A Critical Look at CMM and Agile Through Gen Y

A Critical Look at CMM and Agile Through Gen Y ADP India Akkiraju Bhattiprolu (Akki) [email_address] http://www.after3beers.com/ Facebook : akkirajub Twitter : #akkirajub Akkiraju Bhattiprolu (Akki) Senior Manager ADP Private Ltd. Hyderabad [email_address] http://www.adp.com/ http://www.agilejournal.com/component/content/1736?task=view

About ADP
World’s leading provider of Outsourced HR and Auto Dealership Services
Brief Profile
Established in 1949 and Headquartered in NJ
Revenues of about $9 billion
Operates in more than 50 Countries with 46,000 Associates
90% of revenue is recurring with an average client tenure of
over 9 years
Electronically moved over $1 trillion in client tax, direct deposit, and related client funds in fiscal 2008
Pay 30% of the employees of medium-sized businesses in the U.S.
ADP India
Fully Owned Subsidiary of ADP Inc.
Established in July 1999 with 102 Associates
Currently 3900+ and growing
Involved in R&D, BPO and RIM
Offices in Hyderabad and Pune
Works on an Extended Team Model

Disclaimer Views expressed in this presentation and talk are that of the presenter and do not necessarily reflect the views of his current or past employers

Agenda
Generation Y
Compare CMM And Agile
People Focus In CMM
People Focus In Agile
Conclusion

Generation Y
Traditionalists - Pre 1946
Baby Boomers – 1946 -1964
Gen X – 1964 - 1979
Gen Y – 1979 - 2000

Generation Y
Fastest Growing Work Force
Grew Up With TV, CD, DVD, Cell Phone
Educated, Tech Savvy
Optimism, Collaborative Ability
Open-mindedness, Drive
Feels Sought After, Needed, Indispensable

Generation Y
Higher Expectations At Workplace
Reluctance To Perform Rudimentary Tasks
Want Quick Results – Small Goals
Immediate Gratification

Generation Y
Want Flexibility & Telecommuting
Work-Life Balance
Want To Leave Work Temporarily For Children
Like To Own Their Own Fate

Generation Y CMM CMM + Agile Agile

Compare CMM and Agile
Is There Anything Common?
What Is Not Common?
Can There Be Synergies?
Isn’t CMMi Flex Enough To Have Agile Within It?

Ana Sofia C. Marçal, Bruno Celso C. de Freitas, Felipe S. Furtado Soares, and Arnaldo D. Belchior
Mark C. Paulk
Hillel Glazer, Jeff Dalton, David Anderson, Mike Konrad, and Sandy Shrum
David J Anderson
Mapping CMMI Project Management Process Areas to SCRUM Practices 1 “ The aim of our paper is to present a mapping between CMMI to Scrum… ” Extreme Programming from a CMM Perspective 2 “ In this article, I summarize both XP and the SW-CMM , show how XP can help organizations realize the SW-CMM goals, and then critique XP from a SW-CMM perspective ..” CMMI® or Agile: Why Not Embrace Both! 3 “ Agile development methods and CMMI best practices are often perceived to be at odds with each other. This report clarifies why the discord need not exist and proposes that CMMI and Agile champions work toward deriving benefit from using both and exploit synergies that have the potential to dramatically improve business performance..” Stretching Agile to fit CMMI Level 4 “… This is the story of how mixing Deming with Agile produced a lightweight CMMI solution for .Net developers everywhere…”

Do We Have Consensus?
Do We Understand Now?
“ Lean, CMMI, Iterative and Agile – The war’s not over but there is a ceasefire ”
Mar 2009 David Norton (Gartner Blog)

Compare CMM and Agile What Is Unsettling? People Focus

People Focus In CMM – Historical Baggage

A Lot Happened In Last 20 Years
Internet
Development
Deployment
Testing
Infrastructure
Languages

CMM’s Main Focus
High Risk
Government
Contractual
Have To “Enforce” Accountability

Has CMM Evolved?
YES, But…
Retains Flavors And Phrases Of Older Context
Practitioners May Not Be Moving With Each Version
Has The Value System (Focus) Changed?

GP 4.3 CMMi 1.2 Page 103/573
“ Predicting the ability of the process to achieve the established quantitative objectives requires a quantitative understanding of the contributions of the subprocesses that are critical to achieving these objectives and establishing and managing against interim quantitative objectives over time.”
Hmmm….. What is That 

CMMi 1.2 - Pg 16 - Value System
“ But what holds everything together? It is the processes used in your organization. Processes allow you to align the way you do business. They allow you to address scalability and provide a way to incorporate knowledge of how to do things better. Processes allow you to leverage your resources and to examine business trends.”

CMMi 1.2 - Pg 16 - Value System
“ This is not to say that people and technology are not important . We are living in a world where technology is changing by an order of magnitude every ten years..” “… .Manufacturing has long recognized the importance of process effectiveness and efficiency.”

People Focus In CMM Who Went For CMM Certificates? And Why?

People Focus In CMM Who Went For CMM Certificates? And Why? Consulting Business

People Focus In CMM – Consulting Business
Need To Show Case Ability
60% Indian Companies. Mostly Consulting!
Certificate Becoming A Business Need

People Fall In Line
All The Leaders Are Process Keepers
Process Is The Career Growth Tool
Gap Between Leaders And Teams
Broken Trust!

Major Activities Include
Quality Group Policing
Check Lists
Audits

People Focus In CMM – Consulting Business “ The job of the quality department was felt to be policing rather than playing an important role in developing the system.” “ The perennial problem is that of employees not being too keen on the processes and treating processes as a burden. New entrants still feel that documentation is a hell of work and the tendency for last minute documentation is a common phenomenon.”
Managing Growth in a High Technology Venture - the Fact-Tree Way
- Vasudeva Varma, Vamsi and Kirti Garg

Bottom Up Approach
Trust
Ownership
Fulfillment
It’s Team’s Success

Srinivas Chillara and Pete Deemer
Mark C. Paulk
Ana Sofia C. Marçal, Bruno Celso C. de Freitas, Felipe S. Furtado Soares, and Arnaldo D. Belchior
http://agilemanifesto.org/principles.html
Scrum and CMMI: A High level assessment of compatibility 1 “ Scrum believes that people, their skills and how they are harnessed are the most important factors for the success of a software development effort.” Trust Agile 12 Principles 4 “ Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” Fulfillment Mapping CMMI Project Management Process Areas to SCRUM Practices 3 “ Teams are self-managing, self- organizing, and cross-functional, and they are responsible for figuring out how to turn Product Backlog into an increment of functionality within an iteration and managing their own work to do so” Ownership Extreme Programming from a CMM Perspective 2 “ XP also emphasizes open workspaces, a similar people issue” that is outside CMM’s scope .” Trust

Generation Y No Rudimentary Tasks Open-mindedness Tech Savvy Optimism Collaborative Ability Open-mindedness Feels Sought After Indispensable Higher Expectations Want Quick Results Small Goals Immediate Gratification

Generation Y Small Goals “ Y’ers want small goals with tight deadlines so that they can build ownership of tasks. They should be challenged to find technological solutions to everyday issues.” Immediate Gratification “ They want to make an important impact immediately on projects they are involved with. They are looking for immediate gratification and an opportunity to excel.” Generation Y in the Workplace-Cara Spiro

Conclusion Gen Y Trait Agile CMM Optimism Encourages Bold Commitments  Minimize Risk  Collaborative Ability Encourages, Benefits  Minutes To Prove  Open-mindedness Suites Adapting Planning  Stick To Plans  Drive Commit And Deliver Do what it takes  Stick To Plans  Higher Expectations At Workplace Trust Peers  Trust Process 

Conclusion Gen Y Trait Agile CMM Reluctance To Perform Rudimentary Tasks No Waste  Stick To Plans  Owns Their Own Fate Make Commitments, Keep Commitments  Stick To Plan  Desire for Immediate Responsibility Sustained And Regular Pace  No Guarantee  Work-Life Balance Agile Requires Collaboration  Allows Isolation  Want Flexibility & Telecommuting

Conclusion
Does More People Focus Makes Less CMM?
????
Does Less People Focus Makes Less Agile?
YES

Gen Y In India? http://blogs.harvardbusiness.org/erickson/2009/02/global_generations_focus_on_in.html

Bouquets And Brickbats

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A Critical Look at CMM and Agile Through Gen Y

by Naresh Jain on Jan 28, 2010

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A Critical Look at CMM and Agile Through Gen Y — Presentation Transcript