1. CMMI® SCAMPI en un contexto ÁGIL
Ramiro Carballo. Certified SCAMPI Lead Appraiser
Caelum Information & Quality Technologies, S. L
VIII Semana del CMMI 2013.
Madrid, 12-13 de Nov. de 2013

2. The following service marks and registered marks are used in this document:
Capability Maturity Model. Carnegie Mellon, CERT, CMM, CMMI, CMM Integration, IDEALSM , SCAMPISM,
CMMI, CMM, CERT, CMM Integration, Carnegie Mellon, and Capability Maturity Model are registered in the U.S. Patent and
Trademark Office.
SCAMPI and IDEAL are service marks of Carnegie Mellon University.
CMMI® for Development, Version 1.3, was published by Software Engineering Institute in the report CMU/SEI-2010-TR-033, under
the Software Engineering Process Management Program. Unlimited distribution subject to the copyright.
Copyright 2010 Carnegie Mellon University. NO WARRANTY: THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE
ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN “AS-IS” BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO
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FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT.
Use of any trademarks in the report CMU/SEI-2010-TR-033 is not intended in any way to infringe on the rights of the trademark
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This document may be reproduced in its entirety, without modification, and freely distributed in written or electronic form without
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© Caelum, - VIII Semana CMMI 2013
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3. Cuestión de negocio…
Director Comercial de una organización ágil:
EL CLIENTE NOS HA PEDIDO…
…CMMI
300 evaluaciones CMMI en España hasta Junio 2013
4ª posición a nivel mundial tras China, USA e India
© Caelum, - VIII Semana CMMI 2013
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4. Sin miedo: Nuestra experiencia …
En las organizaciones con cultura
ágil, encontramos menos debilidades
al evaluar sus procesos
En las organizaciones con procesos
“pesados”, la adherencia a los
proyectos es incompleta
© Caelum, - VIII Semana CMMI 2013
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5. Nuestra recomendación …
Si un cliente es competitivo antes de
“llegar CMMI”, no lo debería ser menos
después
Si no te es útil, seguro que hay otra
manera de hacerlo
© Caelum, - VIII Semana CMMI 2013
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6. Requirement Management (REQM)
Propósito
Manage requirements of the project’s products and product components
and to ensure alignment between those requirements and the project’s
plans and work products.
Objetivos y Prácticas Específicos
SG1 Manage Requirements
EJE
:
PLO
M
SP 1.1 Understand Requirements
SP 1.2 Obtain Commitment to
Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability
of Requirements
SP 1.5 Ensure Alignment Between Project
Work and Requirements
eso
roc
de P o
rea opósit
Á
Pr eta
M
icas
ráct
P
© Caelum, - VIII Semana CMMI 2013
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7. Ejemplos de la evaluación de un cliente ágil (I)
Se utiliza el product backlog
para
relacionar
tareas
pendientes, soportado por la
herramienta JIRA, y se utiliza
para estimar.
PP SP 1.1 Estimate the Scope of the Project
Se mide el tamaño funcional en
puntos historia.
PP SP 1.2 Establish Estimates of WP and Task Attributes
Se lleva a cabo la imputación
directa de los recursos a las
tareas en JIRA, lo que permite
monitorizar los valores reales
de los parámetros de
planificación del proyecto frente
al plan. Permite identificar las
desviaciones significativas.
© Caelum, - VIII Semana CMMI 2013
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PMC SP 1.1 Monitor Project Planning Parameters

8. Ejemplos de la evaluación de un cliente ágil (II)
Se documenta la
retrospectiva, donde se
reflejan las incidencias o
problemas detectados durante
el seguimiento del proyecto.
PMC SP 1.6 Conduct Progress Reviews
PMC SP 2.1 Analyze Issues
Se definen acciones
correctivas que pretenden
solucionar las incidencias del
proyecto y se dejan reflejadas
en JIRA como una tarea.
PMC SP 2.2 Take Corrective Action
El seguimiento periódico incluye la
revisión de las acciones correctivas
incorporadas en la retrospectiva
para asegurar su cierre.
PMC SP 2.3 Manage Corrective Actions
Se utiliza un plugin de pizarra en JIRA
que permite registrar el estado de las
peticiones de cambio y las clasifica
en evolutivas o correctivas.
© Caelum, - VIII Semana CMMI 2013
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REQM SP 1.3 Manage Requirements Changes
CM SP 2.1 Track Change Requests

9. Ramiro Carballo Gutiérrez
Certified SCAMPI v.1.3 Lead Appraiser
( ID# 1201018-03 )
CMMI for Development
CMMI for Services
rcarballo@caelum.es
Móv.: 639078817
www.linkedin.com/in/ramirocarballo
Caelum Information & Quality Technologies, S. L.
Paseo de las Delicias 38, 1º Dcha.
28045 Madrid
www.caelum.es
www.CalidaddelSoftware.com
Tlf.: 918312029
© Caelum, - VIII Semana CMMI 2013
Pág. 9

10. Ramiro Carballo Gutiérrez
Certified SCAMPI v.1.3 Lead Appraiser
( ID# 1201018-03 )
CMMI for Development
CMMI for Services
rcarballo@caelum.es
Móv.: 639078817
www.linkedin.com/in/ramirocarballo
Caelum Information & Quality Technologies, S. L.
Paseo de las Delicias 38, 1º Dcha.
28045 Madrid
www.caelum.es
www.CalidaddelSoftware.com
Tlf.: 918312029
© Caelum, - VIII Semana CMMI 2013
Pág. 9