Agile MaturitySCRUM + CMMI = SCRUMMI?

About Me

Project Management25+ YearsPMP since 2001CSM since 2010

RolesSCRUM Master and CoachProgram ManagerProject ManagerCTOVP Operations, AFCEA Fort Knox Gold Vault Chapter CMMI Process Consultant

Agenda

• Overview of CMMI• Agile Manifesto• Life Cycles• Life Cycle Division• Maturity Artifacts• Tools

Overview of CMMI• Process Models (There are 3)

– Acquisitions– Development– Services

• Goals and Practices (there are 2)– Specific– Generic

• Process Areas (there are 22)– Measurements and Analysis (MA)– Integrated Project Management (IPM)– Process and Product Quality Assurance (PPQA)– Project Planning (PP)– Etc.

• Goals are the only required component of CMMI.

Agile Manifesto“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value [the following]:

• Individuals and interactions over processes and tools• Working software over comprehensive documentation• Customer collaboration over contract negotiation• Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.”

Life Cycle ConfusionThe Project• This diagram has all of the PMLC and SDLC

Life Cycle phases represented.• You can not pull out what is project

management vs. what is system development.

• A challenge: Show this to your team and ask them, “Where do we do peer reviews?”. You will get different answers from different team members.

Life Cycle Division• There are separated life

cycles.• The Project Management on

the left belongs to the project manager and his designees.

• The System Development clearly is owned by the development team lead and his designees.

• In all of this Monitoring and Control functions need to be applied to both sides.– Project Monitoring (Quality)– Product Monitoring (Quality)

Demonstrate a DivisionInitiation• Charter (High Level

Scope)• Assumption/Constraints• High Level

RequirementsPlanning• Schedule

(dependencies)• Processes to be plannedExecution• Monitoring• Status ReportingClose• Lessons Learned• Archival• Estimates vs. Actual

Inception• High Level RequirementElaboration• Detailed Req.Design• Detailed Design• Peer ReviewsConstruction• Code• Executables• Peer ReviewsTesting• Test Cases• Req. TraceabilityImplementation• ProductPost Imp.• Lessons Learned

Maturity Artifacts• Key Artifacts

– Project Schedule (Traditional)– Product and Sprint Backlog (Agile) with resources

• Work Breakdown Structure– WBS (Traditional)– Product Backlog (Agile)

• Velocity / Burndown Charts– Easy Management Reporting– Measurements (Estimates vs. Actuals)

• Earned Value– Traditional

• Must be a mature organization to obtain value from Earned Value Management.

– Agile• Does this bring value to the organization above and beyond what Agile

reporting already provides.

Agile Life CycleAgile Project ManagementProject Management Plan (Overarching for all Agile Projects)

Risk Mgmt. Issue Mgmt. Change Mgmt. etc.Product Backlog (WBS)Sprint Backlog (Schedule, dependencies, assignments, etc..

System DevelopmentTechnical Specifications Architecture diagrams, etc.Peer ReviewsRequirements Management and

Traceability

Test Plans and CasesDeployment Strategy

Defect Tracking/Bug Fixes

Demonstration

Excel Example: Sprint Backlog

Sprint Burn Down

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Actual work

Agile Tools

Product Burn Down

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6

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Incomplete Stories

New Stories

Actual Velocity

Planned Velocity

Standard Agile tools can help meet practices and goals.Estimates vs. Actuals

Burn down chart can serve as your Basis of Estimate (BOE) as well as requirements tracking.

Measures and AnalysisSprint Burn Down

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Measures and AnalysisProduct Burn Down

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6

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Incomplete Stories

New Stories

Actual Velocity

Planned Velocity

Summary – Generic PracticesEstablish an Organizational Policy

Identify and Involve Relevant Stakeholders

Provide Resources

Train People

Plan the Process

Assign Responsibility

Manage Configurations

GP 2.1 Management Commitment

GP 2.2

GP 2.3

GP 2.4

GP 2.5

GP 2.6

GP 2.7

Sprint Planning

Sprint Backlog

Agile Roles

Deployment Approach

Interim Work Products

Stand Up Meetings

Burn Down Rates

Objectively Evaluate Adherence

Monitor and Control ProcessGP 2.8

GP 2.9

Continuous Oversight

Summary – Generic PracticesReview Status with Higher Level Management

Collect Improvement Information

Establish A Defined Process

GP 2.10 Analytics

GP 3.1

GP 3.2

Define Agile Method

Reviews and Retrospectives

Agile Methodologies overlap with CMMI engineering and project management practices, which, enhances both Agile and CMMI.

Questions?

Thank you!

Twitter: @ProfMartyScrum

LinkedIn: http://www.linkedin.com/in/martinlharboltpmp

Blog: http://askthescrummaster.blogspot.com/