Agile: an evolutive approach
                               from CMMI-ISO




                           Miguel Insaurrald...
This presentation

 It is not ….
         • a compilation of industry experience nor…
         • a model for Agile adopti...
Postulate



 Agile  evolution rather than substitution
         • SW dev changes with technology & market
 Experience ...
Motorola Argentina Software Center

                   Variety of projects since 2001
                     • Embedded and...
SW development evolution



THE MYTHICAL        NO SILVER                           KNOWLEDGE &    TEAMWORK &
            ...
Motorola Argentina Software Center

       AGILE
       ADOPTION

Motorola Public                 Miguel Insaurralde, Oct-...
What “Agile adoption” means for us…
                  • New Agile process definition
                  • Integrated within...
Some myths to overcome…
                  • Main focus only on intermediate artifacts, not
                    in real pro...
Ideal context
                  • Balanced timing… not too early / too late
                  • Stakeholders aligned to de...
Different “real” contexts
                  • Life-cycle  creation / enhancements / maintenance
                  • Depen...
Adaptability to different contexts
                  Wide range of
                  projects can
                        ...
AGILE
       ADOPTION


       What Agile empowers

       CONTRIBUTION


Motorola Public              Miguel Insaurralde,...
Requirements understanding                                                         Contributions




                     ...
Technology usage                                                            Contributions




 Release early, release oft...
Teamwork & collaboration                                                Contributions




                               ...
Team learning & improving                                                     Contributions




                          ...
AGILE
       ADOPTION


       What empowers Agile

       INTEGRATED


Motorola Public              Miguel Insaurralde, O...
CMMI-ISO & Lean (1)                                        Integration



 Eliminate waste – org level
            • Feed...
CMMI-ISO & Lean (2)                                       Integration




 Build integrity in
            • Independent a...
CMMI-ISO & Lean (2)                               Integration




      … ALL OF THESE CONTRIBUTE TO DETERMINE
        WHA...
AGILE
       ADOPTION


       After some time doing Agile

       CONCLUSIONS


Motorola Public                  Miguel I...
Agile requires strong discipline

                           Focus on goals and deliveries
                              ...
Risks to have in mind


 Do not discard valuable pre-
  existing practices
 Do not assume it will work
  smoothly
 Keep...
Impact in Culture

      Planned training
        & coaching                                                Newbie team m...
Summary
Agile within our CMMI-ISO organization...

Makes significant contributions even for very different contexts


Can ...
Some more slides…

       BACKUP


Motorola Public            Miguel Insaurralde, Oct-09   26
CMMI-ISO organization                                           Integration

  Quality Management System + Process Areas
 ...
Existing practices                                    Integration



        Requirements management
        Coding stan...
Engineering practices (1)                                 Integration




 Requirements management
            • Elicitat...
Engineering practices (2)                                  Integration



 Estimations
            • Existing techniques ...
Management practices                                        Integration



 Risk management
            • State & classif...
Risks to have in mind (1)

        Do not discard valuable pre-existing practices
                  • Manage risks of hav...
Risks to have in mind (2)

        Do not assume it will work smoothly
                  • Collaboration & Involvement is...
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Agiles 2009 - An Evolutive Approach From Cmmi Iso - Miguel Insaurralde

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Existen muchos mitos alrededor de Agile vs CMMI/ISO. Muchos de ellos tienen su origen en una mala o inapropiada aplicacion de dichos enfoques mas que en una real diferencia en su escencia. Si bien tienen principios diferentes y hasta alcances distintos, su mision es similar: la calidad integral del producto final, en terminos de funcionalidad y atributos no funcionales, como tambien de optimizacion de costos y tiempos. No es menos cierto que nacieron en contextos y epocas diferentes, pero a pesar de ello se encuentran muchos puntos en comun cuando no complementarios. Segun mi experiencia hemos tenido aciertos y errores en su utilizacion, sobre los que hemos evolucionado en base al aprendizaje continuo. Una de las principales conclusiones es que el mejor enfoque y conjunto de practicas y tecnicas a aplicar en un proyecto depende de cada caso particular, y tenemos que evitar la generalizacion y/o creacion de preceptos excluyentes, definiendo mas bien criterios generales de

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Transcript of "Agiles 2009 - An Evolutive Approach From Cmmi Iso - Miguel Insaurralde"

  1. 1. Agile: an evolutive approach from CMMI-ISO Miguel Insaurralde Motorola Argentina Software Center Motorola Public
  2. 2. This presentation  It is not …. • a compilation of industry experience nor… • a model for Agile adoption  It is … • sharing the experience of a SW center introducing Agile process… • within an existing CMMI-ISO culture and set of practices … • and proposing a postulate: Motorola Public Miguel Insaurralde, Oct-09 2
  3. 3. Postulate  Agile  evolution rather than substitution • SW dev changes with technology & market  Experience  best practices throughout time • Properly used help to reuse knowledge  CMMI/ISO + Agile  can boost mutually • Complemented and empowered Motorola Public Miguel Insaurralde, Oct-09 3
  4. 4. Motorola Argentina Software Center  Variety of projects since 2001 • Embedded and Platform for mobile communications & devices management • Applications for public safety, assets tracking, multimedia content management  Quality standards • CMM-3 in „03, CMM-5 in „04, CMMI-5 in „07 • ISO 9001:2000 in „06, ISO 9001:2008 in „09  Agile first project „07 org adoption „08 Motorola Public Miguel Insaurralde, Oct-09 4
  5. 5. SW development evolution THE MYTHICAL NO SILVER KNOWLEDGE & TEAMWORK & THE INTERNET MAN-MONTH BULLET PRACTICES COLLABORATION UPFRONT MODELS CHANGEABLE SOFTWARE AS TO MINIMIZE WORKING UNIQUE MEASURE CHANGES SOFTWARE Technology„s capacity of change Business velocity Motorola Public Miguel Insaurralde, Oct-09 5
  6. 6. Motorola Argentina Software Center AGILE ADOPTION Motorola Public Miguel Insaurralde, Oct-09 6
  7. 7. What “Agile adoption” means for us… • New Agile process definition • Integrated within existing Quality Management System • Integrated with some existing practices • Different certainty and commitment basis • Demanding interaction with pairs and stakeholders • Different involvement in decision-making process Motorola Public Miguel Insaurralde, Oct-09 7
  8. 8. Some myths to overcome… • Main focus only on intermediate artifacts, not in real product • Team members just limit to follow a plan of upfront assigned tasks • Release date is only a best guessing, true deadline is iteration end-date • Do not make any mid / long-term decision, you are not going to needed Motorola Public Miguel Insaurralde, Oct-09 8
  9. 9. Ideal context • Balanced timing… not too early / too late • Stakeholders aligned to decisions timing • Base decisions on facts and feedback (from product increments) and previous experience • Continuous Integration & Test Automation • Decision-making spread among affected groups, ready for breaking changes Motorola Public Miguel Insaurralde, Oct-09 9
  10. 10. Different “real” contexts • Life-cycle  creation / enhancements / maintenance • Dependencies  customized / single version, framework / solutions • Teams & decision-makers  co-located / distributed • Team  volatile, different skills & experience levels • Obligation  exploratory / intermediate / customer delivery • Defects impact  repair, recall, company image Motorola Public Miguel Insaurralde, Oct-09 10
  11. 11. Adaptability to different contexts Wide range of projects can  Lack of Product Owner adopt Agile availability  Continuous Integration / Test Many require significant Automation not feasible tailoring  Separate QA team (product certification: interoperability, capacity) Gap: beware, and  Parallel teams or distributed adjust product mgmt accordingly Motorola Public Miguel Insaurralde, Oct-09 11
  12. 12. AGILE ADOPTION What Agile empowers CONTRIBUTION Motorola Public Miguel Insaurralde, Oct-09 12
  13. 13. Requirements understanding Contributions Progressive Upfront agreement over assumptions expected results  Frequent feedback and testing  Visibility of business value  Better trade-off decisions Motorola Public Miguel Insaurralde, Oct-09 13
  14. 14. Technology usage Contributions  Release early, release often  test early, test often  Continuous integration and test automation  require deep understanding  Support from pairs Understood Comprehended Motorola Public Miguel Insaurralde, Oct-09 14
  15. 15. Teamwork & collaboration Contributions  Daily exposure at Standup meetings  Commitment with pairs  Work progress visibility in Reviews Commitment Ownership Motorola Public Miguel Insaurralde, Oct-09 15
  16. 16. Team learning & improving Contributions Per-iteration Per-project product & team wide spectrum focused  Monthly and short-duration  Reviews outcome is a key input Motorola Public Miguel Insaurralde, Oct-09 16
  17. 17. AGILE ADOPTION What empowers Agile INTEGRATED Motorola Public Miguel Insaurralde, Oct-09 17
  18. 18. CMMI-ISO & Lean (1) Integration  Eliminate waste – org level • Feedback (engineers, customers, metrics) • CMMI Org Innovation & Deployment (business case definition, pilot & deploy) • CMMI Organizational Process Definition • CMMI Causal Analysis  Amplify learning – from teams to org • Knowledge area teams, Org training plan Motorola Public Miguel Insaurralde, Oct-09 18
  19. 19. CMMI-ISO & Lean (2) Integration  Build integrity in • Independent audits & control • Customer feedback mechanisms  See the whole • “System thinking” through organizational groups: OPG / SEPG, Security Council, CM / Agile forums Motorola Public Miguel Insaurralde, Oct-09 19
  20. 20. CMMI-ISO & Lean (2) Integration … ALL OF THESE CONTRIBUTE TO DETERMINE WHAT “ADDS VALUE” TO THE BUSINESS Motorola Public Miguel Insaurralde, Oct-09 20
  21. 21. AGILE ADOPTION After some time doing Agile CONCLUSIONS Motorola Public Miguel Insaurralde, Oct-09 21
  22. 22. Agile requires strong discipline  Focus on goals and deliveries  Clear “Working SW” and “Done” concepts  Backlogs consistency throughout project life  Product Owner involvement  Demanding tools integration Motorola Public Miguel Insaurralde, Oct-09 22
  23. 23. Risks to have in mind  Do not discard valuable pre- existing practices  Do not assume it will work smoothly  Keep an eye on organizational effort Motorola Public Miguel Insaurralde, Oct-09 23
  24. 24. Impact in Culture Planned training & coaching  Newbie team members  Personal interaction  New certainty basis Organizational follow-up  Understanding Agile values & culture takes time Be prepared for  Time and learning diverse required to find balance reactions Motorola Public Miguel Insaurralde, Oct-09 24
  25. 25. Summary Agile within our CMMI-ISO organization... Makes significant contributions even for very different contexts Can be powered with existing organizational assets Requires investment in training, coaching and assessment Needs wise tailoring to keep product & org vision Motorola Public Miguel Insaurralde, Oct-09 25
  26. 26. Some more slides… BACKUP Motorola Public Miguel Insaurralde, Oct-09 26
  27. 27. CMMI-ISO organization Integration Quality Management System + Process Areas IMPROVEMENT CONTROL  Audits  Input: feedback, metrics & trends  Preventive and corrective  Output: trainings, actions process, support  May stop a  Who: engineers shipment EXECUTION  Process & tools  Best practices & experience Motorola Public Miguel Insaurralde, Oct-09 27
  28. 28. Existing practices Integration  Requirements management  Coding standards & static analysis  Estimations  Change management  Quality Assurance  Risk management  Cost management Motorola Public Miguel Insaurralde, Oct-09 28
  29. 29. Engineering practices (1) Integration  Requirements management • Elicitation techniques, classification • Requirements Specification , Use Cases when suitable (interfaces, etc.)  Coding standards & static analysis • Organizational standards and support (Security Council, CM forum, SEPG) Motorola Public Miguel Insaurralde, Oct-09 29
  30. 30. Engineering practices (2) Integration  Estimations • Existing techniques & tools  Change management • Experience with distributed teams & different stakeholders structures  Quality Assurance • Test development techniques & guidelines • Test management Motorola Public Miguel Insaurralde, Oct-09 30
  31. 31. Management practices Integration  Risk management • State & classify, define actions, follow-up • Historical data and taxonomies  Cost management • Cost ≠ Progress, but both need tracking. Every project has somehow an allocated budget for a given scope • Buffers, trends, deviations are useful tools Motorola Public Miguel Insaurralde, Oct-09 31
  32. 32. Risks to have in mind (1)  Do not discard valuable pre-existing practices • Manage risks of having changes that can be anticipated • Use detailed specifications when needed • Estimation & scheduling techniques for high and low- level • Scope management to improve decisions timing Motorola Public Miguel Insaurralde, Oct-09 32
  33. 33. Risks to have in mind (2)  Do not assume it will work smoothly • Collaboration & Involvement is not easy to reach, use HR management techniques • Possible tools integration and setup issues  Keep an eye on organizational effort • Team members „Organizational time‟ is hard to obtain Motorola Public Miguel Insaurralde, Oct-09 33

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