SCRUM + CMMI = SCRUMMI?

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This presentation was provided at the Cincinnati Day of Agile 2012.

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SCRUM + CMMI = SCRUMMI?

  1. 1. Agile MaturitySCRUM + CMMI = SCRUMMI?
  2. 2. About MeProject Management 25+ Years PMP since 2001 CSM since 2010 Roles SCRUM Master and Coach Program Manager Project Manager CTO VP Operations, AFCEA Fort Knox Gold Vault Chapter CMMI Process Consultant
  3. 3. Agenda• Overview of CMMI• Agile Manifesto• Life Cycles• Life Cycle Division• Maturity Artifacts• Tools
  4. 4. Overview of CMMI• Process Models (There are 3) – Acquisitions – Development – Services• Goals and Practices (there are 2) – Specific – Generic• Process Areas (there are 22) – Measurements and Analysis (MA) – Integrated Project Management (IPM) – Process and Product Quality Assurance (PPQA) – Project Planning (PP) – Etc.• Goals are the only required component of CMMI.
  5. 5. Agile Manifesto“We are uncovering better ways of developing software bydoing it and helping others do it. Through this work wehave come to value [the following]:• Individuals and interactions over processes and tools• Working software over comprehensive documentation• Customer collaboration over contract negotiation• Responding to change over following a planThat is, while there is value in the items on the right, wevalue the items on the left more.”
  6. 6. Life Cycle ConfusionThe Project• This diagram has all of the PMLC and SDLC Life Cycle phases represented.• You can not pull out what is project management vs. what is system development. • A challenge: Show this to your team and ask them, “Where do we do peer reviews?”. You will get different answers from different team members.
  7. 7. Life Cycle Division • There are separated life cycles. • The Project Management on the left belongs to the project manager and his designees. • The System Development clearly is owned by the development team lead and his designees. • In all of this Monitoring and Control functions need to be applied to both sides. – Project Monitoring (Quality) – Product Monitoring (Quality)
  8. 8. Demonstrate a DivisionInitiation Inception• Charter (High Level • High Level Requirement Scope)• Assumption/Constraints Elaboration • Detailed Req.• High Level Requirements DesignPlanning • Detailed Design• Schedule • Peer Reviews (dependencies) Construction• Processes to be planned • CodeExecution • Executables• Monitoring • Peer Reviews• Status Reporting TestingClose • Test Cases• Lessons Learned • Req. Traceability• Archival Implementation• Estimates vs. Actual • Product Post Imp. • Lessons Learned
  9. 9. Maturity Artifacts• Key Artifacts – Project Schedule (Traditional) – Product and Sprint Backlog (Agile) with resources• Work Breakdown Structure – WBS (Traditional) – Product Backlog (Agile)• Velocity / Burndown Charts – Easy Management Reporting – Measurements (Estimates vs. Actuals)• Earned Value – Traditional • Must be a mature organization to obtain value from Earned Value Management. – Agile • Does this bring value to the organization above and beyond what Agile reporting already provides.
  10. 10. Agile Life CycleAgile Project ManagementProject Management Plan (Overarching for all Agile Projects) Risk Mgmt. Issue Mgmt. Change Mgmt. etc.Product Backlog (WBS)Sprint Backlog (Schedule, dependencies, assignments, etc.. System Development Test Plans and Cases Technical Specifications Deployment Strategy Architecture diagrams, etc. Defect Tracking/Bug Fixes Peer Reviews Requirements Management and Traceability
  11. 11. DemonstrationExcel Example: Sprint Backlog
  12. 12. Agile Tools Standard Agile tools Sprint Burn Down can help meet 700 practices and goals. 600 500 Work 400 Estimates vs. Actuals 300 200 Planned work Actual work 100 0 Product Burn Down 12 12 12 12 12 2 2 2 01 01 01 20 20 20 20 20 /2 /2 /2 1/ 3/ 5/ 7/ 9/ 11 13 15 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ Date Incomplete StoriesVelocity New Stories Actual Velocity Planned Velocity Burn down chart can serve as your Basis Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprints Sprint 5 Sprint 6 of Estimate (BOE) as well as requirements tracking.
  13. 13. Measures and Analysis Sprint Burn Down 700 600 500Work 400 Planned work 300 Actual work 200 100 0 12 12 12 12 12 2 2 2 01 01 01 20 20 20 20 20 /2 /2 /2 1/ 3/ 5/ 7/ 9/ 11 13 15 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ Date
  14. 14. Measures and Analysis Product Burn Down Incomplete StoriesVelocity New Stories Actual Velocity Planned Velocity Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprints
  15. 15. Summary – Generic PracticesGP 2.1 Establish an Organizational Policy Management CommitmentGP 2.2 Plan the Process Sprint PlanningGP 2.3 Provide Resources Sprint BacklogGP 2.4 Assign Responsibility Agile RolesGP 2.5 Train People Deployment ApproachGP 2.6 Manage Configurations Interim Work ProductsGP 2.7 Identify and Involve Relevant Stakeholders Stand Up MeetingsGP 2.8 Monitor and Control Process Burn Down RatesGP 2.9 Objectively Evaluate Adherence Continuous Oversight
  16. 16. Summary – Generic PracticesGP 2.10 Review Status with Higher Level Management AnalyticsGP 3.1 Establish A Defined Process Define Agile MethodGP 3.2 Collect Improvement Information Reviews and Retrospectives Agile Methodologies overlap with CMMI engineering and project management practices, which, enhances both Agile and CMMI.
  17. 17. Questions?
  18. 18. Thank you!Twitter: @ProfMartyScrumLinkedIn:http://www.linkedin.com/in/martinlharboltpmpBlog:http://askthescrummaster.blogspot.com/

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