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Cmmi and agile

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

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