o Daily Standup o The Sprint o Sprint Review o Retrospective o Loose Ends

Transcription

1 Agenda Introduction of presenters and explanation of the exercise Mini-Scrum Exercise - 60 minutes o Product Vision o Release Planning o Backlog Grooming o Sprint Planning I (overview & estimates) o Sprint Planning II (task creation) o Daily Standup o The Sprint o Sprint Review o Retrospective o Loose Ends The artifacts from the activities above will be mapped to the Specific/Generic Practices (SPs, GPs) within each of the CMMI level 2 process areas below: o PMC Project Monitoring & Control o PP Project Planning o CM Configuration Management o REQM Requirements Management o MA Measurement & Analysis o PPQA Process & Product Quality Assurance o GG2 Institutionalize Managed Processes Questions & Answers - 15 minutes Wrap-up 5 minutes

2 Adopting CMMI into Your Scrum Methodology TM 1-KITE-222-AIR TM 1-KITE-222-AIR OPERATOR S AND OBSERVERS CIVILIAN MODEL OK-12A/D KITE W/OPTIONAL TAIL TM 0-KITE-222-AIR HEADQUARTERS DEPARTMENT OF THE AIRY MARCH 2012 KITE SYSTEMS TAKE-OFF FAILURE TRIPPING WHILE RUNNING WATCH YOUR STEP VIOLENT SPINNING MOTION DURING ATTEMPTED FLIGHT 1. CHECK FRAME AND FLYING LINE LOSS 2. OF DOES POWER KITE NEED KITE FALLING A TAIL? 1. CHECK WIND - RUN 2. IS LINE CUT? 3. TREES OR POWER LINES KITE STUCK IN TREE OR IN POWER LINES 1. CLIMB TREE RETRIEVE KITE 2. GET LADDER 3. CUT LINE Susan K. Strain, PMP, CSP, CSM Lee McKinney, MS, CSM Christopher Hudson, PMP, CSM Gary Zeller, CSM

3 What We Are (& Aren t) Doing Here Assumptions: Established Scrum methodology Addressing CMMI Maturity Level 2 There are negative stereotypes for CMMI in the world of Agile Benefits: Additional business opportunities (government contracting & other regulated environments) Improved processes Consistent project management across projects 3

4 Introduction to the Project Scrum Phases, CMMI Process Areas, & Filling In The Map 4

5 Introduction to the Project Overview of Mini-Scrum We have an established Agile environment and we are incorporating CMMI in order to improve the Agile processes, not to define them. We are using CMMI to improve our Scrum processes, not using CMMI to define how Scrum should work. We are trying to improve on how we Scrum based on the CMMI practices. 5

6 Introduction to the Project Ground Rules for Mini-Scrum Exercise Each table will be a Scrum team and you will work together to complete each exercise. We will go through one release with one sprint. All activities and associated discussion will be time-boxed. Please, don t over-analyze the technicalities, this is just an exercise designed to map Scrum artifacts and activities to CMMI Maturity Level 2 process areas and show how they can be beneficial to your Scrum process. At the end of each exercise you will have created artifacts that can be used as evidence for CMMI, which will enhance the Agile Scrum process, as work progresses, you can look back to understand who, when, and why decisions were made, that may impact work going forward. Although Agile values working products over documentation, that does not mean that no documentation is necessary. End

7 Introduction to the Project The Matrix 7

8 Product Vision Purpose Let s build a kite OK 8

9 Product Vision The minimum plan necessary to start a Scrum project consists of a vision and a Product Backlog. The vision describes why the project is being undertaken and what the desired end state is... The Product Backlog defines the functional and nonfunctional requirements that the system should meet to deliver the vision, prioritized and estimated. -- Agile Project Management with Scrum / Ken Schwaber 9

10 Product Vision Scrum Component 0:30 :45 :15 1:00 10

11 Product Vision CMMI Mapping

12 Product Vision evidence Project Management Plan 12

13 Project Kick-Off (Sprint zero) Proposal 13

14 Project Kick-Off Scrum Component 14

15 Project Kick-off Artifacts & CMMI

16 Project Kick-Off (Sprint zero) - evidence 16

17 Release Planning Purpose Procurement Construction Testing Competition Necessary Time Less Optional Optionality More Optional The Product Owner achieves initial and ongoing funding for the project by creating the project s initial overall requirements, return on investment (ROI) objectives, and release plans. -- Agile Project Management with Scrum / Ken Schwaber 17

18 Release Planning Scrum Component Using the user stories you have already created, prioritize them. You may find that you can break some epics down into smaller workable stories. Have at lease the first two releases identified - prioritize your user stories into a release plan. Initial release should have one simple kite flying. E 2:00 1:59 1:58 1:57 1:56 1:55 1:54 1:53 1:52 1:51 1:50 1:49 1:48 1:47 1:46 1:45 1:44 1:43 1:42 1:41 1:40 1:39 1:38 1:37 1:36 1:35 1:34 1:33 1:32 1:31 1:30 1:29 1:28 1:27 1:26 1:25 1:24 1:23 1:22 1:21 1:20 1:19 1:18 1:17 1:16 1:15 1:14 1:13 1:12 1:10 1:09 1:08 1:07 1:06 1:05 1:04 1:03 1:02 1:01 1:00 0:59 0:58 0:57 0:56 0:55 0:54 0:53 0:52 0:51 0:50 0:49 0:48 0:47 0:46 0:45 0:44 0:43 0:42 0:41 0:40 0:39 0:38 0:37 0:36 0:35 0:34 0:33 0:32 0:31 0:30 0:29 0:28 0:27 0:26 0:25 0:24 0:23 0:22 0:21 0:20 0:19 0:18 0:17 0:16 0:15 0:14 0:13 0:12 0:10 0:09 0:08 0:07 0:06 0:05 0:04 0:03 0:02 0:01 1:11 0:11 n d 18

19 Release Planning Artifacts & CMMI

20 Release Planning evidence Configuration Management Plan 20

21 Backlog Grooming - Purpose The list of requirements is called the Product Backlog. The Product Owner is responsible for using the Product Backlog to ensure that the most valuable functionality is produced first and built upon; this is achieved by frequently prioritizing the Product Backlog to queue up the most valuable requirements for the next iteration. -- Agile Project Management with Scrum / Ken Schwaber 21

22 Backlog Grooming Scrum Component Starting with the user stories you created in Release Planning, break the highest priority epics down into workable stories. INVEST Independent Negotiable Valuable Estimable Small Testable Reprioritize based on any new information you may have. Error Progress message Your file is downloading please wait Error!!...END 22

23 Backlog Grooming Artifacts & CMMI

24 Backlog Grooming - evidence 24

25 Sprint Planning I Overview & Estimates The Sprint planning meeting has two parts. The first four hours are spent with the Product Owner presenting the highest priority Product Backlog to the Team. The Team questions him or her about the content, purpose, meaning, and intentions of the Product Backlog. When the Team knows enough, but before the first four hours elapses, the Team selects as much Product Backlog as it believes it can turn into a completed increment of potentially shippable product functionality by the end of the Sprint. The Team commits to the Product Owner that it will do its best. -- Agile Project Management with Scrum / Ken Schwaber 25

26 Sprint Planning I Scrum Component The Product Owner should present the backlog of stories that they want done in this sprint. It should be enough to create a potentially deliverable kite. Team should understand WHAT is required, but not HOW to do it. Team should assign story points to each story. The team should commit to only to the stories that they believe that they can complete in a 3 minute sprint. 26

27 Sprint Planning I Artifacts & CMMI

28 Sprint Planning I evidence 28

29 Sprint Planning II Task Creation During the second four hours of the Sprint planning meeting, the Team plans out the Sprint. Because the Team is responsible for managing its own work, it needs a tentative plan to start the Sprint. The tasks that compose this plan are placed in a Sprint Backlog; the tasks in the Sprint Backlog emerge as the Sprint evolves. At the start of the second four-hour period of the Sprint planning meeting, the Sprint has started -- Agile Project Management with Scrum / Ken Schwaber 29

30 Sprint Planning II Scrum Component The Product Owner leaves. Team should figure out HOW to do it. Team 10 should write tasks for each story, 2 on sticky notes. Don t forget testing tasks. 0 A arrange your stories on the table in a taskboard. 9 Identify columns for, In Progress 3 and Done. The scribe should take minutes

31 Sprint Planning II Artifacts & CMMI

32 Sprint Planning II evidence 32

33 Daily Standup Purpose Every day, the team gets together for a 15-minute meeting called a Daily Scrum. At the Daily Scrum, each Team member answers three questions: What have you done on this project since the last Daily Scrum meeting? What do you plan on doing on this project between now and the next Daily Scrum meeting? What impediments stand in the way of you meeting your commitments to this Sprint and this project? The purpose of the meeting is to synchronize the work of all Team members daily and to schedule any meetings that the Team needs to forward its progress. -- Agile Project Management with Scrum / Ken Schwaber 33

34 Daily Standup Scrum Component What did you do yesterday? What are you working on today? Do you have any impediments? Flag stories with impediments, to identify possible risks. Is there a small task that is taking much longer than estimated Have requirements changed due to something discovered during the sprint? 34

35 Daily Standup Artifacts & CMMI

36 Daily Standup evidence 36

37 The Sprint Purpose The purpose of the sprint to create a potentially deliverable product. -- Agile Project Management with Scrum / Ken Schwaber 37

38 The Sprint Scrum Component :45 :30 You will find all of the items needed to build the kite in the envelope on your table. You have 3 minutes to build and test your kite. Move tasks through, In Process to Done. The scrum master should track the burndown. 2:00 2:45 1:30 2:15 2:30 1:00 :15 1:15 1:45 38

39 The Sprint Artifacts & CMMI

40 The Sprint evidence 40

41 Sprint Review Purpose User Stories Completed Burndown Incomplete User Stories User Stories Not Started Impediments/Support Required/Risks No wind. At the end of the Sprint, a Sprint review meeting is held. This is a four-hour, time-boxed meeting at which the Team presents what was developed during the Sprint to the Product Owner and any other stakeholders who want to attend. This informal meeting at which the functionality is presented is intended to bring people together and help them collaboratively determined what the Team should do next. -- Agile Project Management with Scrum / Ken Schwaber 41

42 Sprint Review Scrum Component The team should demonstrate the work done to the Product Owner. Product Owner should provide feedback to team. Product Owner should be asked if they accept each user story The scribe should take minutes of the meeting and document Product Owner acceptance or rejection of each user story, feedback, risks, and impediments. 2:00 1:59 1:58 1:57 1:56 1:55 1:54 1:53 1:52 1:51 1:50 1:49 1:48 1:47 1:46 1:45 1:44 1:43 1:42 1:41 1:40 1:39 1:38 1:37 1:36 1:35 1:34 1:33 1:32 1:31 1:30 1:29 1:28 1:27 1:26 1:25 1:24 1:23 1:22 1:21 1:20 1:19 1:18 1:17 1:16 1:15 1:14 1:13 1:12 1:10 1:09 1:08 1:07 1:06 1:05 1:04 1:03 1:02 1:01 1:00 0:59 0:58 0:57 0:56 0:55 0:54 0:53 0:52 0:51 0:50 0:49 0:48 0:47 0:46 0:45 0:44 0:43 0:42 0:41 0:40 0:39 0:38 0:37 0:36 0:35 0:34 0:33 0:32 0:31 0:30 0:29 0:28 0:27 0:26 0:25 0:24 0:23 0:22 0:21 0:20 0:19 0:18 0:17 0:16 0:15 0:14 0:13 0:12 0:10 0:09 0:08 0:07 0:06 0:05 0:04 0:03 0:02 0:01 1:11 0:11 End 42

43 Sprint Review Artifacts & CMMI

44 Sprint Review evidence 44

45 Sprint Retrospective - Purpose What did we do well? What could we do better? After the Sprint review and prior to the next Sprint planning meeting, the ScrumMaster holds a Sprint retrospective meeting with the Team. At this three-hour, time-boxed meeting, the ScrumMaster encourages the Team to revise, within the Scrum process framework and practices, its development process to make it more effective and enjoyable for the next Sprint. Together, the Sprint planning meeting, the Daily Scrum, the Sprint review, and the Sprint retrospective constitute the empirical inspection and adaptation practices of Scrum. -- Agile Project Management with Scrum / Ken Schwaber 45

46 Sprint Retrospective Scrum Component The scribe should take minutes of the meeting. END 2:00 1:30 1:00 46

47 Sprint Retrospective Artifacts & CMMI

48 Sprint Retrospective evidence 48

49 Tie-up Loose Ends - Purpose Plan for Data Management Plan for Needed Knowledge and Skills Identify Configuration Items Establish a configuration Management System Establish Records Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Objectively Evaluate Adherence Review Status with Higher Level Management 49

50 Tie-up Loose Ends Artifacts & CMMI

51 Tie-up Loose Ends evidence Configuration Management Plan 51

52 Review A relevant process improvement model The majority of Scrum activities are relevant to the intent of CMMI ML 2 practices Many one-to-many relationships Scrum practitioners already produce much of what ML 2 expects; the capture is the primary gap Is Scrum more effective than CMMI practices in some way? The two are not mutually exclusive Complimentary approaches for answering the same question Consistent Agile project execution and organizational maturity go hand-in-hand The competitive perspective is rooted in personnel Our road to ML 2 included establishment of some ML 3 assets Geocent has organizational templates in place for PMP and CMP development Geocent has organizational policy and plan in place for cross-project PPQA Can you adopt CMMI using Scrum? CMMI should be adopted incrementally; a natural application of Scrum Build a backlog (start with benchmarking existing processes, etc) Plan releases to be process improvement milestones A dedicated process group is ideal for the Scrum team Geocent used a waterfall approach, given limited availability of process personnel 52

53 Questions & Answers Are there any questions? 53

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