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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.
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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.
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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.
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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
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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
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CMMI Does Not Require Waterfall
What the CMMI is not: CMMI is not Waterfall.
CMMI does not require any particular lifecycle.
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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.
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Agile Methods
Agile Methods includes: Scrum
eXtreme Programming
Lean Software Development Feature-Driven Development
Test-Driven Development
and many others
Lots of available books
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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.
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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
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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
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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
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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
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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
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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
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Key CMMI Attributes
1. Overall Planning and Tracking2. Training
3. Risk Management
4. Organizational Learning5. Organizational Visibility
6. Measurement
7. Institutionalization
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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
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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
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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
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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
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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
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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
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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
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Questions?
Time for some questions?
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Contact Information
Kent A. Johnson
Chief Technical Officer
AgileDigm, Inc.11 Twelve Oaks Trail
Ormond Beach, FL 32174 USA
+1 386 673 1384
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]7/28/2019 Agile Scrum Development Using CMMI v1.4a
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Agile/Scrum Development Using the CMMI Framework 26
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
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Backup Slide
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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
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Backup Slide
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Story Process EfficiencyWhen work allocated to sprint is READY, flow and
stability are achieved
Objective: 60% Objective: 50h
Source: Systematic A/S
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