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Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
Cmmi and agile
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Cmmi and agile

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  • 1. CMMI and Agile<br />Anglo-American and Rhinelandic<br />
  • 2. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  • 3. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  • 4. Inleiding<br />André Heijstek<br />CMMI LeadAppraiser, Instructor<br />SEI VisitingScientist<br />Consultant SPI<br />My first CMMI implementation (1994) was actuallyAgile<br />
  • 5. Inspiration<br />
  • 6. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  • 7. CMMI Model Structure<br />Specific Goal<br />Specific Practices<br />Further Details<br />Generic Goal<br />Generic Practices<br />Further Details<br />Glossary<br />ProcessArea (PA)<br />Introductory<br />Material<br />Purpose Statement<br />Overview Information<br />~22 Process Areas<br />
  • 8. AgileManifesto<br />We are uncoveringbetterways of developing 
software bydoingit and helpingothers do it. 
Throughthiswork we have come to value:<br />over<br />over<br />over<br />over<br />processes and tools<br />comprehensivedocumentation<br />contract negotiation<br />following a plan <br />Individuals and interactions<br />Working software<br />Customercollaboration<br />Responding to change<br />That is, whilethere is value in the items on 
the right, we value the items on the left more. <br />
  • 9. Agile and CMMI Assumptions<br />Agile<br />Internalcustomer<br />Small, business system<br />High trust<br />Time & material<br />CMMI<br />Externalcustomer<br />Large, lifecritical system<br />Low trust<br />Fixedprice<br />
  • 10. Agile and CMMI Assumptions<br />Agile<br />Internalcustomer<br />Turbulent environment<br />Small, business system<br />Low cost of failure<br />High trust<br />Time & material<br />Programming is a craft<br />Internalised plans, qualitativecontrol<br />Tacitknowledge<br />Refactoringassumedinexpensive<br />CMMI<br />Externalcustomer<br />Stable environment<br />Large, lifecritical system<br />High cost of failure<br />Low trust<br />Fixedprice<br />Programming is anindustrialprocess<br />Documented plans, quantitativecontrol<br />Explicitknowledge<br />Refactoringassumedexpensive<br />
  • 11. Agile and CMMI Content<br />Agile<br />HOW<br />Focus on Project<br />Learning in projects<br />Short-term view<br />CMMI<br />WHAT<br />Focus onOrganisation<br />Learning at manylevels<br />Long-term view<br />
  • 12. Agile and CMMI Caricatures<br />Agile<br />Hacking<br />CMMI<br />Bureaucracy<br />Standard<br />Applyinstead of Implement the model<br />
  • 13. When to usewhich?<br />Management decision, basedon:<br />team members and theircapabilities (personalities, experience)<br />type of project (precedentedness, difficulty, neworfamiliar domain, complexity)<br />environment (budget, schedule, politics, criticality)<br />From: Boehm and Turner: BalancingAgility and Discipline<br />
  • 14. CombiningAgile and CMMI/PP<br />
  • 15. SummarybyAlistairCockburn<br />“Ifone has strong discipline without agility, the result is bureaucracy and stagnation. <br />Agility without discipline is the unencumberedenthusiasm of a startupcompanybeforeit has to turn to a profit”<br />
  • 16. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  • 17. Rijnlands Manifesto<br />
  • 18. Rijnlands Manifesto<br />Rijnlands<br />Wie het weet mag het zeggen<br />Solidariteit<br />Menselijke maat<br />Ist als vertrekpunt<br />Teamplay<br />Principe-gedreven<br />Vakmanschap<br />Weten is meten<br />Lange termijn<br />Anglo-Amerikaans<br />Wie de baas is mag het zeggen<br />Individualisme<br />Ongebreidelde groei<br />Soll als vertrekpunt<br />Heroes<br />Regelgedreven<br />Functie-splitsing<br />Weten = meten<br />Kwartaalcijfers<br />
  • 19. Processen en bureaucratie<br />Process Discipline<br />Yes<br />No<br />Yes<br />Common sense<br />No<br />From: SanjivAhuja, former COO of Telcorda<br />
  • 20. Types of Work<br />Content<br />Information<br />Materials<br />Prefigured<br />Routines<br />Configured<br />From: Fred Nickols<br />
  • 21. Characteristics of type of work<br />Adapted from: Fred Nickols<br />21<br />
  • 22. Types of software processes<br />
  • 23. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  • 24. Conclusion<br />Anglo-amerikaans CMMI “information”<br />RijnlandsAgile “intelligence”<br />Dependingupon the type of process, a different management style is needed<br />
  • 25. More questionsorremarks?<br />andre.heijstek @ improvementfocus.com<br />0648476451<br />

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