Does CMMI really hurt Agile/Scrum? Pornpat Pimjaroen, DST Worldwide Services Thailand I May 26 th 2015
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Pornpat Pimjaroen Senior Quality Assurance Engineer, DST Worldwide Services (Thailand) Master Degree Project Management from KMUTT 10 years CMMI experience (PPQA,SPI Manager) CPF-IT achieve CMMI level 2, 3 and working team in CMMI level 5 DST Worldwide Services achieve CMMI level 2, 3 Certifications Certified SCRUM Master (CSM)
DST Worldwide Services (Thailand) Limited Head office in USA Over 13,000 associates worldwide 23 yrs in Thailand 600 Associates Application Development & Support End-to-End IT Solutions Business Process Outsourcing DST has a strong focus on people, quality and continuous improvement CMMI V1.3 Maturity Level 2 (2011), Level 3 (2014) ISO27001 (2013)
Why has DST implemented Agile with CMMI? Quality is our 1st priority To increase customer satisfaction To provide a framework for the software development process To provide a framework for continuous improvement
Our challenges? Apply one process for every scrum team Require many documents from agile/scrum activities SPI and associates did not really understand CMMI for Agile Difficult to get buy-in / People s perception of CMMI Measure Scrum team by no. of NC and defect, NOT team performance Just implemented CMMI for Certification PPQA person interrupted Scrum team
Big change to DST Thailand DST India 2011 CMMI L 2 2014 CMMI L3 Single process Organization level BU - A Waterfall BU - B Waterfall BU - C Agile/Scrum BU - D Agile/Scrum Org Training
Process Management by Organization level and BU level Business Unit Organization level
There were only 5 gaps.. PA - Maturity Level 2 Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management PA-ML3 Defined PA-ML2 Managed PA - Maturity Level 3 Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution
Overcome the challenges Applied one process for every scrum team Customized processes for each scrum team, Scrum team is the process owner Required many documents from agile/scrum activities Utilize tools, Less required documents SPI and associates did not really understand CMMI and Agile Difficult to get buy-in/ People perception to CMMI PPQA person interrupted Scrum team Educate purpose and benefits of CMMI and Agile PPQA adjusted audit activities that fit with Scrum sprint Organizational Continuous Improvement is a fundamental DST goal
Thank you ppimjaroen@dstworldwideservices.com +662-685-8400 Face book : DST Worldwide Services (Thailand) Limited