The document discusses implementing CMMI and Scrum frameworks at a company. It describes two pilot projects, called Kairos and Nautilus, that used Scrum. Lessons learned from the pilots include difficulties estimating tasks and the important roles of the Scrum Master and Product Owner. Metrics like burn down charts and team velocity were used to track progress. The document also compares CMMI and Scrum, explaining where each is best applied depending on project type and complexity.

1. In Search of our Holy Grail:
How we get a feel for both
CMMI and SCRUM
Isabel Ferreira
Quality Manager

2. Agenda
Convictions and Beliefs (Models and References Adoptions)
The Pilot Project
Lessons Learned, Mines and Traps
Questions & Answers
2

3. What We Feel About quality?
Let´s talk about Quality…
Quality is Meet or Exceed the Expectations of Our
Customers!
Deming
3

4. Believers? Believers and practitioners?
“The quality of a product is largely determined by
the quality of the process used to develop and
improve”
Assumption based on the principles of TQM,
as taught by Shewhart, Juran, Demin e Humphrey
4

5. Quality Management System (QMS) and
Strategic Alignment of SINFIC
Quality Objectives
Quality Policy
“… But what are the strategic objectives of SINFIC?”
What are the guidelines for our actions?
Where can we see?...”
5

6. Tool of Effective Management
Vision
Sinfic Values
Mission
QMS
Objectives
Policy
MISSION
Maintain a clear orientation in the formation and sustainability of our Intellectual Capital,
demonstrating a competitive advantage in order to convey innovation and quality to our clients in
different geographical areas and as a way of creating shared value with our teams and partners.
6

7. Tool of Effective Management
WHAT IS THE SHOE THAT FIT TO YOUR FOOT?
Complexity and Risk Management
7

8. Configure and Adapt …
Project Types X Project Profile
Value Chain Work Products
Processes Level of Formalism
Alignment
ISO 9001:2008, CMMI ML 2, CMMI ML 3 … SCRUM
MMA – Metodologia Modernização
SM3 – Sinfic Métricas 3 Administrativa 8

9. CMMI - Maturity Level 2 …
REQM PMC MA CM
PP PPQA SAM
Critical Small Projects
9

10. CMMI – Maturity Level 3 …
RD TS PI RSKM VER VAL
IPM OPF OPD DAR OT
REQM PMC MA CM
PP PPQA SAM
Customized Software/System Design and Development
Product Design and Development
Projects
10

11. Where do We Apply Scrum?
If we have Scrum, we no longer have to be aligned with CMMI?
11

12. Where do We Apply Scrum?
Why Scrum is silent regarding the documentation of
software engineering?
In Do Better Scrum
Peter Hundermark
Documentation must be useful!
12

13. SCRUM – What We understand…
 Scrum is an iterative, incremental
framework for projects and product or
application development;
 Development Structured in Work
Cycles– Sprints;
 Timeboxed;
 Inspect & adapt.
13

14. Scrum framework
Roles There is not the role of Project
Manager in Scrum!
Product Translates the inputs that
Owner the product should be in a
vision or Product backlog
• Manage the
product (and
ROI) Is distributed into
three roles
Srum
Equipa
Master
• Manage
itself • Manage the
Process
Develops the product Do whatever it takes to be
created by the Product a successful team
Owner. SCRUM.
14

15. SCRUM
15

16. Pilots Projects: Kairos and Nautilus
16

17. Introduction
• Kairos Project
 6 sprints (1 for startup)
 2 Team Members
 1 (Srum Master + Product Owner)
Lessons Learned
 Use cases in product backlog dificult estimation;
 The relevant role of Scrum Master and Product Owner;
17

18. Introduction
• Projecto Nautlius
• 9 sprints (1 for startup)
• 5+1 Team Members
• 4 Bussiness Units
18

19. Planning Poker Estimation
19

20. Sprint 2
Burnout chart
Horas previstas 484
Horas realizadas 448
Pontos previstos 30
Pontos efectuados 22
Pontos por hora 0,0491
20

21. Team Velocity - How we calculate …
21

22. Sprint 3
Burnout chart
Horas previstas 340
Horas realizadas 320
Pontos previstos 27
Pontos efectuados 27
Pontos por hora 0,0844
22

23. 180
Backlog
160
161
140
129
120
100
90
137
82
80
119
60 59
51
73
40
44
10
20 8
21
16 8 5
4
0 3 2 4
SME Truly Quatenus Funcionario Componentes base
Realizados Em realização Por realizar
23

24. 180
Backlog
160
161
140
129
120
100
90
137
82
80
119
60 59
51
73
40
44
10
20 8
21
16 8 5
4
0 3 2 4
SME Truly Quatenus Funcionario Componentes base
Realizados Em realização Por realizar
24

25. 180
Backlog
160
161
140
129
120
100
90
137
82
80
119
60 59
51
73
40
44
10
20 8
21
16 8 5
4
0 3 2 4
SME Truly Quatenus Funcionario Componentes base
Realizados Em realização Por realizar
25

26. 180
Backlog
160
161
140
129
120
100
90
137
82
80
119
60 59
51
73
40
44
10
20 8
21
16 8 5
4
0 3 2 4
SME Truly Quatenus Funcionario Componentes base
Realizados Em realização Por realizar
26

27. 140
Backlog 124
120
113
35 103
100
90
50
11
80
55
60 59
51
26
8
18
40 78
13 10
20 37 40
20 21
0
SME Truly Quatenus Funcionario Componentes base
Realizados Em realização Por realizar
27

28. 140
Backlog 124
120
113
35 103
100
90
50
11
80
55
60 59
51
26
8
18
40 78
13 10
20 37 40
20 21
0
SME Truly Quatenus Funcionario Componentes base
Realizados Em realização Por realizar
28

29. Sprints Velocity
0,1
0,09
0,08
0,07
Story Points
0,06
0,05
0,04
0,03
0,02
0,01
0
1 2 3 4 5 6 7 8 9
Series1 0,0491 0,0844 0,0554 0,09 0,0842 0,07 0,0842 0,0813
29

30. Lessons Learned
 Integration of Product Backlogs;
 1 Product Owner (representative of 4 Product Owners);
 Scrum Master in exclusive;
 Testing team to work daily with the team.
Request for Improvement of the QMS Sinfic
 Review of the metrics required for Projects;
 Team Velocity;
 Points per Hour;
 Missing Points (burndown chart);
 Cost per Sprint;
Cost per User Story
30

31. QMS Sinfic Improvement Initiative
 Further promotion of internal workshops;
 Constitution of the Operational Quality Circle;
 Review of the Quality Management System of Sinfic;
 Institutionalize practices.
31

32. Questions
Place Information Technologies, Management and Quality,
at the service of the organizations with the aim of
reinforcing competitiveness and sustainability in the
development of social and economic nations.
32

33. Thank You
iferreira@sinfic.pt