CMMI and Agile<br />Anglo-American and Rhinelandic<br />
Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
Inleiding<br />André Heijstek<br />CMMI LeadAppraiser, Instructor<br />SEI VisitingScientist<br />Consultant SPI<br />My f...
Inspiration<br />
Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
CMMI Model Structure<br />Specific Goal<br />Specific Practices<br />Further Details<br />Generic Goal<br />Generic Practi...
AgileManifesto<br />We are uncoveringbetterways of developing 
software bydoingit and helpingothers do it. 
Throughthiswor...
Agile and CMMI Assumptions<br />Agile<br />Internalcustomer<br />Small, business system<br />High trust<br />Time & materi...
Agile and CMMI Assumptions<br />Agile<br />Internalcustomer<br />Turbulent environment<br />Small, business system<br />Lo...
Agile and CMMI Content<br />Agile<br />HOW<br />Focus on Project<br />Learning in projects<br />Short-term view<br />CMMI<...
Agile and CMMI Caricatures<br />Agile<br />Hacking<br />CMMI<br />Bureaucracy<br />Standard<br />Applyinstead of Implement...
When to usewhich?<br />Management decision, basedon:<br />team members and theircapabilities (personalities, experience)<b...
CombiningAgile and CMMI/PP<br />
SummarybyAlistairCockburn<br />“Ifone has strong discipline without agility, the result is bureaucracy and stagnation. <br...
Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
Rijnlands Manifesto<br />
Rijnlands Manifesto<br />Rijnlands<br />Wie het weet mag het zeggen<br />Solidariteit<br />Menselijke maat<br />Ist als ve...
Processen en bureaucratie<br />Process Discipline<br />Yes<br />No<br />Yes<br />Common sense<br />No<br />From: SanjivAhu...
Types of Work<br />Content<br />Information<br />Materials<br />Prefigured<br />Routines<br />Configured<br />From: Fred N...
Characteristics of type of work<br />Adapted from: Fred Nickols<br />21<br />
Types of software processes<br />
Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
Conclusion<br />Anglo-amerikaans	CMMI	“information”<br />RijnlandsAgile 	“intelligence”<br />Dependingupon the type of pro...
More questionsorremarks?<br />andre.heijstek @ improvementfocus.com<br />0648476451<br />
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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.

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CMMI and Agile - Anglo-American and The Rhineland Way

  1. 1. CMMI and Agile<br />Anglo-American and Rhinelandic<br />
  2. 2. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  3. 3. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  4. 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. 5. Inspiration<br />
  6. 6. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  7. 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. 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. 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. 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. 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. 12. Agile and CMMI Caricatures<br />Agile<br />Hacking<br />CMMI<br />Bureaucracy<br />Standard<br />Applyinstead of Implement the model<br />
  13. 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. 14. CombiningAgile and CMMI/PP<br />
  15. 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. 16. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  17. 17. Rijnlands Manifesto<br />
  18. 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. 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. 20. Types of Work<br />Content<br />Information<br />Materials<br />Prefigured<br />Routines<br />Configured<br />From: Fred Nickols<br />
  21. 21. Characteristics of type of work<br />Adapted from: Fred Nickols<br />21<br />
  22. 22. Types of software processes<br />
  23. 23. Agenda<br />Introduction<br />CMMI versus Agile<br />Rhinelandic versus Anglo-american thinking<br />Conclusions<br />
  24. 24. Conclusion<br />Anglo-amerikaans CMMI “information”<br />RijnlandsAgile “intelligence”<br />Dependingupon the type of process, a different management style is needed<br />
  25. 25. More questionsorremarks?<br />andre.heijstek @ improvementfocus.com<br />0648476451<br />
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