Agile Scrum Development Using CMMI v1.4a

7/28/2019 Agile Scrum Development Using CMMI v1.4a

1/29

Empowering People through Process

2010

1

Agile/Scrum Development

Using the CMMIFramework

NASA IT Summit18 Aug 2010

Kent Aaron JohnsonCTO of AgileDigm, Inc. CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.


2/29

2010Agile/Scrum Development Using the CMMI Framework 2

Copyright NoticesThe presentation material in this seminar is copyrighted byAgileDigm, Incorporated, 2010. For further information, pleasecontact:

AgileDigm, Inc.

11 Twelve Oaks Trail

Ormond Beach, Florida 32174 U.S.A.

Phone: +1.386.673.1384Email: [email protected]

Terms like these are often used in the following material:

CMMISCAMPIsm and SCAMPI Lead Appraisersm

CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.SM SCAMPI and SCAMPI Lead Appraiser are service marks of Carnegie Mellon University.


3/29


3

Kent A. Johnson

Chief Technical Officer of AgileDigm, Incorporated AgileDigmis an international consulting company that was

formed in 2001 to support an agile paradigm for process

improvement.

Certified ScrumMaster, SEI-certified SCAMPI High Maturity

Lead Appraiser, and an SEI-authorized CMMIinstructor.

Has helped clients in over 25 countries to improve their ability

to develop products - including one of the worlds only Agile

Organizations to achieve CMMI Maturity Level 5.

Co-author ofInterpret ing th e CMMI: A Process Improv ement

Approach, Secon d Edi t ion, Auerbach (2008) and numerouspeer reviewed papers on Agile and CMMI.

[email protected]


4/29


Agile/Scrum + CMMI

What is in it for me? Getting to Hyperproductive Scrum

Hyperproductive Scrum is really fun!!

More time to surf

What is in it for my enterprise? Getting to Hyperproductive Scrum Money for nothing

Change for free

Leads to developing products quickly

Leads to developing the right products Obtaining a CMMI level rating for organizational

recognition Jeff Sutherland and Kent Johnson 2010


5/29


One Comparison

Scrum Primer 22 pages double side 8 by 11

CMMI 2nd Edition 676 page hardback book

Interpreting the CMMI 404 page hardback book


6/29


CMMI Does Not Require Waterfall

What the CMMI is not: CMMI is not Waterfall.

CMMI does not require any particular lifecycle.


7/29


CSM v10.21 Jeff Sutherland 1993-2009

Agile Manifesto

www.agilemanifesto.orgWe are uncovering better ways of developingsoftware by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions overprocesses and toolsWorking software overcomprehensive documentation

Customer collaboration overcontract negotiation

Responding to change overfollowing a plan

That is, while there is value in the items on

the right, we value the items on the left more.

Don't misread as there is no value to the things on the right.


8/29


Agile Methods

Agile Methods includes: Scrum

eXtreme Programming

Lean Software Development Feature-Driven Development

Test-Driven Development

and many others

Lots of available books


9/29


What is Scrum? (1/2)

Scrum is an iterative incremental process ofsoftware development commonly used withagile software development.

Despite the fact that "Scrum" is not anacronym, some companies implementing theprocess have been known to adhere to an allcapital letter expression of the word, i.e.SCRUM. This may be due to one of Ken

Schwaber's early papers capitalizing SCRUMin the title.


10/29


Sprints in this release

Sprint1

Sprint

2Sprint

3

Product

(increment)

Product

Owner

ScrumMaster

Team

Backlog

items selected

for release

Review

Retrospective

Sprint

backlog

Sprint

backlog

S1 backlog

S2 backlog

S3 backlog

Ready

checklist

Done

checklist

Agenda

Product

Backlog

Product Backlog

Daily

Scrum

Burndown

What is Scrum? (2/2)

http://demo.callis.dk/scrum

AgendaAgenda


11/29


Realized Benefits from Scrum

In Jeff Sutherlands, Hyperproductive Distributed ScrumTeams presentation Google TechTalk, July 2008 hedocumented:

Excellent Scrum annual revenue up 400%

Patient Keeper

Others in Scandinavia, I cannot nameGood Scrum revenues up 300%

Companies in Scandinavia, I cannot name

Pretty Good Scrum revenues up 150-200%

Google 160%

Systematic Software Engineering 200% (pre 2008)

ScrumBut revenues up 0-35%

Yahoo, most companies


12/29


Scrum and XP

The first Scrum used all the XP engineeringpractices, set-based concurrent engineering,

and viewed software development as

maintenance, not manufacturing.

Most high performance teams use Scrumand XP together.

It is hard to get a Scrum with extreme

velocity without XP engineering practices.

You cannot scale XP without Scrum.

Jeff Sutherland and Kent Johnson 2010


13/29


XP as an Example

eXtreme Programming covers Programming (test-first programming, automatedunit tests, Simple Design (YAGNI), Refactoring)

Planning (Planning game, frequent/small Releases,short iterations, flexible plans, 40 hour week)

Customer(Dedicated, Onsite, AutomatedAcceptance Tests, Customer Steers)

Pair(Pair Programming, Open Workspace, CollectiveOwnership, Integration Machine)

Team (Continuous Integration, Coding Standard,Metaphor) XP


14/29


Simple Comparison

CMMI A structured collection of

best practices

What you should do

Focus is on improving

product quality throughprocess performance

Agile/Scrum A set of rules that

constrains behavior

How you should do it

Focus is on increasing

customer satisfaction


15/29


Common Failures with Scrum

1. Misunderstanding what Scrum is(and is not)

2. Software not tested at end of sprint(definition of Done)

3. Backlog not ready at beginning of sprint(definition of Ready)

4. Lack of facilitation or bad facilitation

5. Lack of management support

6. Lack of client, customer, or end usersupport

Jeff Sutherland and Kent Johnson 2010


16/29


Key CMMI Attributes

1. Overall Planning and Tracking2. Training

3. Risk Management

4. Organizational Learning5. Organizational Visibility

6. Measurement

7. Institutionalization


17/29


Common Failures with CMMI

1. Too heavy a process definition2. Lack of management support

3. Different understandings of mission and

goals4. Process adoption not well planned

5. Process and procedure definition forced

on staff

6. Pilots of process too limited

S Ch kli t E l


18/29


Right Level of Process (1/2)

Practical processes and work aids containenough information to be useful.

Scrum Checklist Examples

S St t R t E l


19/29


Right Level of Process (2/2)Anvil Project Weekly Status Report

User Stories Completed

As a User, I want to be able to use my anvil24/7

As a User (all personas), I want to be ableto carry my anvil

Lessons Learned during the sprint

Breaking down stories into 20 points or lessis a big help

Impediments (not closed during week)

Testers assigned to multiple projects

Risks

User environment may not be ready on timefor final acceptance testing

.

Scrum Status Report Example


20/29


Scrum support for ML 3

Scrum (and XP) simple set of rules

product backlog

defined roles

self organizing team

XP engineering

practices

continuous integration

CMMI ML 3

defined process

managed requirements

project management

technical solution

product integration


21/29

2010

Agile/Scrum Development Using the CMMI Framework 21

Success Story

Systematic A/S is a success story usingAgile Methods in a CMMI Implementation.

Addresses their business objectives

doubled productivity

cut defects by 40%

on top of years of other CMM and CMMIimprovements.

Reappraised at CMMI Maturity Level 5 inMay 2009

Scrum and CMMI Going from Good to Great, Carsten Ruseng Jakobsen and Jeff Sutherland, Agile

2009 Conference Chicago, USA August 2009


22/29

2010


Systematic A/S Papers

Systematic A/S is a Danish company There improvement story is covered in detail in

three published papers:

Scrum and CMMI Level 5: the magic potion for Code

Warriors

Jeff Sutherland, Kent Johnson, & Carsten Jakobsen

Mature Agile with a Twist of CMMI

Carsten Jakobsen and Kent Johnson

Scrum and CMMI: Going from Good to Great

Carsten Jakobsen and Jeff Sutherland


23/29

2010


Conclusion

Agile/Scrum + CMMI provide synergy

support going from Good Scrum to Great

Scrum (Hyperproductive) ensure no Scrumbutts

lead to organizational improvement

An agile implementation of CMMI can helpinstitutionalize Scrum in an organization


24/29

2010


Questions?

Time for some questions?


25/29

2010


Contact Information

Kent A. Johnson

Chief Technical Officer

AgileDigm, Inc.11 Twelve Oaks Trail

Ormond Beach, FL 32174 USA

+1 386 673 1384

[email protected]

The presentation material in this seminar is copyrighted by

AgileDigm, Incorporated. For further information, pleasecontact:
mailto:[email protected]://www.agiledigm.com/http://www.agiledigm.com/mailto:[email protected]


26/29

2010


More Detailed Information on the Subject

Features includes

Guides you through a provenapproach for designing the processimprovement effort, for monitoringand controlling the effort, andmeasuring its success

Presents the pros and cons ofattempting process improvement and

implementing CMMI Offers advice for implementing

several process improvement projectssimultaneously to avoid added costsand missteps

Discusses older methods ofassessing organizations and

compares them to the new SCAMPImethod

Available from Auerbach / CRC PressPublications and Amazon.com


27/29

Backup Slide


28/29

2010

Agile/Scrum Development Using the CMMI Framework 28Page

$Revision:

$

Page

$Revision:

$

Impediments Data driven removal of impediments using

control charts

Examples on causes:

Special competences

Disk full Setup misunderstood

COTS failed

Root cause analysis of time to fix automatically generatesScrumMasters impediment list.

Source: Systematic A/S

Backup Slide

Backup Slide


29/29


Page

$Revision:

$

Story Process EfficiencyWhen work allocated to sprint is READY, flow and

stability are achieved

Objective: 60% Objective: 50h

Source: Systematic A/S

Backup Slide

Agile Scrum Development Using CMMI v1.4a

Documents

Transcript of Agile Scrum Development Using CMMI v1.4a