1. Adopting CMMI® into Your Scrum
Methodology
TM 1-KITE-222-AIR
TM 1-KITE-222-AIR
KITE SYSTEMS
TAKE-OFF FAILURE
TRIPPING WHILE RUNNING
OPERATOR’S AND WATCH YOUR STEP
OBSERVERS VIOLENT SPINNING MOTION DURING
ATTEMPTED FLIGHT
1. CHECK FRAME AND FLYING
LINE
CIVILIAN MODEL LOSS OF POWER – NEEDFALLING
2. DOES KITE KITE A TAIL?
OK-12A/D 1. CHECK WIND - RUN
2. IS LINE CUT?
KITE W/OPTIONAL TAIL
3. TREES OR POWER LINES
KITE STUCK IN TREE OR IN POWER LINES
TM 0-KITE-222-AIR 1. CLIMB TREE – RETRIEVE KITE
2. GET LADDER
HEADQUARTERS 3. CUT LINE
DEPARTMENT OF THE AIRY
MARCH 2012
Susan K. Strain, PMP, PMI-ACP,CSP, CSM Christopher Hudson, PMP, CSM
Lee McKinney, MS, CSM Gary Zeller, CSM
2. Contact Us
Lee McKinney Susan Strain
• Developer and SCAMPI Team Member • Project Manager and Agile Coach
• lee.mckinney@geocent.com • sstrain@sapient.com
• http://www.linkedin.com/pub/lee- • http://www.linkedin.com/in/susanks
mckinney/30/275/aa
PMI-ACPSM
Christopher Hudson, PMP, CSM
christopher.hudson@geocent.com
http://www.linkedin.com/pub/chris-hudson/7/905/433
Gary Zeller, CSM
gary.zeller@geocent.com
http://www.linkedin.com/pub/gary-zeller/47/156/358 2
3. What We Are (& Aren’t) Doing Here
Assumptions:
• Established Scrum methodology
• Addressing CMMI Maturity Level 2
• There are negative stereotypes for CMMI in the
world of Agile
Benefits:
• Consistent project management across projects
• Improved processes
• Additional business opportunities (government
contracting & other regulated environments)
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4. Agenda
• Mini-Scrum Exercise
• Product Vision o Daily Standup
o Release Planning o The Sprint
o Backlog Grooming o Sprint Review
o Sprint Planning I (overview & estimates) o Retrospective
o Sprint Planning II (task creation) o Loose Ends
• The artifacts from the activities above will be mapped to the Specific/Generic
Practices (SPs, GPs) within each of the CMMI® level 2 process areas below:
o PMC – Project Monitoring & Control o MA – Measurement & Analysis
o PP – Project Planning o PPQA – Process & Product Quality
o CM – Configuration Management Assurance
o REQM – Requirements Management o GG2 – Institutionalize Managed Processes
• Questions & Answers - 2 minutes between each activity
• Wrap-up
5. Introduction to the Project –
Scrum Phases, CMMI Process Areas, & Filling In The Map
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6. Introduction to the Project –
Overview of Mini-Scrum
• We have an established Agile environment and we are incorporating
CMMI in order to improve the Agile processes, not to define them.
• We are using CMMI to improve our Scrum processes, not using CMMI to
define how Scrum should work.
• We are trying to improve on how we Scrum based on the CMMI
practices.
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7. Introduction to the Project –
Ground Rules for Mini-Scrum Exercise
• Each table will be a Scrum team and you will work together to complete each exercise.
• We will go through one release with one sprint.
• All activities and associated discussion will be time-boxed.
• Please, don’t over-analyze the technicalities, this is just an exercise designed to show how
Geocent mapped Scrum artifacts and activities to CMMI Maturity Level 2 process areas
and show how they can be beneficial to your Scrum process. We are not teaching Scrum.
• At the end of each exercise you will have created artifacts that can be used as evidence for
CMMI, which will enhance the Agile Scrum process, as work progresses, you can look back
to understand who, when, and why decisions were made, that may impact work going
forward.
• Although Agile values working products over documentation, that does not mean that no
documentation is necessary.
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10. Product Vision – Scrum Component
Vision: To have an environment where employees are free to go outside and
enjoy the lakefront location of our office by flying kites. Some team members
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may enjoy creating a decorative kite to display in their work area. We need to
start with simple kites that can be built from readily available materials.
Eventually we would like to have other teams join us, to have a friendly kite-
:15 building competition, with categories for kites that fly and kites that are
decorative.
1:45
0:30 Outcomes:
• A kite that flies
• A decorative kite
• A plan for a kite competition 1:30
:45
“The minimum plan necessary to start a Scrum project consists of a vision and a Product Backlog. The vision
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describes why the project is being undertaken and what the desired end state is... The Product Backlog defines the
functional and nonfunctional requirements that the system should meet to deliver the vision, prioritized and
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estimated.”
-- Agile Project Management with Scrum / Ken Schwaber
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14. Project Kick-Off – Scrum Component
• Define “done”.
• Decide how your team will assign story points.
• Normalize your stories, identify what is easy, what is hard and what
is the largest story that your team can take on in a sprint.
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17. Release Planning – Purpose
Procurement Construction Testing Competition
Time
Necessary
Less
Optional
Optionality
More
Optional
“The Product Owner achieves initial and ongoing funding for the project by creating the project’s initial
overall requirements, return on investment (ROI) objectives, and release plans.”
-- Agile Project Management with Scrum / Ken Schwaber
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18. Release Planning – Scrum Component
• Prioritize the User Stories you have already created.
• If necessary, write additional Epics or User Stories.
• Have at lease the first two releases identified - prioritize your
user stories into a release plan.
• Initial release should have at least one simple kite flying, and
either a decorative kite design or the outline of a competition
plan.
E nd
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21. Backlog Grooming - Purpose
“The list of requirements is called the Product Backlog. The Product Owner is responsible for using the Product
Backlog to ensure that the most valuable functionality is produced first and built upon; this is achieved by
frequently prioritizing the Product Backlog to queue up the most valuable requirements for the next iteration.”
-- Agile Project Management with Scrum / Ken Schwaber
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22. Backlog Grooming – Scrum Component
Starting with the user stories you created in Release Planning, break
the highest priority epics down into workable stories.
Reprioritize based on any new information you may have.
INVEST
• Independent
• Negotiable
• Valuable
• Estimable
• Small
• Testable
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25. Sprint Planning I – Overview & Estimates
“The Sprint planning meeting has two parts. The first four hours are spent with the Product Owner presenting
the highest priority Product Backlog to the Team. The Team questions him or her about the content, purpose,
meaning, and intentions of the Product Backlog. When the Team knows enough, but before the first four hours
elapses, the Team selects as much Product Backlog as it believes it can turn into a completed increment of
potentially shippable product functionality by the end of the Sprint. The Team commits to the Product Owner
that it will do its best.”
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-- Agile Project Management with Scrum / Ken Schwaber
26. Sprint Planning I – Scrum Component
• The Product Owner should present the backlog of
stories that they want done in this sprint.
• Sprint should create a potentially deliverable kite
and one other story.
• Team should understand WHAT is required, but
not HOW to do it.
• Team should assign story points to each story.
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29. Sprint Planning II – Task Creation
“During the second four hours of the Sprint planning meeting, the Team plans out the Sprint. Because the
Team is responsible for managing its own work, it needs a tentative plan to start the Sprint. The tasks that
compose this plan are placed in a Sprint Backlog; the tasks in the Sprint Backlog emerge as the Sprint evolves.
At the start of the second four-hour period of the Sprint planning meeting, the Sprint has started…”
-- Agile Project Management with Scrum / Ken Schwaber
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30. Sprint Planning II – Scrum Component
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• Team should figure out HOW to do it.
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• Team should write tasks for each story, on sticky
notes. Don’t forget testing tasks.
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• Arrange your stories on the table in a taskboard.
Identify columns for, “In Progress” and “Done”.
• The team should commit to only to the stories
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that they believe that they can complete in a 3
minute sprint.
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• The scribe should take minutes. 4
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33. Daily Standup – Purpose
“Every day, the team gets together for a 15-minute meeting called a Daily Scrum. At the Daily Scrum, each Team
member answers three questions:
What have you done on this project since the last Daily Scrum meeting?
What do you plan on doing on this project between now and the next Daily Scrum meeting?
What impediments stand in the way of you meeting your commitments to this Sprint and this project? The
purpose of the meeting is to synchronize the work of all Team members daily and to schedule any meetings that
the Team needs to forward its progress.”
-- Agile Project Management with Scrum / Ken Schwaber
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34. Daily Standup – Scrum Component
• What did you do yesterday?
• What are you working on today?
• Do you have any impediments?
• Flag stories with impediments, to identify possible risks.
• Is there a small task that is taking much longer than
estimated”
• Have requirements changed due to something
discovered during the sprint?
37. The Sprint – Purpose
“The purpose of the sprint to create a potentially deliverable product.”
-- Agile Project Management with Scrum / Ken Schwaber
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38. The Sprint – Scrum Component
:45 :30
• You will find all of the items needed to build the kite
in the envelope on your table.
• You have 3 minutes to build and test your kite.
• Move tasks through, “In Process” to “Done”.
• If appropriate, add impediments to stories or tasks.
• The scrum master should track the burndown.
2:00 1:00
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41. Sprint Review – Purpose
User Stories Completed Burndown
• Built a kite
• Made a plan for a competition
Incomplete User Stories
• None
User Stories Not Started Impediments/Support Required/Risks
• None
• No wind.
“At the end of the Sprint, a Sprint review meeting is held. This is a four-hour, time-boxed meeting at which
the Team presents what was developed during the Sprint to the Product Owner and any other stakeholders
who want to attend. This informal meeting at which the functionality is presented is intended to bring people
together and help them collaboratively determined what the Team should do next.”
-- Agile Project Management with Scrum / Ken Schwaber 41
42. Sprint Review – Scrum Component
• The team should demonstrate the work done to the
Product Owner.
• Stakeholders should provide feedback to team.
• Product Owner should be asked if they accept each user
story
• The scribe should take minutes of the meeting and
document Product Owner acceptance or rejection of each
user story, feedback, risks, and impediments.
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End 42
45. Sprint Retrospective - Purpose
What did we do well?
What could we do better?
“After the Sprint review and prior to the next Sprint planning meeting, the ScrumMaster holds a Sprint
retrospective meeting with the Team. At this three-hour, time-boxed meeting, the ScrumMaster encourages
the Team to revise, within the Scrum process framework and practices, its development process
to make it more effective and enjoyable for the next Sprint. Together, the Sprint planning meeting, the Daily
Scrum, the Sprint review, and the Sprint retrospective constitute the empirical inspection and adaptation
practices of Scrum.”
-- Agile Project Management with Scrum / Ken Schwaber 45
46. Sprint Retrospective – Scrum Component
• The scribe should take minutes of the meeting.
END
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49. Tie-up Loose Ends - Purpose
Plan for Data Management
Identify Configuration Items
Establish a configuration Management System
Establish Records
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
Manage Configurations
Objectively Evaluate Adherence
Review Status with Higher Level Management
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52. Review
A relevant process improvement model…
• The majority of Scrum activities are relevant to the intent of CMMI ML 2 practices
• Many one-to-many relationships
• Scrum practitioners already produce much of what ML 2 expects; the capture is the primary gap
Is Scrum more effective than the improvement CMMI offers in some way?
• The two are not mutually exclusive
• Complimentary approaches for answering the same question
• Consistent Agile project execution and organizational maturity go hand-in-hand
• The competitive perspective is rooted in personnel
Our road to ML 2 included establishment of some ML 3 assets…
• Geocent has organizational templates in place for PMP and CMP development
• Geocent has organizational policy and plan in place for cross-project PPQA
Can you adopt CMMI using Scrum?
• CMMI should be adopted incrementally; a natural application of Scrum
• Build a backlog (start with benchmarking existing processes, etc..)
• Plan releases to be process improvement milestones
• A dedicated process group is ideal for the Scrum team
• Geocent adopted CMMI-DEV using a waterfall approach, given limited availability of process 52
personnel
54. Contact Us
Lee McKinney Susan Strain
• Developer and SCAMPI Team Member • Project Manager and Agile Coach
• lee.mckinney@geocent.com • sstrain@sapient.com
• http://www.linkedin.com/pub/lee- • http://www.linkedin.com/in/susanks
mckinney/30/275/aa
PMI-ACPSM
Christopher Hudson, PMP, CSM
christopher.hudson@geocent.com
http://www.linkedin.com/pub/chris-hudson/7/905/433
Gary Zeller, CSM
gary.zeller@geocent.com
http://www.linkedin.com/pub/gary-zeller/47/156/358 54
