Agile CMMI - Embrace Maturity with Scrum, Visual Studio 2010 and TFS 2010 - TechEd Middle East 2011 DEV302


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Both Scrum and CMMI focus on very similar objectives: improvement is either a mean or an end, which guides the team as the projects evolve. In fact, far from representing conflicting approaches, they can be successfully combined, so using Scrum and the right tools can easily lead an organization to achieve higher levels in the CMMI maturity model. CMMI is – purposely – method and tool agnostic, so while it addresses the “what," Scrum, in combination with Visual Studio and Team Foundation Server, can fill the gap about the “how." This session provides insights around these matters, and guidelines on how to benefit from Scrum and ALM practices along the different CMMI levels.

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Agile CMMI - Embrace Maturity with Scrum, Visual Studio 2010 and TFS 2010 - TechEd Middle East 2011 DEV302

  1. 1. 8 – 10 March 2011 | Dubai, UAE<br />
  2. 2. 8 – 10 March 2011 | Dubai, UAE<br />Jose Luis Soria<br />ALM Team Lead<br />Plain Concepts<br />Agile CMMI: Embrace maturity with Scrum, Visual Studio 2010 and TFS 2010<br />SESSION CODE: DEV302<br />
  3. 3. 3<br />Jose Luis Soria<br />ALM Team Lead at Plain Concepts<br />Professional Scrum Developer Trainer<br />MCTS in Team Foundation Server<br /><br /> @jlsoriat<br /><br /><br />
  4. 4. 4<br />AgendaWhat are we going to deal with?<br />Scrum in a nutshell<br />CMMI in a nutshell<br />Scrum and CMMI<br />Introducing Visual Studio and Team Foundation Server 2010<br />Filling the gaps: Scrum, CMMI and Visual Studio + TFS 2010<br />Questions / Demos<br />
  5. 5. Scrum in a nutshell<br />5<br />
  6. 6. 6<br />Agile Manifesto<br />The soul of Scrum<br />We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:<br />Individuals and interactions over processes and tools<br />Working software over comprehensive documentation<br />Customer collaboration over contract negotiation<br />Responding to change over following a plan<br />That is, while there is value in the items on the right, we value the items on the left more.<br />
  7. 7. 7<br />Scrum in a nutshell (I)<br />Scrumisanempiricalframeworkwhithinwhichcomplexproductscan be developed<br />Workisperformed in 2-4 week, fixed-lengthiterationscalledSprints, whichfolloweachotheruntilprojectcompletion<br />Requirements and anyotherchangerequest are managedusing a prioritized and estimatedlistcalledProductBacklog<br />TheProductBacklogismanagedbytheProductOwner, whocollaborateswiththestakeholders and theTeam. Prioritizationisguidedby ROI<br />
  8. 8. 8<br />Scrum in a nutshell (II)<br />TheScrumMasterassuresthatScrumisproperly done, coachestheTeam and managesissues<br />Thecross-functional and self-organizedTeam(s)is (are) composed of 7±2 people<br />At thebeginning of each Sprint, theSprint Planningmeetingisheld, wheretheTeamcommitsto a part of thehigherpriorityProductBacklog. They figure outthewaytostartworking in theitems, bybuildingtheSprint Backlog, a listcontainingthetaskswhichrepresenttheworkto be done duringthe Sprint<br />
  9. 9. 9<br />Scrum in a nutshell (III)<br />At theend of each Sprint, theTeam tries todeliveranincrement of potentiallyshippable, valuablefunctionality<br />Once thecommitment has beenmade, thescope, Team and duration are fixedforthat Sprint<br />Everydayduringthe Sprint, theTeamholdstheDailyScrummeeting, whereprogressistracked, impediments are surfaced, and workisplanned<br />
  10. 10. 10<br />Scrum in a nutshell (IV)<br />Release and Sprint Burdowngraphs are maintained in ordertotrackproject and iteration status. Thekeymetricisvelocity<br />
  11. 11. 11<br />Scrum in a nutshell (V)<br />At theend of eachSprint, theTeam shows thecompletedincrement at theSprint Reviewmeeting. TheProductOwnergathersfeedbackto be takenintoaccountforfutureSprints<br />Afterthe Sprint Review, theTeamholds a Sprint Retrospectivemeeting, tohave a look at howthe Sprint went and findimprovementactions<br />Allalongtheproject, theProductOwner leads theProductBacklog «grooming», wherechanges and reprioritizations are madeaccordingtobusinessneeds<br />
  12. 12. 12<br />Image by Sam Guckenheimer<br />(<br />
  13. 13. 13<br />Common misconceptions about Scrum and Agile<br />Sometimes, Agile and Scrum are misunderstood<br />Itisbelievedthattheypromoteanundisciplinatedorlooselydefinedprocess<br />Onthecontrary, whenproperlyused, Scrum:<br />Is precise and disciplined<br />Has clear and concrete rules<br />Promotestransparency and responsibility<br />Focusesonquality and continuousimprovement<br />
  14. 14. CMMI in a nutshell<br />14<br />
  15. 15. 15<br />CMMI in a nutshell (I)<br />CMMI is a processimprovementapproachfororganizationsdoing software development (CMMI-DEV model)<br />Itprovides a set of recommendationstargetedtomanage software developmentprojects and toachieveimprovements<br />Itsgoalistogrowmaturityintotheorganization, in ordertobetterfacetheseprojects<br />As a result, theorganizationobtains a higherqualityfordeliverables, and improvedefficiencyforwork<br />
  16. 16. 16<br />CMMI in a nutshell (II)<br />CMMI isorganizedintoprocessareas, groupedbycapacitylevels (continuousrepresentation) orbymaturity (stagedrepresentation)<br />
  17. 17. 17<br />CMMI in a nutshell (III)<br />Theprocessareas are thedifferentareasto be coveredbytheorganization’sprocesses, dependingonthematuritylevels<br />
  18. 18. 18<br />CMMI in a nutshell (IV)<br />Anyorganizationwillingtomeasureitsprogress, can conductanappraisal<br />Anappraisaltypicallyisconducted in ordertoidentifyimprovementareas, toinformthirdparties (customers, suppliers) aboutlevel of fulfillment, ortomeet contractual requirements<br />ThestandardappraisalmethodwhichcoversalltherequirementsisSCAMPI<br />
  19. 19. 19<br />Common misconceptions about CMMI<br />Thegoal of CMMI isnottocovereveryaspectrelatedto software development<br />CMMI ismostly at managementlevel. Itdoesn’tget in depthabouttechnicalsubjects<br />CMMI practicesshould be customizedforeachorganization, dependingonbusinessgoals<br />Organizationsdon’tget a CMMI certification. They are appraised in orderto determine theirmaturitylevel<br />Itis up totheorganizationto decide whichprocessareas are to be improved<br />
  20. 20. Scrum and CMMI<br />20<br />
  21. 21. 21<br />EmbracingScrum and CMMI<br />CMMI defines a set of processareaswhosegoalshaveto be fulfilled in ordertoadvancethroughthematuritylevels. Itisaboutthe «what» to do<br />Nevertheless, itdoesn’tspecify «how» thegoalsfortheprocessareasshould be fulfilled, whichisleft up totheorganization<br />Scrumpracticescover a broad set of CMMI processareas<br />Thus, it’spossibleto use Scrum as the mean toimplement CMMI and covermany of theprocessareas<br />CMMI specifiesthe «what», whileScrum can supportthe «how»<br />
  22. 22. 22<br />Mapping CMMI processareastoScrumpractices<br />
  23. 23. 23<br />Mapping CMMI processareastoScrumpractices<br />
  24. 24. 24<br />Mapping CMMI processareastoScrumpractices<br />
  25. 25. 25<br />Mapping CMMI processareastoScrumpractices<br />
  26. 26. 26<br />Mapping CMMI processareastoScrumpractices<br />
  27. 27. Introducing Visual Studioand Team Foundation Server 2010<br />27<br />
  28. 28. 28<br />
  29. 29. Filling the gaps:Scrum, CMMI and Visual Studio + TFS 2010<br />29<br />
  30. 30. 30<br />Filling the gaps using Visual Studio and TFS<br />Visual Studio + TFS supportScrum, providingprocesstemplates and a set of toolsthathelptocarryoutScrumpractices<br />Regarding CMMI processareas, complementingScrumwith Visual Studio + TFS, allowsustoimprovecomplianceforsome of theseareas, and tocoversomeotherareasnotaddressedbyScrumitself<br />
  31. 31. 31<br />CMMI + Scrum+ Visual Studio + TFS<br />
  32. 32. 32<br />CMMI + Scrum + Visual Studio + TFS<br />
  33. 33. 33<br />CMMI + Scrum + Visual Studio + TFS<br />
  34. 34. 34<br />CMMI + Scrum + Visual Studio + TFS<br />
  35. 35. 35<br />CMMI + Scrum + Visual Studio + TFS<br />
  36. 36. Questions/ Demos<br />
  37. 37. 37<br />Session specific content<br /> CMMI:<br />Scrum Guides:<br />Scrum and CMMI: a highlevelassesment of compatibility:<br /> Implementing Scrum and CMMI Together:<br /> Jeff Sutherland – Scrum and CMMI level 5:<br />
  38. 38. 38<br />Related content<br />Scrum’s home:<br /> Team Foundation Server:<br />Application Lifecycle Management:<br /> Professional Scrum Developer Program:<br />
  39. 39. 39<br />Related Sessions at TechEd<br />Introduction to Test Case Management in Microsoft Visual Studio 2010 with Microsoft<br /> Test and Lab Manager - Ahmed Bahaa - Thu, Mar 10, 2011 - 9:00 - Yellow Lab 1<br /> Team Foundation Server: What Happens after the Install Button…<br /> Anton Delsink - Thu, Mar 10, 2011 - 15:00 - Purple Room 2<br />
  40. 40. 40<br />Professional Scrum Developer ProgramAnnouncement<br /> An innovate program for developers from Microsoft and the founders of Scrum<br />Learn how to use modern engineering practices to develop an increment of complete, potentially shippable functionality using Visual Studio 2010, ALM, and the Scrum framework<br />Training course, assessment, and certification available<br />Visit MSDN for more details:<br />
  41. 41. 41<br />
  42. 42. 8 – 10 March 2011 | Dubai, UAE<br />Complete an evaluation on CommZone and enter to win an HP laptop!<br />
  43. 43. © 2008 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.<br />The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.<br />