ElbitElbit SystemsSystems
Keys to Making Agile & CMMIKeys to Making Agile & CMMI
CompatibleCompatiblepp
22 Jan 2009 1®2009...
The KeysThe Keys
1. Understand that CMMI is not a standard,
development life cycle or something that can bedevelopment lif...
TopicsTopics
What CMMI is and isn’t.
What CMMI really is.
How to get yourself Institutionalized.
Making CMMI Agile.
22 Jan...
What theWhat theWhat theWhat the
CMMICMMI
is and isn’tis and isn’tis and isn’tis and isn’t
Definitions and MisconceptionsD...
CMMI is a FRAMEWORKCMMI is a FRAMEWORK
Not a standard
Not a prescription
IS a description
CANNOT be cookie cutter (and sti...
Prescription vs.Prescription vs.
DescriptionDescription
Prescription:
“Take twice daily before
Description:
See a doctor w...
Improvement vs.Improvement vs.
ComplianceCompliance
Process Compliance =
Do the process this way.
Process Improvement =
h ...
It Is What It Is…It Is What It Is…
CMMI is:
A model
for creating business process improvement
systemssystems
for managemen...
It’s Not What It’s Not…It’s Not What It’s Not…
CMMI is NOT:
A life cycle
for developing products
or standards for
developm...
How we use ModelsHow we use Models
22 Jan 2009 10®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
Model Practices vs.Model Practices vs.
Your PracticesYour Practices
22 Jan 2009 11®2009 Entinex, Inc. ***PROPRIETARY*** AL...
Perception/Abuse of CMMIPerception/Abuse of CMMI
CMMI
Existing Processes
22-Jan-09 12®2009 Entinex, Inc. ***PROPRIETARY***...
What’s “Required”?What’s “Required”?
Goals are REQUIRED
Practices are expected not requiredPractices are expected not requ...
Process Areas (PAs)Process Areas (PAs)
The Process Areas in CMMI describe how to improve
activities which take place in th...
PAs are NOT Processes!PAs are NOT Processes!
Process Areas ARE NOT:
Processes or Process DescriptionsProcesses or Process ...
Specific Practices (SP)Specific Practices (SP)
What organizations are “expected” to actually do
in order to achieve a Goal...
the CMMI waythe CMMI waythe CMMI waythe CMMI way
to getto get
InstitutionalizedInstitutionalizedInstitutionalizedInstituti...
What isWhat is
Institutionalization?Institutionalization?
Let’s talk about products and projects for a moment.
Imagine you...
SettingSetting--up anup an
Agile CMMIAgile CMMIAgile CMMIAgile CMMI
RealityReality--Based, Scalable, Agile,Based, Scalable...
OptimizationOptimization
O i i d O i i d
Extreme Extreme
Optimized Optimized
Core
CMMI
P i i l
Core
Agile
Principles
Core
...
Simplifying the AppraisalSimplifying the Appraisal
Appraisals require 3 forms of objective evidence per
practice per insta...
More AppraisalMore Appraisal
SimplificationSimplification
SCAMPI training is misleading.
Assumes a specific instantiation ...
Assumptions & ApproachAssumptions & Approach
You’re already successful.
Your people know how to deliver working productsYo...
Instead…Instead…
Process SolutioneeringTM
Cascading Life Cycles™
Patent Pending
Expectation/BizDev/Corporate Life CycleExp...
Key FeatureKey Feature
Process definition/description documents define
where in YOUR reality practices take placewhere in ...
Use a Quality ManualUse a Quality Manual
Explains how on each project,
all company Processes:
are planned-out and tailored...
Summary 2Summary 2
Requirements
CMMI Happens Here:
Requirements
Management
Project
Planning
Templates
Planning
Project Mon...
What’s Not HereWhat’s Not Here
Templates
Engineering
Particular
Process
Area
Engineering
Life Cycle
Process
Descriptions
B...
At the AppraisalAt the Appraisal
Templates
E i i
Process
Implementation
I di tEngineering
Life Cycle
Indicator
Description...
Is itIs it thatthat easy?easy?
Less Disruption and More Productivity Requires:
More up-front process design.More up front ...
Agile + CMMIAgile + CMMI
CMMI withCMMI with AgileAgile
Keys to Making CMMIKeys to Making CMMI AgileAgiley gy g gg
22 Jan 2...
Suppose…Suppose…
CMMI was about process management,
not development processesnot development processes.
Agile could accoun...
Agile Ideals?Agile Ideals?
Empowered development teams.
Account for everything that takes time.
Manage the processes, not ...
Keys to MakingKeys to Making
CMMI “Agile”CMMI “Agile”
Reality-Based Process Descriptions and Life Cycles
Process Solutions...
Questions?Questions?
22 Jan 2009 35®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
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Keys to Making CMMI and Agile Compatible

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A more concise, direct, and informative take on an earlier presentation on my blog by the same name.

Published in: Business

Keys to Making CMMI and Agile Compatible

  1. 1. ElbitElbit SystemsSystems Keys to Making Agile & CMMIKeys to Making Agile & CMMI CompatibleCompatiblepp 22 Jan 2009 1®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  2. 2. The KeysThe Keys 1. Understand that CMMI is not a standard, development life cycle or something that can bedevelopment life cycle or something that can be complied with. 2. Understand that CMMI is a model and how models are used. 3. Understand what Institutionalization (A lt ti ) i i CMMI(Acculturation) is in CMMI. 4 U d t d h t i lif th i l4. Understand how to simplify the appraisal. 22 Jan 2009 2®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  3. 3. TopicsTopics What CMMI is and isn’t. What CMMI really is. How to get yourself Institutionalized. Making CMMI Agile. 22 Jan 2009 3®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  4. 4. What theWhat theWhat theWhat the CMMICMMI is and isn’tis and isn’tis and isn’tis and isn’t Definitions and MisconceptionsDefinitions and Misconceptions 22 Jan 2009 4®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  5. 5. CMMI is a FRAMEWORKCMMI is a FRAMEWORK Not a standard Not a prescription IS a description CANNOT be cookie cutter (and still work well) Does not require purchase of software or toolsDoes not require purchase of software or tools Meant for process improvementMeant for process improvement, not process compliance. 22 Jan 2009 5®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  6. 6. Prescription vs.Prescription vs. DescriptionDescription Prescription: “Take twice daily before Description: See a doctor when youy meals.” Eat < 1800 Kcal/day Exercise 500 Kcal/day y don’t like how you feel, you’re not sure what’s wrong and you don’t knowExercise 500 Kcal/day Sleep > 8 hr/night Don’t Smoke D ’t D i k t h what else to do. Take good care of yourself. Eat right. Don’t Drink too much Don’t eat refined carbs Don’t take life or yourself g Get exercise. Get enough sleep. Don’t abuse your bodytoo seriously. Don t abuse your body. Reduce stress in your life. 22 Jan 2009 6®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  7. 7. Improvement vs.Improvement vs. ComplianceCompliance Process Compliance = Do the process this way. Process Improvement = h h ll k d ffDo things that will make a difference to your company. 22 Jan 2009 7®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  8. 8. It Is What It Is…It Is What It Is… CMMI is: A model for creating business process improvement systemssystems for management ofg development processes. 22 Jan 2009 8®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  9. 9. It’s Not What It’s Not…It’s Not What It’s Not… CMMI is NOT: A life cycle for developing products or standards for development processes. 22 Jan 2009 9®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  10. 10. How we use ModelsHow we use Models 22 Jan 2009 10®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  11. 11. Model Practices vs.Model Practices vs. Your PracticesYour Practices 22 Jan 2009 11®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  12. 12. Perception/Abuse of CMMIPerception/Abuse of CMMI CMMI Existing Processes 22-Jan-09 12®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  13. 13. What’s “Required”?What’s “Required”? Goals are REQUIRED Practices are expected not requiredPractices are expected not required You’ve ‘got’ to be doing “something” to be achieving a goal.g If you don’t already have good ideas for how to achieve a goal, the practices are a good place to start. Everything else is “commentary” Which can be helpful if the goals or practices aren’t self-explanatoryself-explanatory. Don’t assume you and CMMI use terms the same way.y 22 Jan 2009 13®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  14. 14. Process Areas (PAs)Process Areas (PAs) The Process Areas in CMMI describe how to improve activities which take place in the PA:activities which take place in the PA: Wherever Whenever However they may occur in a given organization. Each PA describes: One set of goals and practices that make up the processg p p p area: Specific Goals and Specific Practices And one set of practices that are shared across all process areas: Generic Goals and Generic Practicesprocess areas: Generic Goals and Generic Practices 22 Jan 2009 14®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  15. 15. PAs are NOT Processes!PAs are NOT Processes! Process Areas ARE NOT: Processes or Process DescriptionsProcesses or Process Descriptions Procedures StandardsStandards Forms or Formats Collectively Exhaustive Mutually Exclusive The “last” word. What you need to be doing… th ’ h t t d t i h t ’ d i…they’re what to do to improve what you’re doing. 22 Jan 2009 15®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  16. 16. Specific Practices (SP)Specific Practices (SP) What organizations are “expected” to actually do in order to achieve a Goal is describedin order to achieve a Goal is described in some number of Specific Practices. Goals have several practices. The straightest line to achieving a goal is to perform the practices. The “straightest line” may be a matter of perspective. D t ti i i ht fDo not assume every practice is right for you. 22 Jan 2009 16®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  17. 17. the CMMI waythe CMMI waythe CMMI waythe CMMI way to getto get InstitutionalizedInstitutionalizedInstitutionalizedInstitutionalized Not what you think,Not what you think, butbut Not as ha d as hat o think eitheNot as ha d as hat o think eitheNot as hard as what you think either.Not as hard as what you think either. 22 Jan 2009 17®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  18. 18. What isWhat is Institutionalization?Institutionalization? Let’s talk about products and projects for a moment. Imagine you’re the PM/PLImagine you re the PM/PL. What would be expected of you to manage the product/project?product/project? … … … … … ’d jTreat your processes as you’d treat projects. 22 Jan 2009 18®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  19. 19. SettingSetting--up anup an Agile CMMIAgile CMMIAgile CMMIAgile CMMI RealityReality--Based, Scalable, Agile,Based, Scalable, Agile, Adaptive, Responsive…Adaptive, Responsive…p , pp , p 22 Jan 2009 19®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  20. 20. OptimizationOptimization O i i d O i i d Extreme Extreme Optimized Optimized Core CMMI P i i l Core Agile Principles Core Agile P i i l PrinciplesPrinciplesPrinciples 22 Jan 2009 20®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  21. 21. Simplifying the AppraisalSimplifying the Appraisal Appraisals require 3 forms of objective evidence per practice per instance (project):practice per instance (project): 1 Direct + Either 1 Indirect or 1 Affirmation “Objective Evidence” ≠ Documentation! “Proof-in-pudding” is GOOD! 22 Jan 2009 21®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  22. 22. More AppraisalMore Appraisal SimplificationSimplification SCAMPI training is misleading. Assumes a specific instantiation of required practicesAssumes a specific instantiation of required practices. Discourages collaboration. Major on-site activities: Artifact review. Affirmations. Findings Validation. Can be done simultaneously and collaboratively. 22 Jan 2009 22®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  23. 23. Assumptions & ApproachAssumptions & Approach You’re already successful. Your people know how to deliver working productsYour people know how to deliver working products. You’re doing *something* right! Each CMMI practice seeks to avoid some risk.Each CMMI practice seeks to avoid some risk. Successful companies know how to avoid those risks. If we seek what your people are doing to avoid the same risks, we can map what they’re doing to CMMI. Identify your working practicesIdentify your working practices. If there are gaps, you probably could use the improvement.p o e e t 22 Jan 2009 23®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  24. 24. Instead…Instead… Process SolutioneeringTM Cascading Life Cycles™ Patent Pending Expectation/BizDev/Corporate Life CycleExpectation/BizDev/Corporate Life Cycle Engagement/Management/Technical Life Cycle (menu) Engagement/Management/Technical Life Cycle (menu) CMMI Process Areas CMMI Process Areas Daily Management Daily Management 22 Jan 2009 24®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  25. 25. Key FeatureKey Feature Process definition/description documents define where in YOUR reality practices take placewhere in YOUR reality practices take place. Expectation/BizDev/Corporate Life Cycle The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Expectation/BizDev/Corporate Life Cycle Engagement/Management/Technical Life Cycle (menu) The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Engagement/Management/Technical Life Cycle (menu) Particular Process CMMI Process Areas CMMI Process Areas Daily Management The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Daily Management Area Process Descriptions 22 Jan 2009 25®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  26. 26. Use a Quality ManualUse a Quality Manual Explains how on each project, all company Processes: are planned-out and tailoredare planned out and tailored from a single set of company processes are assigned as someone’s responsibility are provided resources to be done are assured of having people trained in them h h i k d Quality Manual have their work products configuration controlled involve relevant stakeholders are monitored & controlled bj ti l l t dare objectively evaluated against applicable standards, have performance reviewed with higher management, and incorporate lessons learnedincorporate lessons learned for improvement 22 Jan 2009 26®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  27. 27. Summary 2Summary 2 Requirements CMMI Happens Here: Requirements Management Project Planning Templates Planning Project Monitoring & Control Engineering Measurement & Analysis Engineering Life Cycle Process & Product Quality Assurance Backlogs & Peer Reviews 22 Jan 2009 27®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED Configuration Management Peer Reviews
  28. 28. What’s Not HereWhat’s Not Here Templates Engineering Particular Process Area Engineering Life Cycle Process Descriptions Backlogs & Peer Reviews 22 Jan 2009 28®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED Peer Reviews
  29. 29. At the AppraisalAt the Appraisal Templates E i i Process Implementation I di tEngineering Life Cycle Indicator Descriptions come from here: Backlogs & Peer Reviews 22 Jan 2009 29®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED Peer Reviews
  30. 30. Is itIs it thatthat easy?easy? Less Disruption and More Productivity Requires: More up-front process design.More up front process design. Deep understanding of Company Context: Technology P ocesses/P acticesProcesses/Practices Culture Project types and style C tCustomers Deep understanding of CMMI. Deep understanding of SCAMPI process.p g p More work by the appraiser. Lasting results and real ROI require real investment and real discipline. 22 Jan 2009 30®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  31. 31. Agile + CMMIAgile + CMMI CMMI withCMMI with AgileAgile Keys to Making CMMIKeys to Making CMMI AgileAgiley gy g gg 22 Jan 2009 31®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  32. 32. Suppose…Suppose… CMMI was about process management, not development processesnot development processes. Agile could account for non-development activities.g e cou d accou t o o de e op e t act t es Everything that takes time. CMMI practices avoid risks everyone wants to avoid. Agile practices work towards project success and client delight. 22 Jan 2009 32®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  33. 33. Agile Ideals?Agile Ideals? Empowered development teams. Account for everything that takes time. Manage the processes, not the people.Manage the processes, not the people. Bureaucracy doesn’t work: Are they incompetent? Do they lack discipline? Does Agile work w/either? Go Native! Speak the local language.p g g 22 Jan 2009 33®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED
  34. 34. Keys to MakingKeys to Making CMMI “Agile”CMMI “Agile” Reality-Based Process Descriptions and Life Cycles Process Solutions not Process Compliance Non-Sequential Process FlowsNon Sequential Process Flows Non-Prescriptive Process Management Getting “the right people on the bus.”* Use “risk-avoidance-speak” not “model-speak”p p Focus on Customer/Productivity/Profit/ROI (NOT !)(NOT process!) 22 Jan 2009 34®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED *Jim Collins, Good to Great
  35. 35. Questions?Questions? 22 Jan 2009 35®2009 Entinex, Inc. ***PROPRIETARY*** ALL RIGHTS RESERVED

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