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CMMI and Agile - Anglo-American and The Rhineland Way
 

CMMI and Agile - Anglo-American and The Rhineland Way

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Presentatie waarin CMMI en Agile met elkaar worden vergeleken. Daarnaast wordt een parallel getrokken naar anglo-amerikaans en rijnlands organiseren.

Presentatie waarin CMMI en Agile met elkaar worden vergeleken. Daarnaast wordt een parallel getrokken naar anglo-amerikaans en rijnlands organiseren.

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    CMMI and Agile - Anglo-American and The Rhineland Way CMMI and Agile - Anglo-American and The Rhineland Way Presentation Transcript

    • CMMI and Agile
      Anglo-American and Rhinelandic
    • Agenda
      Introduction
      CMMI versus Agile
      Rhinelandic versus Anglo-american thinking
      Conclusions
    • Agenda
      Introduction
      CMMI versus Agile
      Rhinelandic versus Anglo-american thinking
      Conclusions
    • Inleiding
      André Heijstek
      CMMI LeadAppraiser, Instructor
      SEI VisitingScientist
      Consultant SPI
      My first CMMI implementation (1994) was actuallyAgile
    • Inspiration
    • Agenda
      Introduction
      CMMI versus Agile
      Rhinelandic versus Anglo-american thinking
      Conclusions
    • 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
    • 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.
    • Agile and CMMI Assumptions
      Agile
      Internalcustomer
      Small, business system
      High trust
      Time & material
      CMMI
      Externalcustomer
      Large, lifecritical system
      Low trust
      Fixedprice
    • 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
    • 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
    • Agile and CMMI Caricatures
      Agile
      Hacking
      CMMI
      Bureaucracy
      Standard
      Applyinstead of Implement the model
    • 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
    • CombiningAgile and CMMI/PP
    • 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”
    • Agenda
      Introduction
      CMMI versus Agile
      Rhinelandic versus Anglo-american thinking
      Conclusions
    • Rijnlands Manifesto
    • 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
    • Processen en bureaucratie
      Process Discipline
      Yes
      No
      Yes
      Common sense
      No
      From: SanjivAhuja, former COO of Telcorda
    • Types of Work
      Content
      Information
      Materials
      Prefigured
      Routines
      Configured
      From: Fred Nickols
    • Characteristics of type of work
      Adapted from: Fred Nickols
      21
    • Types of software processes
    • Agenda
      Introduction
      CMMI versus Agile
      Rhinelandic versus Anglo-american thinking
      Conclusions
    • Conclusion
      Anglo-amerikaans CMMI “information”
      RijnlandsAgile “intelligence”
      Dependingupon the type of process, a different management style is needed
    • More questionsorremarks?
      andre.heijstek @ improvementfocus.com
      0648476451