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CMMI and Agile

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CMMI and Agile

  1. 1. Integrating CMMI and Agile Integration – “to form, coordinate, or blend into a functioning or unified whole.” Glen B. Alleman Niwot, Colorado July 2004 glen.alleman@niwotridge.com
  2. 2. Integrated Product Development and Support Processes Systems and Platform Engineering Processes Mechanical and Structures Electronic Hardware Processes Systems to be Integrated Software Engineering Processes Design And Verify Software Items Develop Software Items Integrate and Test Software Items Systems Engineering Management DesignandVerify IntegrateandValidate Tooling Processes Manufacturing Processes Delivery Processes Service and Support Processes Network Centric Architecture Lifecycle Management Processes BusinessandProductLineStrategy Enterprise Business Integration Processes Product and Program Management Processes EnterpriseInfrastructureSupportProcesses
  3. 3. What CMMI says about integration o Organizational Process Definition n Subpractice 6 of SP 1.1-1: “Ensure that there is appropriate integration among the processes that are included in the organization's set of standard processes.” n Subpractice 3 addresses identification of process elements and their interfaces “among the process elements” and “with external processes.” o Organizational Process Focus n The SG1 elaboration for IPPD says “Integrated processes that emphasize parallel rather than serial development are the cornerstone of IPD development.”
  4. 4. Process Information o Identifies rules of conduct for the enterprise o Facilitates understanding and communicat8ion of business and technical approaches o Support program and process management o Support process improvement o Provides the basis for demonstrating compliance with external benchmarks o Provides basis for assessing effectiveness of internal processes
  5. 5. Impacts of process variation o Increased cost o Introduction of delays o Reduction in a group ability to learn and apply knowledge o Variation occurs n Across business unit boundaries n Between planning and execution n Across design disciplines n Across stakeholders
  6. 6. Integrating Business Elements o Each organizational element has its own priorities and plans o This is usually a good idea except where plans overlap or conflict o Resolving these overlaps and conflicts becomes an integration process
  7. 7. Integrating Schedules o Agile contributes to all these processes in much the same way as high ceremony n But with a critically important difference n The pace of activity is focused on parallel rather than serial delivery n Parallel delivery works ONLY if constant feedback and verification of decisions takes place across an integrated team. o No matter the underlying process – agile or high ceremony, processes must take place n Product requirements n Product definition and verification with the customer n Developing the product concept n Preliminary product definition n Detailed product definition n Building the product
  8. 8. Integrating Processes and Tools o Architecture n Process n Tools n Data o Product development environment n Data exchange n Data access n Workflow
  9. 9. Architectural Principles Software Baseline o Interoperability of core baseline o Incremental development and release processes o Critical feature traceability Hardware Baseline o Common bill of materials o Electronic drawing, document, code management o Concurrent release cycle o Mono–detail (part number control)

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