Measurement and Control Peer Reviews Risk Management Quality Assurance Status Reporting Benefits Risks are reduced & mitigated Repeatability is achieved Clarity and understanding are increased Common terminologies and consistent styles are developed and followed Configuration Management Agile Software Development
16 Typical Roadblocks and Hurdles to Process Improvement Resistance to Change Lack of Commitment and Resources We tried process improvement before, and it didn t buy us anything. CMMI /TQM/Agile/Lean Six Sigma/ and best practices are just another fad. Who s paying for it? If it isn t paid for, we re not doing it. I m retiring/transferring from this job soon, I don t have to get involved. Developers don t have the time because there is so much rework.
17 AGILE Software Development Methodology Activities are known as 'timeboxes. Each iteration passes through a full software development cycle, including: planning, requirements analysis, design, unit tests, Quality Assurance testing, coding until the unit tests pass and a working product is finally demonstrated to stakeholders. Documentation is no different than software design and coding for assuring repeatability and re-generation. Strong team discipline is required to code for agility. At the end of each iteration, stakeholders re-evaluate project priorities with a view to optimizing their return on investment. Agile emphasizes face to face communication with all stakeholders!
18 Agile Navigating Class IV Rapids (AKA Risk Reduction) CMMI-DEV CMMI-DEV provides process discipline Scrum enhances adaptability and commitment Agile Quality Product Agile means being able to quickly change direction Agile development methods minimize risk by developing software in multiple 'iterations' of short time frames Each iteration passes through a full software development cycle In our Agile projects, SCRUM Boards, Burndown charts and other project and working artifacts were defined and identified as CMMI artifacts. Face to face communication & EA reviews ensure peer review. At the end of each iteration, stakeholders reevaluate project priorities and risks.
19 Agilizing CMMI SCRUM and CMMI Incorporating CMMI Processes Tailoring processes to incorporate Agile iterations Mapping CMMI SPs to Agile iterations and artifacts Monitoring and controlling projects requirements and changes testing defects Using Agile at our shop Software Tools Visual Source Safe Configuration Management Source Control Visual Studio Development Environment SQL Management Studio Development environment Enterprise Architect Requirements management Requirements traceability Axosoft OnTime Defect Management Agile & CMMI-DEV Processes (Process Asset Library) Defined processes Scrums Scrum Boards Sprints Burn Down (MS Excel) White Boards Peer Reviews Team programming Performance metrics
20 Where to Start? Look at what you have in place What are you doing well - right now Establish your SEPG Tailor the CMMI process descriptions to map to current processes By-in by Software Engineering and Management PAL Develop processes for things you are not doing now Discuss with Software Engineering Team Train the Team! Follow up on how processes are being implemented and Modify if necessary to get a best fit!
21 Process Asset Library Processes and Standards
22 Process Descriptions Based on how We Do Business
23 Process Area Description Standards Developed by TWG within the SEPG available to all developers on SharePoint Site Work Environment Standards Web Design and Usability Guidelines Coding Standards
24 Development Initial Planning Cycle Project Backlog EA Management Tracked in EA through testing Process Descriptions Diagrams
25 Development Initial Planning Cycle Project Backlog EA Management Tracked in EA through testing Process Descriptions Mapping
26 Agile Focus on Quality Built-In Agile Resources to Develop Quality Products Sprint Plan Testing is built into each sprint Sprint Planning Requirements Available resources Development & QA Scrum Assign tasks to resources Reassign based on burndown Defect Workflow Maintenance resources QA assignment
27 class Scrum Process - Logical View Sprint Planning/Scrum Scrum Lifecycle (Iterative) Product Backlog Dependent On Sprint Planning Dependent On Sprint Planning/Plan Determine sprint timeline Determine available resources risks Scrum What done What Planned Obstacles - Risks Daily Scrum Meeting Updates Sprint Backlog Who, what, how Requirements Coding Testing Baselines Documentation Updates Scrum Board Dependent On Deliverable Demonstration to stake holders/ccb Deployment to User Acceptance Testing
28 Sprint Planning Sprint Planning/Plan Determine sprint timeline Determine available resources - Who, what how Requirements Coding Testing Baselines Documentation Deliverable Demonstration to stake holders/ccb Deployment to User Acceptance Testing
29 Design Process Project Plan Overall Design Sprint Planning Daily Scrum Developer review (Peer)
30 Gathering, Reviewing and Testing the Requirements Enterprise Architect Requirements Definition (Enterprise Architect) Requirements Review (EA export to web interface) Peer Review Developer review CCB review Requirements tied to activities and tests for traceability
31 Gathering and Managing Requirements - BA & QA
32 Requirements Management and Tracking SE and Customer
33 Coding/Unit Testing & Documentation Development Development of Functional unit on DEV environment Get latest of all code, unit test Check in Code to Visual Source Safe At prescribed interval, build full project, deploy to internal testing environment Automated Baseline Capture developed by team Well commented code Document changes to other developers code Context sensitive help in development environment and customer environment Notes and resolutions in Axosoft OnTime
34 Developer Interaction with QA reduces Risk Testing is built into the development cycle Early and frequent delivery ensures adequate time for feedback and reduces risk Agile benefits the IT department assisting in quicker better quality and reduced work Stressing repeatable processes for project management Internal Testing (DEV/QA) Developer notifies QA of functionality ready for testing Defect found by QA entered into Axosoft Ontime Developer fixes defect rebuilds- workflow in Ontime Ready for testing on TEST Defect Fixed or Failed Retest User Acceptance Testing (STAGE) Production (PROD)
35 Show screen from Axosoft
36 Acceptance Testing and Traceability
37 Monitoring and Controlling by Establishing Measurement Objectives MAP The NNSA SC ITD Apps Team maintains the Measurement and Analysis Plan (MAP). MAP defines the process performance measurement foundation established by applying the Goal Question Metrics (GQM) to the Applications Mission Statement The Apps Team leverages higher maturity level process performance management tools to: Build process performance databases using statistical process control (SPC). Track variance analyses (control charts with standard deviations) Analyze defects, accuracy of resource estimation, development and maintenance productivity and customer satisfaction
38 Measurement Objectives Low-cost of high-quality software applications and services, delivered rapidly, which supports high levels of customer satisfaction. (Mission Statement)
39 Monitoring and Controlling via Sprint Burndown Charts
40 Tracking Progress Across Sprints
41 Maintaining QA Assessments
42 Tracking Quality Corrective Actions
43 Lessons Learned in Managing Risks Using CMMI-DEV and Agile Transdyne Corporation CMMI Implementations in Small & Medium Organizations Management of complexity requires process discipline WHILE Management of change requires rapid adaptability. CMMI provides process discipline. SCRUM (Agile) enhances adaptability and commitment. 43
44 Lessons Learned in Managing Risks Using CMMI-DEV and Agile Transdyne Corporation CMMI Implementations in Small & Medium Organizations Understand that all process improvement opportunities, as with all investments, have costs and risks. Introducing Agile, as with any new technology, needs the advocacy of all project stakeholders. Participation of key staff members in planning practice implementation is needed to understand the continuity and costs and identify the key risks, such as customer culture. The CMMI Risk Management Process Area practices are easily tailored and implemented via a suitable template for Agile based projects. The Agile method emphasizes on-going requirements & design verification, daily SCRUMS with customer participation and team espirit de corp. The Agile emphasis on these activities provides engineering practices that reduce risks in software engineering tasks. 44
45 Remember CMMI-DEV is a process model, NOT a process description. CMMI-DEV only defines WHAT to do, not HOW to do it. Plan the process implementation so that you are taking advantage of the CMMI-DEV practices AND Use the Agile Methodology for rapid turn around for low cost quality product.
46 The End Transdyne Corporation CMMI Implementations in Small & Medium Organizations You have just seen key benefits of using CMMI-DEV and Agile to reduce risks in software engineering from the 30,000 feet level. Questions or Comments? 46
47 Examples of Mapped CMMI Specific Practices to Agile Life Cycle Steps
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