Agile Organizations. of CMMI v1.2 for Supercharging. Jeff Dalton, President. Broadsword, an SEI Partner SCAMPI Lead Appraiser CMMI Instructor

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1 of CMMI v1.2 for Supercharging Agile Organizations Copyright 2008 Broadsword Solutions Corporation Jeff Dalton, President Broadsword, an SEI Partner SCAMPI Lead Appraiser CMMI Instructor CMMI and SCAMPI are registered trademarks of Carnegie Mellon University Copyright 2008 Broadsword Solutions Corporation

2 If I told you that you could... Predict the outcome of projects so often that you re perceived as the wisest, most experienced practitioner in your company... Is that something that would interest you?

3 If I told you that you could... Eliminate enough busy-work so we could all work just 40 hours per week (and go home early on Friday)... Is that something that would interest you?

4 If I told you that you could... Avoid the stupid bugs before they happen (and stop looking like an idiot)... Is that something that would interest you?

5 If I told you that you could... Avoid having the same meeting over and over again, revisiting the same decisions, (and having your head explode)... Is that something that would interest you?

6 If I told you that you could... If you could have all this and more while remaining Agile (and not be burdened by useless process overhead)... Is that something that would interest you?

7 Welcome to AgileCMMI For the latest version of this presentation please

8 Got Agile CMMI Questions? Visit Jeff s Agile CMMI Blog at:

9 secret #1 The equation for success = Reference Model Evaluation Method Executable Process + + Guidelines for scoping process improvement A suite of tests to validate and verify progress An empowering philosophy and toolkit for action and success

10 CMMI Nice picture, but misses the point Focus on process improvement Process measured and controlled Process characterized for the organization and is proactive Process characterized for projects and is often reactive Process unpredictable, poorly controlled and reactive Performed Managed Defined Optimizing Quantitatively Managed

11 Process Improvement can produce measured, proven success Performance Category Median Improvement Cost 34% Schedule 50% Productivity 61% Quality 48% Customer Satisfaction 14% Return on Investment 4:1

12 Are methodologies important? Agile Methods, examples: XP (1999) Scrum (2001) Crystal (2001) FDD (2001) House Blends of Agile methodologies Information Engineering (1991), Traditional approach SDLC Drivers, Constraints: Deregulation initiatives Corporate mergers Process / Customer Mandates Waterfall methodology

13 What components do you need? All need representation, not all need to be complex Essences & Core Principles Training Materials Roles & Responsibilities Engineering Process Glossary of Terms Standards & Guidelines Process Flows (Swimlanes) Communication Materials Templates & Examples Standard Work Instructions Process Definitions

14 Development/Life-Cycles : Conventional Wisdom Guiding Inputs Organizational Process Measurement & Analysis Process & Product Quality Assurance Outputs Approved Business Case/SOW Mainline Application Solution Approved Funding Approved Appropriations (Tracking) Project Planning Requirements Development Technical Solution Validation Verification Prioritized Documentation Process Improvements Assigned PM Project Monitoring & Control Risk Management Configuration Management Requirements Management Business Value Supporting

15 Engineering is not the same as Academia In theory, there is no difference between theory & practice, but in practice, there is. ~Yogi Berra

16 Encapsulated Process Objects : OOD Approach Projects run as-is and new EPO s are implemented as they become valuable Organizational Process Measurement & Analysis Process & Product Quality Assurance object object object Project Monitoring Project & Monitoring Control Project & Monitoring Control & Control Risk Management Configuration Management Configuration Management Configuration Management Requirements Management Requirements Management Requirements Management Encapsulated Process Objects is a registered trademark for Broadsword Solutions Corporation

17 Encapsulated Process Objects : Validation p_class: Feature Validation Criteria for selection Description (swim-meet) Use Policy Procedures Who leads it? Training Versioning Whose affected How is it working? Is one being used What are the results? I n s t a n t i a t e Use Cases or Simulations or Prototypes

18 How is each EPO performing? Baseline of Feature Defect Saves Use Cases or Simulations or Prototypes

19 Organizational: Encapsulated Process Objects tm 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 Engineering Process Group (xepg) The xepg is the OWNER of standard processes PERSISTANT CONTAINER hosting multiple, permanent sub-processes working groups Process Management OPD, OPF Project Management PM, PMC Configuration Management CM Process Test Team (SCAMPI) Metrics MA Requirements RM, RD, Traceability The SIGS inherit methods & attributes from xepg and contains a PROCESS LEADER and the VOICE of the COMMUNITY

20 One-Dimensional (1D) Deployment Process implementation fails because it is NOT scaleable Helpful Processes Internal Re-engineering team or Consulting Firm Ivory Tower IT & Engineering

21 Three Dimensional (3D) Deployment The US Military s doctrine for waging and winning battles is effective because it is scaleable. Logistics Artillery Infantry

22 3D Process Deployment Special Interest Group (SIG) PROCESS DESIGN COMMUNICATIONS TRAINING Iteration 1 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 Iteration 2 Clear statement of mission Communication of goals: Output Deliverables Business Results Communicate progress Organizational Notice of Decision (NOD) Personalized communication Distribution of metrics Iteration 3 Develop training plans Develop standard training materials: Slides Templates Job-Aids Hand-outs Metrics to measure success Conduct Training Document and track training participation

23 Process/Product Release Approach Our Engineering Process is an Agile methodology for delivering and supporting systems based business solutions It is a Process It is a Product used by all IT & Engineering professionals involved in the delivery and support of software applications; the process provides the tools and clarity we need to do our jobs consisting of a suite of work products including process flows, process descriptions, templates, standards and guidelines, which are delivered and maintained by a project team

24 So what? Is it useful? Process Performance How are we doing? SIGs Systems Engineering Process Group (SEPG) Process Deployment Index Are we successful at designing, building, deploying, and maintaining the Process? Projects Projects Process Owners Practice Areas Process Results Index Do the results from each Process Area show improved project performance? Project & Process Audit SDP Process Audit Process Owners Project Leaders Process Compliance Index Is our process appropriate, are we complying with it, and are we continuously improving it?

25 Just enough, not too much Scope = Cost Agile methods are well suited to control process scope Effort & Cost JENTM sm = courage to stop Benefit

26 Agile Process Deployment 5% Redirect 90 Day Release Cycle Iteration 1 Iteration 2 Iteration 3 Iteration 4 Spike Verify Lock Educate & Communicate INPUTS: INPUTS: INPUTS: INPUTS: xepg CMMI Interpretation Templates for Process Creation Project Monitoring Aids SIG Training Process Area (PA) Training OUTPUTS: Swim lanes Process description Policies Metrics Tailoring guidelines CRs to other SIGs OUTPUTS: Defects Change Requests Refectoring Reqsts OUTPUTS: Process revisions Artifacts Pilots Defect Fixes OUTPUTS: Training Materials RELEASE 4 weeks 2 weeks 4 weeks 2 weeks

27 Agile Process Deployment in 3 Releases R1 R2 R Q2 Q3 Q4 Q1 Q2 Q3 Q4 Launch SIGs: Process Management Configuration Management Process Quality Metrics & Measurement Requirements Supplier Management SCAMPI Class C Train & mentor teams SCAMPI Class B SCAMPI Class A CELEBRATE!

28 Example: CMMI Alignment, Q1 200 Software Developers 22 Project Managers 18 Business Analysis IT Organization

29 Example: CMMI Alignment, Q4

30 secret #2 CMMI and Agile can coexist in an organization harmoniously

31 Agile & CMMI; Diametrically Opposed? AGILE Iterative Incremental Action based Team agreements Rapid change Scope shrinks to meet deadlines Document-lite Assume a low level of constant re-work Trust Pre-ceptions CMMI 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

32 A Few Myths About Agile & CMMI AGILE No documentation is required -- Pass 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 CMMI We can only do CMMI if we focus on developing documents, and reports, and if 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

33 The Agile Manifesto* we know it well 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 & Interactions OVER Processes & Tools Working Software OVER Comprehensive Documentation Customer Collaboration Responding to Change OVER OVER Contract Negotiation Following a Plan * Manifesto for Agile Development copyright 2001 Ron Jeffries, Jeff Sutherland, Ken Schwaber, Alistair Cockburn, and others

34 The Agile Process Manifesto We are discovering new and better ways of developing processes through iteration and the teaching others. Through this work we have come to observe that: Innovation Useful Processes Collaboration Flexibility & Agility Outweighs Outweigh Outweighs Outweigh Process Mandates Certifications & Audits Coercion & Punishment Ridged Compliance Manifesto for Agile Development copyright 2001 Ron Jeffries, Jeff Sutherland, and others

35 CMMI & Agile; Friends or Foes? People that advocate Agile tend to disdain structure so, it follows that most advocates of Agile focus on iterations and failing fast People who support CMMI tend to want to avoid chaos and risk so, it follows that most advocates of CMMI focus on planning We don t have to choose!

36 Paradigm Shifts The average CMMI Level 3 SCAMPI Appraisal examines over 400 document types and over 1000 artifacts We 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 Databases/Tools Code Comments White-board Cameras/ Printouts Videos Scanned Drawings, Napkins

37 For Instance... In an Agile environment, some core behaviors can become Alternative Practices for CMMI Code Reviews can be evidenced right in the code and test libraries (Peer Programming) Configuration Planning can be consolidated with Tailoring Guidelines, Configuration Audit Checklists, and Sizing & Estimating (Project Planning, Configuration Mgmt, IPM all at once!) Iteration & Release frequency eliminates the need for frequent Plan Review & Process Quality audits Agile methods themselves can serve as policies around planning, estimating, budgeting, and staffing--eliminating the need for separate evidence Iterations (or sprints ) & Releases themselves replace the need for frequent monitoring

38 Ex: Reducing Artifacts by ~ 75% Perceived for CMMI* Possible Substitute Meeting Minutes Notice of Decision Stakeholder Involvement Report Meeting Log Status Reports Stakeholder Communications Change Request Log Change Request Approval Form Detailed Requirement Specification Requirements Log Bi-directional Traceability Matrix COCOMO, SLOC, Top Down, Function Points Planning Poker, Ideal Days, Feature Value * Notice perceived. Nothing in the model requires this.

39 secret #3 What really goes on in a SCAMPI Appraisal is just a user acceptance test

40 What is a SCAMPI? A formal test plan Standard Appraisal Requirements CMMI Appraisal Method for Appraisal Team Actual Practice Findings, Recommendations Process Organizational Process Suite Improvement Organization/Projects

41 Staged Representation Modules to test Level Focus Process Area 5 Optimizing Continuous Process Improvement Organizational Innovation & Deployment Quality Casual Analysis & Resolution Productivity 4 Quantitatively Managed Quantitative Management Organizational Process Performance Quantitative Project Management 3 Defined Process Standardization Requirements Development Technical Solutions Product Integration Verification Validation Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Integrated Project Management + IPPD Risk Management Decision Analysis & Resolution 2 Managed Basic Project Management Requirements Management Project Planning Project Monitoring & Control Supplier Agreement Management Measurement & Analysis Process & Product Quality Assurance Configuration Management 1 Initial

42 SCAMPI Classes levels of testing Characteristics Class A Class B Class C Amount of objective evidence gathered (relative) High Medium Low Ratings generated Yes No No Resource needs (relative) Team size (relative) High Medium Low Large Medium Small Appraisal Team Leader Requirements Lead Appraiser Lead Appraiser (or other trained and experienced) Person trained and experienced

43 The code we are testing is the process PP SP1.1-1: (test case ID) Indirect artifacts: Call-phone photo of white board Direct artifacts: Release Plan Feature back-log Establish a top-level work breakdown structure (WBS) to estimate the scope of the project. Affirmations: I built a story board for all of the features

44 Characterizing Test results Implementation Characterization Description Direct artifacts present and appropriate Fully Implemented (FI) Supported by indirect artifact and/or affirmation No weaknesses noted Direct artifacts present and appropriate Largely Implemented (LI) Supported by indirect artifact and/or affirmation One or more weaknesses noted Direct artifacts absent or judged inadequate Partially Implemented (PI) Artifacts or affirmations indicate some aspects of the practice are implemented One or more weaknesses noted Not Implemented (NI) Any situation not covered by above

45 CMMI Level 3 bug report The real test for sustainable process improvement is rating consistency

46 A Quick Review secret #1 The equation for success= Reference Model CMMI Evaluation Method + + SCAMPI Executable Process Agile CMMI secret #2 CMMI and Agile can coexist in an organization harmoniously secret #3 What really goes on inside a SCAMPI Appraisal is a user acceptance test

47 If you only remember one slide CMMI and Agile are complementary perceived differences are often in approach, NOT substance. Agile CMMI Lazy Heavy You can implement a CMMI compliant engineering process that is Agile and brings you the repeatability and predictability offered by CMMI... however, it requires discipline. There are many alternatives to the expected practices and example artifacts found in CMMI--think Agility (and help your Lead Appraiser learn)!