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Agile: an evolutive approach
                               from CMMI-ISO




                           Miguel Insaurralde
                           Motorola Argentina Software Center


Motorola Public
This presentation

 It is not ….
         • a compilation of industry experience nor…
         • a model for Agile adoption
 It is …
         • sharing the experience of a SW center
           introducing Agile process…
                  • within an existing CMMI-ISO culture and set of
                    practices …
         • and proposing a postulate:

Motorola Public                         Miguel Insaurralde, Oct-09   2
Postulate



 Agile  evolution rather than substitution
         • SW dev changes with technology & market
 Experience  best practices throughout time
         • Properly used help to reuse knowledge
 CMMI/ISO + Agile  can boost mutually
         • Complemented and empowered

Motorola Public               Miguel Insaurralde, Oct-09   3
Motorola Argentina Software Center

                   Variety of projects since 2001
                     • Embedded and Platform for mobile
                       communications & devices management
                     • Applications for public safety, assets tracking,
                       multimedia content management
                   Quality standards
                     • CMM-3 in „03, CMM-5 in „04, CMMI-5 in „07
                     • ISO 9001:2000 in „06, ISO 9001:2008 in „09
                   Agile first project „07 org adoption „08

Motorola Public                     Miguel Insaurralde, Oct-09            4
SW development evolution



THE MYTHICAL        NO SILVER                           KNOWLEDGE &    TEAMWORK &
                                   THE INTERNET
 MAN-MONTH           BULLET                              PRACTICES    COLLABORATION



                                UPFRONT MODELS                        CHANGEABLE
  SOFTWARE AS
                                  TO MINIMIZE                          WORKING
 UNIQUE MEASURE
                                   CHANGES                             SOFTWARE

                    Technology„s capacity of change

                                Business velocity

  Motorola Public                 Miguel Insaurralde, Oct-09                          5
Motorola Argentina Software Center

       AGILE
       ADOPTION

Motorola Public                 Miguel Insaurralde, Oct-09   6
What “Agile adoption” means for us…
                  • New Agile process definition
                  • Integrated within existing Quality Management
                    System
                  • Integrated with some existing practices



                  • Different certainty and commitment basis
                  • Demanding interaction with pairs and
                    stakeholders
                  • Different involvement in decision-making process




Motorola Public              Miguel Insaurralde, Oct-09                7
Some myths to overcome…
                  • Main focus only on intermediate artifacts, not
                    in real product
                  • Team members just limit to follow a plan of
                    upfront assigned tasks


                  • Release date is only a best guessing, true
                    deadline is iteration end-date
                  • Do not make any mid / long-term decision,
                    you are not going to needed




Motorola Public              Miguel Insaurralde, Oct-09              8
Ideal context
                  • Balanced timing… not too early / too late
                  • Stakeholders aligned to decisions timing
                  • Base decisions on facts and feedback (from
                    product increments) and previous experience



                  • Continuous Integration & Test Automation
                  • Decision-making spread among affected
                    groups, ready for breaking changes




Motorola Public             Miguel Insaurralde, Oct-09            9
Different “real” contexts
                  • Life-cycle  creation / enhancements / maintenance
                  • Dependencies  customized / single version,
                    framework / solutions



                  • Teams & decision-makers  co-located / distributed
                  • Team  volatile, different skills & experience levels



                  • Obligation  exploratory / intermediate / customer
                    delivery
                  • Defects impact  repair, recall, company image



Motorola Public               Miguel Insaurralde, Oct-09                    10
Adaptability to different contexts
                  Wide range of
                  projects can
                                                Lack of Product Owner
                   adopt Agile
                                                 availability
                                                Continuous Integration / Test
                  Many require
                   significant                   Automation not feasible
                    tailoring                   Separate QA team (product
                                                 certification: interoperability,
                                                 capacity)
                       Gap:
                    beware, and                 Parallel teams or distributed
                      adjust                     product mgmt
                    accordingly



Motorola Public                   Miguel Insaurralde, Oct-09                        11
AGILE
       ADOPTION


       What Agile empowers

       CONTRIBUTION


Motorola Public              Miguel Insaurralde, Oct-09   12
Requirements understanding                                                         Contributions




                                                                      Progressive
                    Upfront
                                                                    agreement over
                  assumptions
                                                                    expected results




                        Frequent feedback and testing
                        Visibility of business value
                        Better trade-off decisions




Motorola Public                        Miguel Insaurralde, Oct-09                             13
Technology usage                                                            Contributions




 Release early, release often  test
  early, test often
 Continuous integration and test
  automation  require deep
  understanding
 Support from pairs




                    Understood                                   Comprehended




  Motorola Public                   Miguel Insaurralde, Oct-09                         14
Teamwork & collaboration                                                Contributions




                                Daily exposure at Standup meetings
                                Commitment with pairs
                                Work progress visibility in Reviews




                  Commitment                                Ownership




Motorola Public                Miguel Insaurralde, Oct-09                          15
Team learning & improving                                                     Contributions




                                                                   Per-iteration
                   Per-project
                                                                  product & team
                  wide spectrum
                                                                     focused




                              Monthly and short-duration
                              Reviews outcome is a key
                               input




Motorola Public                      Miguel Insaurralde, Oct-09                          16
AGILE
       ADOPTION


       What empowers Agile

       INTEGRATED


Motorola Public              Miguel Insaurralde, Oct-09   17
CMMI-ISO & Lean (1)                                        Integration



 Eliminate waste – org level
            • Feedback (engineers, customers, metrics)
            • CMMI Org Innovation & Deployment
              (business case definition, pilot & deploy)
            • CMMI Organizational Process Definition
            • CMMI Causal Analysis
 Amplify learning – from teams to org
            • Knowledge area teams, Org training plan

Motorola Public               Miguel Insaurralde, Oct-09            18
CMMI-ISO & Lean (2)                                       Integration




 Build integrity in
            • Independent audits & control
            • Customer feedback mechanisms
 See the whole
            • “System thinking” through organizational
              groups: OPG / SEPG, Security Council, CM /
              Agile forums


Motorola Public              Miguel Insaurralde, Oct-09            19
CMMI-ISO & Lean (2)                               Integration




      … ALL OF THESE CONTRIBUTE TO DETERMINE
        WHAT “ADDS VALUE” TO THE BUSINESS




Motorola Public      Miguel Insaurralde, Oct-09            20
AGILE
       ADOPTION


       After some time doing Agile

       CONCLUSIONS


Motorola Public                  Miguel Insaurralde, Oct-09   21
Agile requires strong discipline

                           Focus on goals and deliveries
                                 Clear “Working SW” and
                                  “Done” concepts
                                     Backlogs consistency
                                      throughout project life
                                     Product Owner
                                      involvement
                              Demanding tools integration


Motorola Public   Miguel Insaurralde, Oct-09                    22
Risks to have in mind


 Do not discard valuable pre-
  existing practices
 Do not assume it will work
  smoothly
 Keep an eye on
  organizational effort



 Motorola Public          Miguel Insaurralde, Oct-09   23
Impact in Culture

      Planned training
        & coaching                                                Newbie team members

                                                                  Personal interaction

                                                                  New certainty basis
         Organizational
           follow-up                                              Understanding Agile
                                                                   values & culture takes
                                                                   time
                  Be prepared for
                                                                  Time and learning
                   diverse                                         required to find balance
                  reactions

Motorola Public                     Miguel Insaurralde, Oct-09                              24
Summary
Agile within our CMMI-ISO organization...

Makes significant contributions even for very different contexts


Can be powered with existing organizational assets


Requires investment in training, coaching and assessment


Needs wise tailoring to keep product & org vision

Motorola Public          Miguel Insaurralde, Oct-09            25
Some more slides…

       BACKUP


Motorola Public            Miguel Insaurralde, Oct-09   26
CMMI-ISO organization                                           Integration

  Quality Management System + Process Areas
  IMPROVEMENT                                                CONTROL

                                                              Audits
 Input: feedback,
  metrics & trends                                            Preventive
                                                               and corrective
 Output: trainings,
                                                               actions
  process, support
                                                              May stop a
 Who: engineers
                                                               shipment

                                 EXECUTION

                        Process & tools
                        Best practices & experience

   Motorola Public              Miguel Insaurralde, Oct-09                 27
Existing practices                                    Integration



        Requirements management
        Coding standards & static analysis
        Estimations
        Change management
        Quality Assurance
        Risk management
        Cost management

Motorola Public          Miguel Insaurralde, Oct-09            28
Engineering practices (1)                                 Integration




 Requirements management
            • Elicitation techniques, classification
            • Requirements Specification , Use Cases
              when suitable (interfaces, etc.)
 Coding standards & static analysis
            • Organizational standards and support
              (Security Council, CM forum, SEPG)


Motorola Public              Miguel Insaurralde, Oct-09            29
Engineering practices (2)                                  Integration



 Estimations
            • Existing techniques & tools
 Change management
            • Experience with distributed teams & different
              stakeholders structures
 Quality Assurance
            • Test development techniques & guidelines
            • Test management

Motorola Public               Miguel Insaurralde, Oct-09            30
Management practices                                        Integration



 Risk management
            • State & classify, define actions, follow-up
            • Historical data and taxonomies
 Cost management
            • Cost ≠ Progress, but both need tracking.
              Every project has somehow an allocated
              budget for a given scope
            • Buffers, trends, deviations are useful tools


Motorola Public                Miguel Insaurralde, Oct-09            31
Risks to have in mind (1)

        Do not discard valuable pre-existing practices
                  • Manage risks of having changes that can be
                    anticipated
                  • Use detailed specifications when needed
                  • Estimation & scheduling techniques for high and low-
                    level
                  • Scope management to improve decisions timing


Motorola Public                     Miguel Insaurralde, Oct-09             32
Risks to have in mind (2)

        Do not assume it will work smoothly
                  • Collaboration & Involvement is not easy to reach, use
                    HR management techniques
                  • Possible tools integration and setup issues

        Keep an eye on organizational effort
                  • Team members „Organizational time‟ is hard to obtain



Motorola Public                      Miguel Insaurralde, Oct-09             33

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Agiles 2009 - An Evolutive Approach From Cmmi Iso - Miguel Insaurralde

  • 1. Agile: an evolutive approach from CMMI-ISO Miguel Insaurralde Motorola Argentina Software Center Motorola Public
  • 2. This presentation  It is not …. • a compilation of industry experience nor… • a model for Agile adoption  It is … • sharing the experience of a SW center introducing Agile process… • within an existing CMMI-ISO culture and set of practices … • and proposing a postulate: Motorola Public Miguel Insaurralde, Oct-09 2
  • 3. Postulate  Agile  evolution rather than substitution • SW dev changes with technology & market  Experience  best practices throughout time • Properly used help to reuse knowledge  CMMI/ISO + Agile  can boost mutually • Complemented and empowered Motorola Public Miguel Insaurralde, Oct-09 3
  • 4. Motorola Argentina Software Center  Variety of projects since 2001 • Embedded and Platform for mobile communications & devices management • Applications for public safety, assets tracking, multimedia content management  Quality standards • CMM-3 in „03, CMM-5 in „04, CMMI-5 in „07 • ISO 9001:2000 in „06, ISO 9001:2008 in „09  Agile first project „07 org adoption „08 Motorola Public Miguel Insaurralde, Oct-09 4
  • 5. SW development evolution THE MYTHICAL NO SILVER KNOWLEDGE & TEAMWORK & THE INTERNET MAN-MONTH BULLET PRACTICES COLLABORATION UPFRONT MODELS CHANGEABLE SOFTWARE AS TO MINIMIZE WORKING UNIQUE MEASURE CHANGES SOFTWARE Technology„s capacity of change Business velocity Motorola Public Miguel Insaurralde, Oct-09 5
  • 6. Motorola Argentina Software Center AGILE ADOPTION Motorola Public Miguel Insaurralde, Oct-09 6
  • 7. What “Agile adoption” means for us… • New Agile process definition • Integrated within existing Quality Management System • Integrated with some existing practices • Different certainty and commitment basis • Demanding interaction with pairs and stakeholders • Different involvement in decision-making process Motorola Public Miguel Insaurralde, Oct-09 7
  • 8. Some myths to overcome… • Main focus only on intermediate artifacts, not in real product • Team members just limit to follow a plan of upfront assigned tasks • Release date is only a best guessing, true deadline is iteration end-date • Do not make any mid / long-term decision, you are not going to needed Motorola Public Miguel Insaurralde, Oct-09 8
  • 9. Ideal context • Balanced timing… not too early / too late • Stakeholders aligned to decisions timing • Base decisions on facts and feedback (from product increments) and previous experience • Continuous Integration & Test Automation • Decision-making spread among affected groups, ready for breaking changes Motorola Public Miguel Insaurralde, Oct-09 9
  • 10. Different “real” contexts • Life-cycle  creation / enhancements / maintenance • Dependencies  customized / single version, framework / solutions • Teams & decision-makers  co-located / distributed • Team  volatile, different skills & experience levels • Obligation  exploratory / intermediate / customer delivery • Defects impact  repair, recall, company image Motorola Public Miguel Insaurralde, Oct-09 10
  • 11. Adaptability to different contexts Wide range of projects can  Lack of Product Owner adopt Agile availability  Continuous Integration / Test Many require significant Automation not feasible tailoring  Separate QA team (product certification: interoperability, capacity) Gap: beware, and  Parallel teams or distributed adjust product mgmt accordingly Motorola Public Miguel Insaurralde, Oct-09 11
  • 12. AGILE ADOPTION What Agile empowers CONTRIBUTION Motorola Public Miguel Insaurralde, Oct-09 12
  • 13. Requirements understanding Contributions Progressive Upfront agreement over assumptions expected results  Frequent feedback and testing  Visibility of business value  Better trade-off decisions Motorola Public Miguel Insaurralde, Oct-09 13
  • 14. Technology usage Contributions  Release early, release often  test early, test often  Continuous integration and test automation  require deep understanding  Support from pairs Understood Comprehended Motorola Public Miguel Insaurralde, Oct-09 14
  • 15. Teamwork & collaboration Contributions  Daily exposure at Standup meetings  Commitment with pairs  Work progress visibility in Reviews Commitment Ownership Motorola Public Miguel Insaurralde, Oct-09 15
  • 16. Team learning & improving Contributions Per-iteration Per-project product & team wide spectrum focused  Monthly and short-duration  Reviews outcome is a key input Motorola Public Miguel Insaurralde, Oct-09 16
  • 17. AGILE ADOPTION What empowers Agile INTEGRATED Motorola Public Miguel Insaurralde, Oct-09 17
  • 18. CMMI-ISO & Lean (1) Integration  Eliminate waste – org level • Feedback (engineers, customers, metrics) • CMMI Org Innovation & Deployment (business case definition, pilot & deploy) • CMMI Organizational Process Definition • CMMI Causal Analysis  Amplify learning – from teams to org • Knowledge area teams, Org training plan Motorola Public Miguel Insaurralde, Oct-09 18
  • 19. CMMI-ISO & Lean (2) Integration  Build integrity in • Independent audits & control • Customer feedback mechanisms  See the whole • “System thinking” through organizational groups: OPG / SEPG, Security Council, CM / Agile forums Motorola Public Miguel Insaurralde, Oct-09 19
  • 20. CMMI-ISO & Lean (2) Integration … ALL OF THESE CONTRIBUTE TO DETERMINE WHAT “ADDS VALUE” TO THE BUSINESS Motorola Public Miguel Insaurralde, Oct-09 20
  • 21. AGILE ADOPTION After some time doing Agile CONCLUSIONS Motorola Public Miguel Insaurralde, Oct-09 21
  • 22. Agile requires strong discipline  Focus on goals and deliveries  Clear “Working SW” and “Done” concepts  Backlogs consistency throughout project life  Product Owner involvement  Demanding tools integration Motorola Public Miguel Insaurralde, Oct-09 22
  • 23. Risks to have in mind  Do not discard valuable pre- existing practices  Do not assume it will work smoothly  Keep an eye on organizational effort Motorola Public Miguel Insaurralde, Oct-09 23
  • 24. Impact in Culture Planned training & coaching  Newbie team members  Personal interaction  New certainty basis Organizational follow-up  Understanding Agile values & culture takes time Be prepared for  Time and learning diverse required to find balance reactions Motorola Public Miguel Insaurralde, Oct-09 24
  • 25. Summary Agile within our CMMI-ISO organization... Makes significant contributions even for very different contexts Can be powered with existing organizational assets Requires investment in training, coaching and assessment Needs wise tailoring to keep product & org vision Motorola Public Miguel Insaurralde, Oct-09 25
  • 26. Some more slides… BACKUP Motorola Public Miguel Insaurralde, Oct-09 26
  • 27. CMMI-ISO organization Integration Quality Management System + Process Areas IMPROVEMENT CONTROL  Audits  Input: feedback, metrics & trends  Preventive and corrective  Output: trainings, actions process, support  May stop a  Who: engineers shipment EXECUTION  Process & tools  Best practices & experience Motorola Public Miguel Insaurralde, Oct-09 27
  • 28. Existing practices Integration  Requirements management  Coding standards & static analysis  Estimations  Change management  Quality Assurance  Risk management  Cost management Motorola Public Miguel Insaurralde, Oct-09 28
  • 29. Engineering practices (1) Integration  Requirements management • Elicitation techniques, classification • Requirements Specification , Use Cases when suitable (interfaces, etc.)  Coding standards & static analysis • Organizational standards and support (Security Council, CM forum, SEPG) Motorola Public Miguel Insaurralde, Oct-09 29
  • 30. Engineering practices (2) Integration  Estimations • Existing techniques & tools  Change management • Experience with distributed teams & different stakeholders structures  Quality Assurance • Test development techniques & guidelines • Test management Motorola Public Miguel Insaurralde, Oct-09 30
  • 31. Management practices Integration  Risk management • State & classify, define actions, follow-up • Historical data and taxonomies  Cost management • Cost ≠ Progress, but both need tracking. Every project has somehow an allocated budget for a given scope • Buffers, trends, deviations are useful tools Motorola Public Miguel Insaurralde, Oct-09 31
  • 32. Risks to have in mind (1)  Do not discard valuable pre-existing practices • Manage risks of having changes that can be anticipated • Use detailed specifications when needed • Estimation & scheduling techniques for high and low- level • Scope management to improve decisions timing Motorola Public Miguel Insaurralde, Oct-09 32
  • 33. Risks to have in mind (2)  Do not assume it will work smoothly • Collaboration & Involvement is not easy to reach, use HR management techniques • Possible tools integration and setup issues  Keep an eye on organizational effort • Team members „Organizational time‟ is hard to obtain Motorola Public Miguel Insaurralde, Oct-09 33