CMMi = Scrum, Keynote, Recife May 08

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Keynote Presentation at CMMi and Scrum, Conference, Recife, 2008. The main message is that Scrum and CMMi are the same, but that they do have a different origin and require a different mindset.

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CMMi = Scrum, Keynote, Recife May 08

  1. 1. CMMi = Scrum A Provocation to See the Truth Boris Gloger, 2008
  2. 2. 2008
  3. 3. Thank You!
  4. 4. Boris Gloger CERTIFIED SCRUM TRAINER
  5. 5. Renato Izabella Felipe Célio Paulo Danielo Eric Roberta Ana Sofia
  6. 6. Men - 99 Women - 68
  7. 7. 1997
  8. 8. EDS
  9. 9. GM Europe
  10. 10. SLC / PM2
  11. 11. 1999
  12. 12. CMM @ EDS
  13. 13. PILOT PROJECT
  14. 14. CMM LEVEL 2
  15. 15. 2000
  16. 16. CMM LEVEL 3
  17. 17. Boris Gloger CMM Level 3 Instructor
  18. 18. 2002
  19. 19. Scrum
  20. 20. Scrum-Team
  21. 21. 2003
  22. 22. Ken Ron Jeffries Schwaber Alistair Cockburn agile development conference Jim Highsmith Kent Beck
  23. 23. 2004 - 2008
  24. 24. Boris Gloger CERTIFIED SCRUM TRAINER
  25. 25. How can I do CMMi using Scrum?
  26. 26. 2008
  27. 27. Recife
  28. 28. How can we do CMMi using Scrum?
  29. 29. Wrong Question!
  30. 30. What question does really motivates this conference?
  31. 31. Why do we want combining Scrum and CMMi?
  32. 32. Why are we here today?
  33. 33. We seek an answer to the challenges of our time!
  34. 34. Dramatic Change!
  35. 35. Outsourcing is only an effect of: “The world is flat!”
  36. 36. Emerging Ways of Worldwide Collaboration!
  37. 37. The new technology platform: Globalization 3 (Thomas Friedmann)
  38. 38. Internet Supply Chaining
  39. 39. Both are indicators ...
  40. 40. The control goes more and more to the tactical level ...
  41. 41. Therefore the traditional organization of work is not sufficient!
  42. 42. The last try to do the things right was CMMi!
  43. 43. CMMi
  44. 44. Valid Principles and Goals Make them available for Projects.
  45. 45. CMMi needs LARGE and Stable organizations
  46. 46. The good ideas that we shall keep are:
  47. 47. integrated team -- A group of people with complementary skills and expertise who are committed to delivering specific work products in timely collaboration. (CMMI 2nd ed. page 622)
  48. 48. instutionalization is an important concept in process improvement. (...) An institutionalized process is more likely to be retained during times of stress --- CMMi, 2nd ed., p. 151
  49. 49. FOR EXAMPLE
  50. 50. PMC SG1 “Actual performance and progress of the project are monitored against the project plan.”
  51. 51. The purpose of Validation (VAL) is to demontrate that the product or product component fulfils the intended use when placed in its intended environment
  52. 52. The purpose of Validation (VAL) is to demontrate that the product or product component fulfils the intended use when placed in its intended environment SP 1.3. Establish and maintain procedures and criteria for validation
  53. 53. IPPD Management
  54. 54. SG1 - A set of organizational process assets is established and maintained! IPPD - “Integrated processes that emphasize parallel rather than serial development are a cornerstone of IPPD implementations.”
  55. 55. “Product development processes ... are conducted concurrently. Such integrated processes should accommodate the information provided by stakeholders representing all phases of the product lifecycle from both business and technical functions.”
  56. 56. SP1.3. E&M the tailoring criteria and guidelines for the organizational set of standard processes. In creating the tailored criteria and guidelines, include considerations for concurrent development and operation with integrated teams. ...
  57. 57. Processes, such as resource allocation, will also be tailored differently if the project is operating with integrated teams.
  58. 58. ROI
  59. 59. These principles are very good!
  60. 60. Implementations fail very often!
  61. 61. The process fails not the principles!
  62. 62. CMMi is Model based!
  63. 63. Old Organisational Model Male driven Go Large Hierachy Efficiency
  64. 64. But ...
  65. 65. We do not have a Model for the new times!
  66. 66. We do not know our future!
  67. 67. The Post Modern Economy needs a new business model (tompeters)
  68. 68. So ... We want to keep the principles!
  69. 69. AND...
  70. 70. We need a New Way!
  71. 71. Explorative Approach: Science Trial and Error Inspect and Adapt
  72. 72. Scrum
  73. 73. Scrum Mapping of Principles:
  74. 74. Integrated Team is the fundament!
  75. 75. ROI
  76. 76. Sprint Planning -- everybody contributes: business and technique
  77. 77. Concurrent development with a timely review is principle number 1
  78. 78. The product burn down chart shows everyday if you are in-line with your plan
  79. 79. Scrum fulfils most of the good ideas...
  80. 80. AND...
  81. 81. it is adaptive
  82. 82. human centric
  83. 83. cross-functional
  84. 84. Self-Organization needs small cell structures!
  85. 85. New Organisational Model Woman will rule Small/Distributed Collaborative Effective
  86. 86. CMMi = Scrum
  87. 87. BUT
  88. 88. Mindsets for two different environments
  89. 89. CMMi maps large org: centralistic hierarchy dominant slow process driven push non agile men
  90. 90. CMMi Scrum maps large org: maps the new org: centralistic federalistic hierarchy flat dominant collaborative slow fast process driven innovative push pull non agile agile men women
  91. 91. Scrum maps the new org: federalistic flat collaborative fast innovative pull agile women
  92. 92. CMMi = Scrum A Provocation to See the Truth created by Boris Gloger boris@borisgloger.com copyright by boris gloger 2008

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