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VALOIR 2011 1° Workshop on Managing the Client Value
Creation Process in Agile Projects Torre Canne (BA) – Italy, June 20 2011
Luigi BuglioneBuglione, Ph.D.Process Improvement & Measurement Specialist
Industry Business UnitEngineering.IT
An Agile Application Light Maturity Models (LMM)
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Engineering At a glance
ERP ECMIT Security
Plant ManagementSystem
Broadband & MediaManaged Operations
System Int. & System Int. & ConsultancyConsultancy
OutsourcingOutsourcing
SoftwareSoftware
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2020
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2020
5454
2727
1919
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FinanceFinance IndustryIndustry TELCOTELCO UtilitiesUtilities
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ResearchResearch and and DevelopmentDevelopment
3535
1919
4646
PA & HCPA & HC
_ The first Italian ICT player
_ more than 730 M/€ revenues_ 1000 clients_ 6,300 IT specialists
www.eng.it
3 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM & Agile Goals of the presentation
G1. Introduce the ‘maturity’ issue in Agile context, observing its own maturity level against other ‘domains’ G2. Analyze the current AMMs structures and content G3. Propose a ‘Light Maturity Model’ (LMM) architecture and rationale for applying it G4. Show some possible applications in an Agile context
4 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM & Agile Agenda
• Introduction– A bit of humour…– Some initial questions
• Related Works– Agile Maturity Models (AMM): some experiences
• Light Maturity Models (LMMLMM)– Requirements & Constraints (RC)– Attention Points
• LMMs for Agile– Main drivers for ‘old’ AMM– Build your own AMM
• Conclusions & Next Steps• Q & A
5 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Introduction A bit of humour…
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6 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Introduction Some initial questions...
Since Agile born to focus more on the software primary processes, how to catch an agile maturity?
How to convince a SME/VSE to adopt a whatever AMM instead of continuing only with ISO audits?
Could the same practices be scaled to a large organization?
What is a proper ‘Agile Maturity Model’?
7 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM & Agile Agenda
• Introduction– A bit of humour…– Some initial questions
• Related Works– Agile Maturity Models (AMM): some experiences
• Light Maturity Models (LMMLMM)– Requirements & Constraints (RC)– Attention Points
• LMMs for Agile– Main drivers for ‘old’ AMM– Build your own AMMConclusions & Next Steps
• Q & A
8 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Related Works Agile Maturity Models (AMMAMM)
ModelModel YearYear MLML Entity of InterestEntity of Interest Repr.Repr. Level of Level of DepthDepth
Agile Maturity Model (AMM) [9]
2003 5 (0-4) Org./Project Staged Low
Agile Maturity Model [36] 2006 7 (-1/5) Org./Project (5 dimensions)
Staged Low
Agile Maturity Model [24] 2008 7 Project (9 dimensions) Staged Medium
Agile Maturity Model [37] 2008 6 (-1/3+) Org./Project (10 dimensions)
Staged Low
Agile Scaling Model (ASM) [5][6] (initially aka as APMM - Agile Process MM)
2009 3 Org./Project (8 scaling factors)
Staged Medium
Agile Maturity Model (AMM) [7]
2010 5 (1-5) Org./Project Staged Low
Different # of MLs All Staged
No High Depth
9 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Related Works Agile Maturity Models (AMMAMM)
10 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Related Works Agile & CMMI
11 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM & Agile Agenda
• Introduction– A bit of humour…– Some initial questions
• Related Works– Agile Maturity Models (AMM): some experiences
• Light Maturity Models (LMMLMM)– Requirements & Constraints (RC)– Attention Points
• LMMs for Agile– Main drivers for ‘old’ AMM– Build your own AMM
• Conclusions & Next Steps• Q & A
12 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Light Maturity Models Requirements & Constraints (RC)
• Q1: How could we achieve better business results adopting agile methods and techniques and measure their level of adoption?• Q2: Which could be an evolutionary path for a continual (agile) process improvement initiative?
• RC1: Appraisal(s) needed but should be cheap, quick and sufficiently detailed for writing effective improvement plans• RC2: Appraisal method(s) should be simply to be understood and produce short reports for management, showing in 1 slide what is going on and where to intervene for improving results • RC3: A clear definition of most relevant drivers for improvement should be done and shared across the organization/team • RC4: A series of ‘best practices’ for each of the selected drivers must be chosen as basis for describing the ‘roadmap’ to be followed
13 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Light Maturity Models RC1-2: Process Appraisal – – “MM style”
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14 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Light Maturity Models RC1-3-4: Process Appraisal – – Light Maturity Models (LMMLMM)
• SourceSource: ISO/IEC 9004:2009, App.A
15 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Light Maturity Models Attention Points
• A1: Define the drivers (dimensions/scaling factors) in a clear, non-ambiguous and measurable way
V&V that definitions for drivers are commonly accepted and shared Apply GQM-like approach for deriving measures from informative goals
EMEM33 (Energy Management Maturity Model) was a first adoption of such LMM concept
• A2: Link the drivers to 1+ preferred PRM practices In ISO models, drivers are ‘requirements’ Create/use mappings with ‘full’ maturity & capability models (MCM) It will represent a bridge for moving from an early to a full MCM
• A3: Create an evolutionary, harmonic path toward higher capability levels by each driver
Validate the balancing of contents between to subsequent cells Create a constant and not too challenging path towards higher levels
16 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM & Agile Agenda
• Introduction– A bit of humour…– Some initial questions
• Related Works– Agile Maturity Models (AMM): some experiences
• Light Maturity Models (LMMLMM)– Requirements & Constraints (RC)– Attention Points
• LMMs for Agile– Main drivers for ‘old’ AMM– Build your own AMM
• Conclusions & Next Steps• Q & A
17 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM for Agile Main drivers – ‘Old’ AMMs
AMM [36] Petit AMM [24] – Gujral et al.
AMM [37] – Petit ASM/APMM [6][5] - Ambler
Org./Project (5 dimensions)
Project (9 dimensions)
Org./Project (10 dimensions)
Org./Project (8 scaling factors)
Testing Testing Testing Team SizeCollective code
ownershipSource Code Mgmt Requirements Geographical Distrib.
Collaboration Collective code ownership
Build Regulatory Compliance
Assurance/Governance Collaboration Shared Responsibility
Domain Complexity
Simplicity Responsiveness to Business
Governance Org. Distribution
Assurance/Governance Communication Tech. ComplexityStory Formation Config. Mgmt Org. ComplexityDesign Simplicity Simplicity Enterprise Discipline
Build Process AssuranceResponsiveness
18 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM for Agile Build your own AMM – An example (1)
Drivers ML1 ML2 ML3 ML4 ML5
Reactive Proactive Flexible Innovative Sustainable
Not organized Typical of a good QMS customer-oriented
Effective and Agile Capability to realize improvements
based on learning and innovation
Capable to sustain and improve its
own performance in the long term
D1. Testing
D2. Collective code ownership
D3. Collaboration
D4. Assurance/Governance
D5. Simplicity
A1. Assign clear and shared definitions
A2. Link drivers to PRMs
A3. Harmonic and regular ‘distance’ between levels
19 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM for Agile
Drivers ML1 ML2 ML3 ML4 ML5
Reactive Proactive Flexible Innovative Sustainable
Not organized Typical of a good QMS customer-oriented
Effective and Agile Capability to realize improvements
based on learning and innovation
Capable to sustain and improve its
own performance in the long term
1. Satisfy the customer through early &
continuous delivery
2. Welcome changing requirements, even late in
development
3. Deliver working software frequently
4. Business people and developers work together
daily
…
The 12 principles from the ‘Agile Manifesto’
(add some quantitative measures linked to PRMs for better scaling and
classifying amongst levels(know the cause-effect
relationships among drivers)
Build your own AMM – An example (2)
20 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM & Agile Agenda
• Introduction– A bit of humour…– Some initial questions
• Related Works– Agile Maturity Models: some experiences
• Light Maturity Models (LMMLMM)– Requirements & Constraints (RC)– Attention Points
• LMMs for Agile– Main drivers for ‘old’ AMM– Build your own AMM
• Conclusions & Next Steps• Q & A
21 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM & Agile Conclusions && Perspectives
• Maturity & Capability Models (MCM) MCM represent an evolutionary way to achieve goals, scaled by levels Two different represenations (staged; continuous) Origin in the ’70s (Philip Crosby and other organizational studies) diffusion in the ’80s for ICT
• Something-else-agile and MCMs ‘Agile’ is one of the most used buzzwords during last 15 years, series of techniques and
methods At least to be classified in terms of ASD (Agile Sw Development) and APM (Agile Project Mgmt) Question: how to evaluate the level of adoption of agile practices within an organization? Several (early) tailorings of a Maturity Model for Agile (AMMs) CMMI & Agile: Love & Marriage?
Process Appraisals and Light Maturity Models (LMMs) Question: which differences between ISO 19011 audit style vs the typical MCM style? Light Maturity Models (LMM) [grid-based] can represent a bridge between Audits and Appraisals Easier and faster also for SME/VSE Several possibilities for building your own AMM, according to your viewpoint on ‘Agile’ To be linked possibly to a complete model and its PRM, finding also measures for a better
monitoring & control of those processes Some lessons learned
Skill people on processes and in creating measures by a GQM-like approach Run RCA on a continual basis at all organizational levels
Simplicity is prerequisite for reliability (Edsger Dijkstra, Mathematician)
22 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
What is (should be) Agile?LMM & Agile
23 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
LMM & Agile Q && A
Grazie per l’attenzioneGrazie per l’attenzione!!Thanks for your attentionThanks for your attention!!
24 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
We care of your problems and we have in mind a solution
Luigi Buglione
Industry & Service Dept
Tel. +39 - 06.8307.4472Fax +39 - 06.8307.4200Cell. +39 - 335.1214813
Via R. Morandi 3200148 Roma
www.eng.it luigi.buglione@eng.it
Process Improvement & Measurement Specialist
LMM & Agile Contacts
25 VALOIR 2011 – Torre Canne (BA), June 20, 2011– © 2011 L.Buglione
Misurare il softwareQuantità, qualità, standard e
miglioramento di processo nell’Information & CommunicationTechnology
Franco Angeli, 2008 – 3a edizione Collana: Informatica ed Organizzazioni
pp. 380 -Volume 724.20 ISBN 978-88-464-9271-5
Luigi Buglione
www.semq.eu/leng/booksms.htm
Further readings… Misurare il software
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FISM (Fondazione Italiana Sclerosi Multipla)