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Scrum Meets CMMI in Ouro Preto, Brazil, 2009
 

Scrum Meets CMMI in Ouro Preto, Brazil, 2009

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CMMi and Scrum will be the fundation for ongoing sustainable improvement of organizations.

CMMi and Scrum will be the fundation for ongoing sustainable improvement of organizations.

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    Scrum Meets CMMI in Ouro Preto, Brazil, 2009 Scrum Meets CMMI in Ouro Preto, Brazil, 2009 Presentation Transcript

    • Scrum Meets 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
    • 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
    • HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum is Scrum Analyse PB Flow © 2009 Tactical Level 9:00 Sprint # 1 ....... Sprint # 2 ....... Sprint # 3 ....... Sprint # 4 ....... most only 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 Review project on 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 R E UM MAS T Version 1.2 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 20 100 Under ? 5 2 Strategic stand Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting
    • MO TU WE TH FR MO TU WE TH FR MO TU 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 R E UM T MAS Training Prep PR ER O N DU CT OW SC R R E UM T MAS Backlog Rev Prep PR ER O Estim. DU CT OW N TEAM TEAM SP 2 Estim. Retro TEAM TEAM Prio SC R R E UM T 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
    • G11B$Y$>'Z>[$:O$ PQR$ST:&-#$%&$G+F+4-%+%&.$ /&F,&#&(7+?@8$ 5: Otimizando --- 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!/$$G!/$ $1+76,-%+%&.$ PXXR$W,&+#$%&$quot;,84&##8$P!quot;#R.$ 5: Otimizando$ !quot;#$%&$2&,3(4-+$%&$quot;,84&##8.$ !quot;#$%&$'()&(*+,-+. $ OID, CAR Jquot;K.$K848$(8$quot;,84&##8$ /'01.$2&,3(4-+$%&$/&56-#-78# $ $$$$$$$$$J,)+(-L+4-8(+;$ /9.$9&#&(:8;:-<&(78 $ 4: Gerenciado Jquot;9.$9&D(-?@8$%8$quot;,84&##8$ %&$/&56-#-78#$ Quantitativamente$ $$$$$$$$$$J,)+(-L+4-8(+;$ =>.$>8;6?@8$ OPP, QPM J=.$=,&-(+<&(78$J,)+(-L+4-8(+;$ =A4(-4+$ Jquot;quot;.$9&#&<F&(*8$%8$quot;,84&##8$ quot;B.$B(7&),+?@8$%&$quot;,8%678 $ $$$$$$$$$J,)+(-L+4-8(+;$ C'/.$C&,-D4+?@8 $ 3: Definido$ JB9.$B(8:+?@8$&$1&;*8,-+$ C!E.$C+;-%+?@8$ RD, TS, PI, VER, $$$$$$$$J,)+(-L+4-8(+;$ VAL, OT, OPF, OPD, IPM, RSKM, DAR !quot;#$%&$2&,3(4-+$%&$quot;,8M&78.$ !quot;#$%&$!F8-8. $ quot;quot;.$quot;;+(&M+<&(78$%&$quot;,8M&78$ G1.$2&,3(4-+$%&$G8(D)6,+?@8 $ quot;1G.$!48<F+(*+<&(78$&$ quot;quot;0!.$2+,+(H+$%+$06+;-%+%& $ 2: Gerenciado$ $$$$$$$$$G8(7,8;&$%&$quot;,8M&78$ $$$$$$$$$$$$$%&$quot;,84&##8$&$quot;,8%678 $ REQM, PP, PMC, >!1.$2&,3(4-+$%&$!48,%8#$ 1!.$1&%-?@8$&$!(I;-#& $ SAM, MA, PPQA,CM $$$$$$$$$$48<$K8,(&4&%8,&#$ 9!/.$!(I;-#&$%&$9&4-#@8 $ Bquot;1.$2&,3(4-+$B(7&),+%+$%&$quot;,8M&78$ &$/&#8;6?@8 $ />N1.$2&,3(4-+$%&$/-#48$ G!/.$!(I;-#&$%&$G+6#+$& $ 1: Inicial$ 0quot;1.$2&,3(4-+$06+(H7+H:+$%&$quot;,8M&78$$ $$$$$$$$$/&#8;6?@8$
    • !quot;#$%&'(& >+$*4?;5%& )*#$*+,($*#-& >*;-*.,.#@*;,5.& +-.&& /$0',.,#-. & $*#%$&&A%5quot;58<-& /$0',.,#-.& +-&B%-C$#-&$& /$0',.,#-.& !quot;#$%& 65*#$%& D$%$*;,5% /5.#%$5($*#-& 1-(2%-($3 & &6'+5*E5. 4($*#-&25%5 & =,+,%$;,-*58&& &/$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
    • 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 5ª Sprint em andamento. •! Visibilidade Pública. •! Melhoria das estimativas. •! Estimativas melhores. •! Melhoria da comunicação. •! Comunicação melhorada (Reuniões mais 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