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Scrum and CMMi @ScrumGathering Brazil 2009
 

Scrum and CMMi @ScrumGathering Brazil 2009

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Ana Rouiller and Boris Gloger did a presentation about how to combine CMMi and Scrum.

Ana Rouiller and Boris Gloger did a presentation about how to combine CMMi and Scrum.

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    Scrum and CMMi @ScrumGathering Brazil 2009 Scrum and CMMi @ScrumGathering Brazil 2009 Presentation Transcript

    • Scrum and CMMI/MPS.BR ? How to combine Scrum and CMMi to achieve the excellence in Software Development presented by Ana Rouiller Boris Gloger ScrumGathering Sao Paulo, May 2009
    • 2004 1st ScrumGathering Vienna 2007 1st Certified ScrumMaster Training in Sao Paulo 2009 1st Scrum Gathering in South America
    • 2001 Software Engineer PhD for small companies 2006 Apparisser MPS.BR 2008 CMMI Apraisser Apraisser and Consultant in more than 150 companies
    • Ana about Boris: Boris about Ana: “Boris is a CMMi person “Ana is a Scrum person doing Scrum!” doing CMMi!”
    • Regions, where we started to combine CMMi/ MPS.BR and Scrum
    • let´s start ...
    • Why do we believe that Scrum and CMMi will enable small companies grow? in Brazil to
    • The Traditional Way to Implement Scrum TEAM
    • CHECK it - Daily Scrum HOW to do - Sprint Planning 2 WHAT to do - Sprint Planning 1 The Scrum is Scrum Analyse PB Flow Tactical © 2009 Level most only Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU used to run a STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAGER Product Idea Estimation Meeting 12:00 project on Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N team or DU CT OW SC R E R Version 1.2 T UM MAS 18:00 TEAM Day 1 Release Product Backlog multi-team Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB level 1 100 20 Under ? 52 Strategic stand Planning Poker Play! CU CU 13 30 8 40 M M STO MER STO MER ANAGER ANAGER USER USER Level 3 Releaseplan Releaseplan Update 5 20 8 8 13 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 5 TEAM SIZE it - Estimation Meeting
    • TU WE TH FR MO TU WE TH FR MO TU MO PR ER O N DU CT OW PO-Roll TEAM SP 1 PR ER O N DU CT OW PR ER O N DU CT OW Backlog SC R E R T UM MAS Prep Training PR ER O N DU CT OW SC R E R T UM Backlog MAS Rev Prep PR ER O Estim. N DU CT OW TEAM TEAM SP 2 Retro Estim. TEAM TEAM Prio SC R E R T UM MAS TEAM PR ER O N DU CT OW
    • company backlog and larger Scrum Set-UP
    • synchronization of teams Sprint planning 1 Sprint planning 2
    • Product Owner Team
    • Problem of Scrum Implementation There is no clear understanding about how to mature organizations
    • The Traditional Way to Implement CMMi
    • PQR$ST:&-#$%&$G+F+4-%+%&.$ G11B$Y$>'Z>[$:O$ 5: Otimizando --- /&F,&#&(7+?@8$ 4: Ger. Quant. --- '#7+)-+%+$$$86$$$G8(V(6+$ --- 3: Definido 2: Gerenciado --- $$$$$$$%&$$W,&+#$%&$quot;,84&##8$ 1: Executado --- 0: Incompleto --- PUR$ST:&-#$%& Jquot;K$$Jquot;9$$OOO$$quot;quot;$$quot;1G$$OOO$$9!/$$G!/$ $1+76,-%+%&.$ PXXR$W,&+#$%&$quot;,84&##8$P!quot;#R.$ 5: Otimizando$ !quot;#$%&$2&,3(4-+$%&$quot;,84&##8.$ !quot;#$%&$'()&(*+,-+. $ OID, CAR Jquot;K.$K848$(8$quot;,84&##8$ /'01.$2&,3(4-+$%&$/&56-#-78# $ $$$$$$$$$J,)+(-L+4-8(+;$ /9.$9&#&(:8;:-<&(78 $ 4: Gerenciado Jquot;9.$9&D(-?@8$%8$quot;,84&##8$ %&$/&56-#-78#$ Quantitativamente$ $$$$$$$$$$J,)+(-L+4-8(+;$ =>.$>8;6?@8$ OPP, QPM J=.$=,&-(+<&(78$J,)+(-L+4-8(+;$ =A4(-4+$ Jquot;quot;.$9&#&<F&(*8$%8$quot;,84&##8$ quot;B.$B(7&),+?@8$%&$quot;,8%678 $ $$$$$$$$$J,)+(-L+4-8(+;$ C'/.$C&,-D4+?@8 $ 3: Definido$ JB9.$B(8:+?@8$&$1&;*8,-+$ C!E.$C+;-%+?@8$ RD, TS, PI, VER, $$$$$$$$J,)+(-L+4-8(+;$ VAL, OT, OPF, OPD, !quot;#$%&$2&,3(4-+$%&$quot;,8M&78.$ !quot;#$%&$!F8-8. $ IPM, RSKM, DAR quot;quot;.$quot;;+(&M+<&(78$%&$quot;,8M&78$ G1.$2&,3(4-+$%&$G8(D)6,+?@8 $ quot;1G.$!48<F+(*+<&(78$&$ quot;quot;0!.$2+,+(H+$%+$06+;-%+%& $ 2: Gerenciado$ $$$$$$$$$G8(7,8;&$%&$quot;,8M&78$ $$$$$$$$$$$$$%&$quot;,84&##8$&$quot;,8%678 $ REQM, PP, PMC, >!1.$2&,3(4-+$%&$!48,%8#$ 1!.$1&%-?@8$&$!(I;-#& $ $$$$$$$$$$48<$K8,(&4&%8,&#$ 9!/.$!(I;-#&$%&$9&4-#@8 $ SAM, MA, PPQA,CM Bquot;1.$2&,3(4-+$B(7&),+%+$%&$quot;,8M&78$ &$/&#8;6?@8 $ />N1.$2&,3(4-+$%&$/-#48$ G!/.$!(I;-#&$%&$G+6#+$& $ 1: Inicial$ 0quot;1.$2&,3(4-+$06+(H7+H:+$%&$quot;,8M&78$$ $$$$$$$$$/&#8;6?@8$
    • >+$*4?;5%& !quot;#$%&'(& >*;-*.,.#@*;,5.& )*#$*+,($*#-& /$0',.,#-. & $*#%$&&A%5quot;58<-& +-.&& +-&B%-C$#-&$& /$0',.,#-.& /$0',.,#-.& 65*#$%& !quot;#$%& D$%$*;,5% /5.#%$5($*#-& 1-(2%-($3 & &6'+5*E5. =,+,%$;,-*58&& 4($*#-&25%5 & &/$0',.,#-. /$0',.,#-.&& -.&&/$0',.,#-. 65#%,7&+$&/5.#%$5quot;,8,+5+$&-'& 9,.#$(5&+$&:;-(25*<5($*#-&+$&/$0',.,#-.&
    • Problem of CMMi Impl. Level 2 Does not effect the people (teams) that really do Software
    • Why not bringing both worlds together? TEAM
    • 2009 CMMi Scrum
    • CMMi Scrum
    • Start of two movements inside the company .... CMMi Scrum
    • Start of two movements inside the company .... CMMi ... in the same time! Scrum
    • 1. Run Scrum in Teams
    • 2. Do CMMi in the Organization
    • Where do we go? Modelling the Business
    • Start an SEPG
    • Measurement and Analysis System
    • Our Observations
    • 2 Resultados •! Visibilidade Pública. 5ª Sprint em andamento. •! Estimativas melhores. •! Melhoria das estimativas. •! Comunicação melhorada (Reuniões mais •! Melhoria da comunicação. frequentes, melhor Integração da Empresa). •! Time comprometido. •! Trabalho em Equipe. •! Disseminação do conhecimento. •! Participação do Product Owner. •! Conhecimento antecipado dos riscos. •! Organização das Idéias. •! Melhoria na qualidade do produto •! Estórias pequenas mas gerênciaveis (menos •! Melhoria da qualidade de vida dos desenvolvedores e incerteza e acompanhamento do PO) técnicos •! Satisfação de concluir tarefas e estórias (estórias com fim). Resultados Ínsula Tecnologia da Informação •! Melhoramos o conhecimento sobre Scrum. •! Muitas dúvidas já solucionadas. Some Results from a workshop •! Já achamos que sabemos como fazer melhor os backlogs, estimativas, SP1, SP2, reviews e demos. of companies in Maringa! •! Ainda não achamos o ponto de sintonia da Daily Scrum. •! Estimativas ainda são muito falhas. •! XP goela abaixo: aumento de produtividade e redução dos bugs.
    • We observed .... 50 37,5 25 12,5 2007 2008 0 2009 Rework that was 50% was down to 5%
    • We observed .... We became more mature quickly because the life cycle is much shorter and all people have been involved.
    • We observed .... control of urgency went to organizational level
    • We observed .... We used the PDCA for all people in the organization
    • We observed .... The improvements have been based on objective data
    • We observed .... In March 2010 we will publish the results about what will have happened in at least 30 companies
    • We observed .... copyright by: Boris Gloger, Baden-Baden, Germany Ana Rouiller, SWQuality, Recife, Brazil get in contact with us: AnaRouiller@gmail.com Boris.Gloger@borisgloger.com