Manage complex projects to success using CMMI, Lean and Scrum

Nearly 50 countries use Systematic’s solutions

Systematic’s offices

Manage complex projects to succes using CMMI, Lean and Scrum http://www.systematic.com

http://www.systematic.com/

Systematic Core Business Areas

VISION: A leading international company in delivering reliable and straightforward

solutions to people who make critical decisions every day

Public Sector Intelligence &

National Security Healthcare Defence

MISSION: Simplifying critical decision making

Pro

ble

m Su

mm

ary

Mature Agility

Problem

Benefits

Syste

ma

ticA

lum

ni

Problem

Why are large or complex projects so hard? McKinsey analysis of 5400 projects: 66% cost overrun - 33% schedule overrun

http://www.computerworld.com/s/article/9243396/Healthcare.gov_website_didn_t_have_a_chance_in_hell_?pageNumber=1

http://articles.latimes.com/2013/oct/23/business/la-fi-blimp-fire-sale-20131023

Standish data 2003-2012:

3,555 projects with labor costs larger than 10 million

dollars:

6.4% were successful.

52% were "challenged," 41.4% were failures.

Dr. Dobbs 2010: projects >25 people

40%-55% successful















? ?

?

?

?

?

What do you think is important for succesful delivery of large projects?

“Missing Focus: Unclear

objectives and lack of business focus”

“Content Issues:

Shifting requirements and technical complexity”

“Skill Issues: Unaligned

team and lack of skill(s)” “Execution Issues:

Unrealistic schedule and reactive planning”

“Manufacturing Risk:

Discipline, able to adapt and sustain sponsorship”

“Business Risk: The

right product? Managed change for the receiver?”

McKinsey analysis of 5400 projects

Why do they fail?

SCRUM XP Lean software

development

Govern

ing

Princip

les

Opera

tional

Ele

ments

4 50+

7 22

5 12

3 5

CMMI

12 167

Lean Six

Sigma

What can we do?

What are the bodies of knowledge for large projects?

Choice of method(s) should fit the specific needs and your context CMMI, Lean and Scrum can be applied together!

I know Agile & Lean - what is CMMI?

Initial Project management

Stabilization Repeatable Common processes

Learning and adoption Defined Quantitative measurement

Reduced variation Managed

Change management

Continuous improvement Optimizing

CMMI is an organizational model to provide insigt into own capability

Ensures the organisation meet certain goals & practices … … and that these practices are institutionalized consistently in the organisation

Pro

ble

mB

en

efits

Systematic Alumni

Approach

Organize the way you work

How Mary Poppendieck analyzed a management challenge in 2005

Mary Poppendieck visited Systematic in 2005, and asked: ”How long will it take to test, assuming the code is defect free?” … ”Aha … then you have a good test process, but …”

Mary Poppendieck

This led Systematic to

• A new development method with early test ingrained, and

• Adoption of Scrum with short iterations

It impacted culture & practices

CMMI and Scrum

B A

CMMI enables prediction and focus on overall objectives Scrum allows team to focus on product, technology and quality Product Backlog and Sprint Deliveries glues CMMI & Scrum together

Traditional Project Management milestones

Sprints

Systematic Process Foundation

CMMI

Lean

Scrum Sprint

retrospective

Organizational discipline

Customer perceived value

Inspect & adapt Discover solution

Agile Practices and Values

Principles & Mindsets

Process Foundation

Kaizen

Continuous improvement

Strong synergies between CMMI, Lean and Scrum

Agile needs discipline … CMMI provides explicit guidance supporting these needs

… and the CMMI model allows for agile practices

Lean - CMMI - Agile combined

• CMMI is the process landscape

• Discipline and organization

• Lean is the principles

• Customer value, people, culture

• Scrum is the practices

• State of the art practice

Strong synergies between CMMI, Lean and Scrum

Large or complex projects need elements from all three

Pro

ble

mB

en

efits

Systematic Alumni

Experience

Large products and projects in Systematic

Examples on large and complex projects from Systematic

SITAWARE Military Command and Control

Columna Clinical Information System

Application Integration Digitalization of the public sector

Involves multiple teams, complex technologies and domains

Standard Project Status Report Managing normal projects is a prerequisite to manage large projects

CMMI and Lean provides a solid foundation for both

Status Analysis of measures Risk top 3

Actions

Risk Measure

12 std KPI’s

Example: Flow of story implementation and fix-time after failed build

Productivity is optimized: • Flow of work - maximized

• Fix-time of failed builds - minimal

• Sprint test and release - minimal

Varianse reduced

Measures inpired from Lean

Fix time for failed builds

Flow of story implementation

READY and competence match

When work allocated to sprint is READY, flow and stability is achieved

0,00

20,00

40,00

60,00

80,00

100,00

120,00

140,00

160,00

1 3 5 7 9

11

13

15

17

19

21

23

25

27

29

31

33

35

Actual effort

Ready NOT Ready

0,00%

10,00%

20,00%

30,00%

40,00%

50,00%

60,00%

70,00%

80,00%

90,00%

100,00%

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35

Flow

Ready NOT Ready

Flow Actual effort spent

Projects measures how ”READY” a sprint plan is

Measures of key competencies needed in project

Meeting READY criteria creates stability

Organize people & information flow

Example of meeting cascading for a program with six teams

Weekly meetings to be conducted at 13.00 or 14.00 and morning meetings at 9.00 and 8.40/9.20 due to two teams being managed by one PL

Monday Tuesday Wednesday Thursday Friday

09:00 Daily briefs in team

Daily briefs in team




09:20 Daily briefs in team





09:40 Daily briefs in PO team

Daily briefs in PO team




10:00 Daily briefs in management team

Daily briefs in management team




11:00

12:00

13:00 1h weekly team meeting

2h PL - PM Meeting

14:00 1h weekly team meeting

Weekly PL Retrospective

15:00 1h Bi-weekly PM-VP meeting

Organize realtime status and decisions

• Weekly management meeting for CEO and VP is cancelled

• Instead a daily 15 minute standup with CEO and VP’s is introduced

CEO and VP daily standup meeting

When challenges occur in a project relevant level of management is involved immidiately

Organize product components

Large projects with multiple teams requires portefolio management

Ingrain quality in daily work

Story checklist Feature checklists

Involvement & discovery Quality Built In Tools & Test

Involve customers – discipline in development of parts – verify deliveries

Distributed teams with sourcing partner Systematic has created a setup to “co-locate” the distributed team

Project management

3

4

4

3

2

2

Systematic

Partner

3

4

Team 1

3

4

4

3

Team 2

4

3

2

2

Team 3

2

2

E.g. specialists

Communicative competencies are

as important as the technical

competencies.

Systematic hiring interviews with all

developers from partners.

All developers from partners receive

a two week on the job training in

Århus.

Frequent visits at both locations –

communication is crucial for succes!

Established guideline for

collaboration with partner.

Pro

ble

mB

en

efits

Systematic Alumni

Summary

Lessons Learned

1. Build on proven industry body of knowledge also CMMI & Lean

2. Manage product requirements independent to customers specific needs

3. Visible status and clarity to sustain focus on business objectives

4. Monitor cadence across value chain to keep all activities in sync.

5. Insist on a learning organization – in particular in management team

6. Teams have a long-term ownership of a well defined part of product

7. Setup teams with enough context to “see the whole”

8. Design to allow for fast escalation of issues – design informationflow

The blend of CMMI, Lean and agile adresses hot spots for large project’s

Large or complex projects need elements from all three

Interested in Systematic For more information visit http://www.systematic.com

The agile transformation in Systematic, is also documented in these articles :

Scrum and CMMI Level 5: The Magic Potion for Code Warriors

Jeff Sutherland, Ph.D.

Patientkeeper Inc.

[email protected]

Carsten Ruseng Jakobsen

Systematic Software Engineering

[email protected]

Kent Aaron Johnson

AgileDigm, Incorporated

[email protected]

Mature Agile with a twist of CMMI



[email protected]

Kent Aaron Johnson

AgileDigm, Incorporated

[email protected]

Scrum and CMMI – Going from Good to Great



[email protected]

Jeff Sutherland, Ph.D.

Patientkeeper Inc.

[email protected]

Lean as a Scrum Troubleshooter



[email protected]

Tom Poppendieck

Poppendieck LLC

[email protected] IEEE Best Experience

Report

2007

2008

2009

2011


Senior Process Improvement Manager, M.Sc.E.E., EBA, PMP, CSP

See Jeff SutherLand’s perspective on Scrum and CMMI in this video: http://systematic.com/how-we-work/approach/maintaining-a-high-level/

http://www.systematic.com/

http://systematic.com/how-we-work/approach/maintaining-a-high-level/












Lessons Learned

• CMMI and Lean provides substantial input to scale from a simple scrum team project to a large complex project

• Principle: Build on proven industry body of knowledge

• CMMI and Lean extend agile methods with a proven body of knowledge

• Organize the program

• Principle: Visible status and clarity

• Ensure clear roles and responsibility are established

• Establish Program Kanban board to create visible status management tasks

• Sustain focus on business objectives to ensure sponsorship and organizational support

• Organize Product Management

• Principle: Manage product independent to needs from specific customers

• Separate customer and product requirements, and exercise appropriate stakeholder and requirements management using Product Roadmap and Vision

• Cadence is essential across all activities and should be monitored and kept in sync. This involves synchronizing speed of requirements development, release planning, development and release activities.


Lessons Learned

• Organizing Teams (what, how, right speed)

• Principle: Teams have a long-term ownership of a well defined part of product

• The team is responsible and empowered for that part and is established with appropriate talent and knowledge

• The vision for that part of the product is owned by the team

• Multiple teams in a project requires more explicit allocation of responsibility

• Shared ownership of code across teams, but whenever another team changes code owned by another team, the team owning the code must be involved

• Organizing product knowledge (consequences of team responsibility)

• Principle: See the whole

• Get people out of the ”feature”-box and let them see features in context of the long term view for the solution. Get the team engaged with domain specialists.

• Map out who knows what, so the right person can be found on a given topic

• Identify what chapters are needed and how teams use them

• Allocate known deficiencies in the product to the team to handle


Lessons Learned

• Organizing status meetings and information flow

• Principle: Design to allow for fast escalation of issues, since it in most cases is impractical to do a ”Stop the Line”.

• Principle: Insist on a learning organization – in particular in management team

• Cascading from team scrums to Product Owner Scrum to Management Scrum

• Separate Management and Team weekly status meetings

• Management team do weekly team retrospective

• Bi-weekly meeting with VP

• Monthly Project Status review with VP including A3 Project Status Report


Institutionalization – Scrum example

Generally ensures a disciplined approach by the organization

CMMI generic practices (Institutionalization)

• GP 2.1 Establish and maintain an organizational policy for planning and performing Scrum

• GP 2.2 Establish and maintain the plan for performing Scrum

• GP 2.3 Provide adequate resources for performing Scrum

• GP 2.4 Assign responsibility and authority for performing Scrum

• GP 2.5 Train the people performing Scrum

• GP 2.6 Place designated work products under configuration management

• GP 2.7 Identify and involve the relevant stakeholders as planned (GP 2.7)

• GP 2.8 Monitor and control Scrum against the plan and take appropriate corrective action

• GP 2.9 Objectively evaluate adherence to Scrum and address noncompliance

• GP 2.10 Review the activities, status, and results of Scrum with higher-level management and resolve issues

Highlights from Systematic adoption of Scrum:

New policy: Default for all new projects to use Scrum

Process descriptions updated to reflect Scrum adoption

Established checklists for each of the Scrum meetings

Started with certification of 32 Scrum Masters by Jeff S.

Updated organizational training program to describe training for SM and PO

Conducted peer-review with all scrum masters

The enforced standard had a focus on essentials:

- Define Team, SM and PO

- Do the meetings

- Do your sprint AND product burn down

- Know you sprint velocity

Project managers found process easy to adopt

- Leadership versus micro management

Architects, UX and test did a detailed analysis of how Scrum fit into the existing practices of solution development

People can easily change project – work is done in the same way Amplifies learning across the organization

Organize technology & knowledge

Systematic sustains a high level of competency in employees

“Better train people and risk they leave, than do nothing

and they stay”

• 75% of our employees are software developers 7% domain specialists and 18% staff employees

• 61% of our software developers have a Master’s Degree or a Ph.D., 22% have a bachelor of engineering degree, and 17% have diploma in advanced computer studies or other similar qualifications

• Training and education are provided for all to meet individual, project and organizational needs

• Knowledge networks drives knowledge sharing

• Open culture – people help across teams / projects

We staff projects with domain experts, e.g. nurses or military people People in projects walk the ward with a doctor or participate in military exercises

Manage complex projects to success using CMMI, Lean and Scrum

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