A Critical Look at CMM and Agile Through Gen Y
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A Critical Look at CMM and Agile Through Gen Y

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Much has been written about the commonality or even the lack of it between Agile and CMM. CMM claims to be a flexible model that can be tailored and adapted to many life cycles. This facilitated ...

Much has been written about the commonality or even the lack of it between Agile and CMM. CMM claims to be a flexible model that can be tailored and adapted to many life cycles. This facilitated attempts to bring-in the iterative life cycles and practices of Agile under CMM model. However, the debate on their compatibility continued as is evident in Kevin Trethewey‘s blog, which is one of many of its kinds.

The continued discussion is evident enough that it is not sufficient to compare practice to practice and arrive at any reasonable conclusion about their overall compatibility.

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  • National Employment Report
  • - Before receiving the “CMM” name, the first Capability Maturity Model-like framework was published in 1989 by Watts Humphrey in his book, Managing the Software Process 6. A few years earlier, the U.S. DoD announced a request for proposals (RFP) to address the excessive amount of money being spent on software that was either never delivered or delivered late with little of its expected functionality.
  • “ If we look at the genesis of the CMM, it predates the internet and nearly everything associated with internet technology. For that matter, CMM predates many software development, deployment, and infrastructure technologies, languages and methods. We’ve all learned a lot in the past 20 years. When the DoD set out to address their “software dilemma,” the software world was different than it is today.” [4]
  • “ If we look at the genesis of the CMM, it predates the internet and nearly everything associated with internet technology. For that matter, CMM predates many software development, deployment, and infrastructure technologies, languages and methods. We’ve all learned a lot in the past 20 years. When the DoD set out to address their “software dilemma,” the software world was different than it is today.” [4]
  • “ If we look at the genesis of the CMM, it predates the internet and nearly everything associated with internet technology. For that matter, CMM predates many software development, deployment, and infrastructure technologies, languages and methods. We’ve all learned a lot in the past 20 years. When the DoD set out to address their “software dilemma,” the software world was different than it is today.” [4]
  • 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. 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. Similarly, people typically work for many companies throughout their careers. We live in a dynamic world. A focus on process provides the infrastructure necessary to deal with an everchanging world, and to maximize the productivity of people and the use of technology to be more competitive. Manufacturing has long recognized the importance of process effectiveness and efficiency. Today, many organizations in manufacturing and service industries recognize the importance of quality processes. Process helps an organization’s workforce meet business objectives by helping them work smarter, not harder, and with improved consistency. Effective processes also provide a vehicle for
  • 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. 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. Similarly, people typically work for many companies throughout their careers. We live in a dynamic world. A focus on process provides the infrastructure necessary to deal with an everchanging world, and to maximize the productivity of people and the use of technology to be more competitive. Manufacturing has long recognized the importance of process effectiveness and efficiency. Today, many organizations in manufacturing and service industries recognize the importance of quality processes. Process helps an organization’s workforce meet business objectives by helping them work smarter, not harder, and with improved consistency. Effective processes also provide a vehicle for
  • “ If we look at the genesis of the CMM, it predates the internet and nearly everything associated with internet technology. For that matter, CMM predates many software development, deployment, and infrastructure technologies, languages and methods. We’ve all learned a lot in the past 20 years. When the DoD set out to address their “software dilemma,” the software world was different than it is today.” [4]
  • “ If we look at the genesis of the CMM, it predates the internet and nearly everything associated with internet technology. For that matter, CMM predates many software development, deployment, and infrastructure technologies, languages and methods. We’ve all learned a lot in the past 20 years. When the DoD set out to address their “software dilemma,” the software world was different than it is today.” [4]

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

  • 1. .
  • 2. 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
  • 3. 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
  • 4. 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
  • 5. Agenda
    • Generation Y
    • Compare CMM And Agile
    • People Focus In CMM
    • People Focus In Agile
    • Conclusion
  • 6. Generation Y
    • Traditionalists - Pre 1946
    • Baby Boomers – 1946 -1964
    • Gen X – 1964 - 1979
    • Gen Y – 1979 - 2000
  • 7. 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
  • 8. Generation Y
    • Higher Expectations At Workplace
    • Reluctance To Perform Rudimentary Tasks
    • Want Quick Results – Small Goals
    • Immediate Gratification
  • 9. Generation Y
    • Want Flexibility & Telecommuting
    • Work-Life Balance
      • Want To Leave Work Temporarily For Children
    • Like To Own Their Own Fate
  • 10. Generation Y CMM CMM + Agile Agile
  • 11. 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?
  • 12. Compare CMM and Agile
    • 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…”
  • 13. Compare CMM and Agile
    • 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)
  • 14. Compare CMM and Agile What Is Unsettling? People Focus
  • 15. People Focus In CMM – Historical Baggage
  • 16. People Focus In CMM – Historical Baggage
    • A Lot Happened In Last 20 Years
      • Internet
      • Development
      • Deployment
      • Testing
      • Infrastructure
      • Languages
  • 17. People Focus In CMM – Historical Baggage
    • CMM’s Main Focus
      • High Risk
      • Government
      • Contractual
    • Have To “Enforce” Accountability
  • 18. People Focus In CMM – Historical Baggage
    • 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?
  • 19. People Focus In CMM – Historical Baggage
      • 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 
  • 20. People Focus In CMM – Historical Baggage
    • 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.”
  • 21. People Focus In CMM – Historical Baggage
    • 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.”
  • 22. People Focus In CMM Who Went For CMM Certificates? And Why?
  • 23. People Focus In CMM Who Went For CMM Certificates? And Why? Consulting Business
  • 24. People Focus In CMM – Consulting Business
    • Need To Show Case Ability
    • 60% Indian Companies. Mostly Consulting!
    • Certificate Becoming A Business Need
  • 25. People Focus In CMM – Consulting Business
    • People Fall In Line
    • All The Leaders Are Process Keepers
    • Process Is The Career Growth Tool
    • Gap Between Leaders And Teams
    • Broken Trust!
  • 26. People Focus In CMM – Consulting Business
    • Major Activities Include
      • Quality Group Policing
      • Check Lists
      • Audits
  • 27. 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
  • 28. People Focus In Agile
    • Bottom Up Approach
      • Trust
      • Ownership
    • Fulfillment
      • It’s Team’s Success
  • 29. People Focus In Agile
    • 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
  • 30. 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
  • 31. 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
  • 32. 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 
  • 33. 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
  • 34. Conclusion
    • Does More People Focus Makes Less CMM?
      • ????
    • Does Less People Focus Makes Less Agile?
      • YES
  • 35. Gen Y In India? http://blogs.harvardbusiness.org/erickson/2009/02/global_generations_focus_on_in.html
  • 36.
  • 37. Bouquets And Brickbats