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CMMI Guide
                to the Perplexed


With All Due Respect to Maimonides


                          3/25/2009
Many things about CMMI Can Be
   Perplexing
       What perplexes you?
       What’s actually “required”?
       How to understand/use CMMI appropriately.
       How far can interpretation be stretched?
       OK already! Agile and CMMI can co-exist. But how?
       What about all the redundancies?
       How to choose a consultant or appraiser.
                                                            loser consultant/appraiser.
       How to avoid picking a
       If you already picked a loser, how to defend your
        processes and artifacts.
       How to work with CMMI without the need to work
        with a (loser) consultant.
                                                                                          2
                                                                         3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
What perplexes you?




                                                                        3
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
What’s actually “required”?

       Process Areas


              Specific Goals
                                                            Required
                 Specific Practices


              Generic Goals
                 Generic Practices


                                                            Expected




                                                                                   4
                                                                       3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
How to understand/use CMMI
appropriately. (1)




    UNDERSTAND MODELS


                                                                        5
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
How to understand/use CMMI
   appropriately. (2)
YOUR                                                                    CMMI’s practices
                                                                        for IMPROVING
activities to
MAKE stuff                                                              how you make
& DELIVER                                                               stuff & deliver
services.                                                               services.




                                                                        Diagrams not to scale.

                                                                                                 6
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
… In Other Words and Therefore:

       You need to know what you’re doing before CMMI can
           help.
              How you manage projects, develop products, & define your
                   standards are yours.
       Not all projects or processes are good candidates for
           improvement with CMMI.
              Pursuit of Maturity Levels is likely to cause non-value-added
               work to some of your projects and processes.
              That’s why CMMI emphasizes the business value of the
               improvements.
       PAs are called Process Areas and not processes because
           they are areas of process activities.
              Regardless of where & when they might appear on a
                   project.

                                                                               7
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
How far can interpretation be                                          s-t-
   r-e-t-c-h-e-d?
       Ask the question(s) backwards:

                                                  How do you   Which of your
         What are                                  avoid the    outputs do
         you doing                                   risks     what you do



                                                                 Does it
                                                                   do
                                                                 CMMI?

       What does the CMMI expect you to accomplish?
           Read the informative material!
                                                                                 8
                                                                  3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
OK already! Agile and CMMI can co-
exist. But how?
                                                                            Extreme
    Extreme
                                Optimized                   Optimized




                                 Core
                                Agile
                                   Core                        Core
                              Principles
                                  Agile                       CMMI
                                Principles                  Principles




                                                                                      9
                                                                3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
CMMI & Agile

                                                            Manifesto and CMMI.
       Be honest with the

       Systems Engineering: Components of the system are
           necessarily sub-optimized to optimize the system.
              Allow the “balance” to be fluid and dynamic.
                                                             systems engineering
              Process design is a
               exercise, NOT a compliance drill!
              Optimization is context-driven. What’s the business
               reason for the process / improvement?

                                    both Agility and Discipline
       Being fully committed to
           requires being a learning organization, not
           pathologically box-checking one.

                                                                                        10
                                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
What about all the redundancies?

       Redundancies were necessary to facilitate the organic
           (continuous) growth.

       You are not required to be redundant.
                                                            improvement!
              That would be antithetical to


       Ex. There doesn’t have to be a difference between
           how you validate requirements or work products for
           your products and services compared to how it’s
           done for work products of the project.


                                                                              11
                                                                  3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
How to choose a consultant or
   appraiser.
       “Know your (CMMI) stuff”.
              Knowledge is power.
              Become (or get) an expert in CMMI/SCAMPI.
       Pilot your consultant/lead.
              Try before you buy.
              Don’t “buy” the entire “package” in the beginning.
              Like a doctor, seek a 2nd opinion.
       Hire a different consultant for a training component, or
        for implementation, or for a SCAMPI C or B.
       Ask for and follow-up on references.
       Lurk on discussion boards and Google for
        publications/work.
       PARS (http://sas.sei.cmu.edu/pars/)

                                                                        12
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
How to avoid picking a loser
   consultant/appraiser.
       Define “loser”. Someone who …
              Is a pathological box-checker.
              Can’t relate to you.
              Can’t think “out of the box”.
              “One-trick pony.”
              Inflexible/Unreasonable (where the model and
               methods would otherwise allow)
              Poor communication skills.
       Use your heart, not your head.
              Interview by what’s important, not shallow
               cost/schedule.
              If cost/schedule are #1 priority, give up now.
                                                                        13
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
Avoiding losers

       Questions to ask:
              Explain to you what the generic practices do in a way
               that you can use.
              Describe a typical engagement flow.
              Give them a real issue you’re facing and ask them
               what they’d recommend you do about it.
              Provide some processes of yours which are troubling
               you (and/or process areas) and to ask them how
               they'd interpret and implement CMMI to address your
               situation.




                                                                        14
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
More Loser Avoidance

       What to look/listen for:
              Talking more about you than themselves.
              Taking ownership of your needs and business.
                 Trying to figure out what makes most business sense?
                 Looking for ways to save you time, money, energy?
                 Looking to ensure your effort goes smoothly and meets your
                  needs?
                 Mindful of you/your staff’s limitations on resources.
                 Talking business and value not compliance.
              Relates to your
               situation, context, technology, market, customers and
               approach.
              Seem to be “giving away” a lot of free help.
               Using SEI as an excuse or scapegoat.
               “Requiring” things not required by CMMI/SCAMPI.
               SCAMPI C for ML2 takes 2 weeks.
                                                                               15
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
If you already picked a loser, how to
   defend your processes and artifacts.

                                  Required from your Expected.
       Know your
       Understand model intent.
       Understand and demonstrate your context.
       Start with known/defined processes.
       If you’re worried, throw a SCAMPI C or B
              Don't let your SCAMPI A be your first experience with a
                   disconcerting LA.
       Hire a trusted consultant/LA to prepare/participate on SCAMPI.
       Know and Tell your PIID story effectively
              Starts with ensuring you've properly interpreted the model.

       The model is predominantly common sense, if something
           doesn't make sense you’re probably not interpreting it
           correctly.

                                                                             16
                                                                 3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
How to work with CMMI without the
   need to work with a (loser) consultant.

       Gain expertise/experience in:
              Project Management
              Process Improvement
                 TQM
                 Lean
              Engineering
       Understand and define the distinctions:
              Process areas, processes, and procedures,
              Standards,
              Project activities vs. Development/Service Activities
       Use    CMMI to improve the above,
           not define the above.
                                                                        17
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
Summary

       Understand Models, in general.


       Be honest with the core values of Agile and CMMI.


       Grow your expertise in TQM, Lean, and Change.


       Get a handle on how you manage projects, develop
           products and services and use CMMI to improve
           them, not define them.

       Interview for values and principles, not impersonal
           traits.

                                                                        18
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
Questions/Discussion




                                                                        19
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
Contact




                                                                        20
                                                            3/25/2009
®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***

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CMMI Guide to the Perplexed

  • 1. CMMI Guide to the Perplexed With All Due Respect to Maimonides 3/25/2009
  • 2. Many things about CMMI Can Be Perplexing  What perplexes you?  What’s actually “required”?  How to understand/use CMMI appropriately.  How far can interpretation be stretched?  OK already! Agile and CMMI can co-exist. But how?  What about all the redundancies?  How to choose a consultant or appraiser. loser consultant/appraiser.  How to avoid picking a  If you already picked a loser, how to defend your processes and artifacts.  How to work with CMMI without the need to work with a (loser) consultant. 2 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 3. What perplexes you? 3 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 4. What’s actually “required”?  Process Areas  Specific Goals Required  Specific Practices  Generic Goals  Generic Practices Expected 4 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 5. How to understand/use CMMI appropriately. (1) UNDERSTAND MODELS 5 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 6. How to understand/use CMMI appropriately. (2) YOUR CMMI’s practices for IMPROVING activities to MAKE stuff how you make & DELIVER stuff & deliver services. services. Diagrams not to scale. 6 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 7. … In Other Words and Therefore:  You need to know what you’re doing before CMMI can help.  How you manage projects, develop products, & define your standards are yours.  Not all projects or processes are good candidates for improvement with CMMI.  Pursuit of Maturity Levels is likely to cause non-value-added work to some of your projects and processes.  That’s why CMMI emphasizes the business value of the improvements.  PAs are called Process Areas and not processes because they are areas of process activities.  Regardless of where & when they might appear on a project. 7 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 8. How far can interpretation be s-t- r-e-t-c-h-e-d?  Ask the question(s) backwards: How do you Which of your What are avoid the outputs do you doing risks what you do Does it do CMMI?  What does the CMMI expect you to accomplish? Read the informative material! 8 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 9. OK already! Agile and CMMI can co- exist. But how? Extreme Extreme Optimized Optimized Core Agile Core Core Principles Agile CMMI Principles Principles 9 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 10. CMMI & Agile Manifesto and CMMI.  Be honest with the  Systems Engineering: Components of the system are necessarily sub-optimized to optimize the system.  Allow the “balance” to be fluid and dynamic. systems engineering  Process design is a exercise, NOT a compliance drill!  Optimization is context-driven. What’s the business reason for the process / improvement? both Agility and Discipline  Being fully committed to requires being a learning organization, not pathologically box-checking one. 10 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 11. What about all the redundancies?  Redundancies were necessary to facilitate the organic (continuous) growth.  You are not required to be redundant. improvement!  That would be antithetical to  Ex. There doesn’t have to be a difference between how you validate requirements or work products for your products and services compared to how it’s done for work products of the project. 11 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 12. How to choose a consultant or appraiser.  “Know your (CMMI) stuff”.  Knowledge is power.  Become (or get) an expert in CMMI/SCAMPI.  Pilot your consultant/lead.  Try before you buy.  Don’t “buy” the entire “package” in the beginning.  Like a doctor, seek a 2nd opinion.  Hire a different consultant for a training component, or for implementation, or for a SCAMPI C or B.  Ask for and follow-up on references.  Lurk on discussion boards and Google for publications/work.  PARS (http://sas.sei.cmu.edu/pars/) 12 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 13. How to avoid picking a loser consultant/appraiser.  Define “loser”. Someone who …  Is a pathological box-checker.  Can’t relate to you.  Can’t think “out of the box”.  “One-trick pony.”  Inflexible/Unreasonable (where the model and methods would otherwise allow)  Poor communication skills.  Use your heart, not your head.  Interview by what’s important, not shallow cost/schedule.  If cost/schedule are #1 priority, give up now. 13 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 14. Avoiding losers  Questions to ask:  Explain to you what the generic practices do in a way that you can use.  Describe a typical engagement flow.  Give them a real issue you’re facing and ask them what they’d recommend you do about it.  Provide some processes of yours which are troubling you (and/or process areas) and to ask them how they'd interpret and implement CMMI to address your situation. 14 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 15. More Loser Avoidance  What to look/listen for:  Talking more about you than themselves.  Taking ownership of your needs and business.  Trying to figure out what makes most business sense?  Looking for ways to save you time, money, energy?  Looking to ensure your effort goes smoothly and meets your needs?  Mindful of you/your staff’s limitations on resources.  Talking business and value not compliance.  Relates to your situation, context, technology, market, customers and approach.  Seem to be “giving away” a lot of free help. Using SEI as an excuse or scapegoat. “Requiring” things not required by CMMI/SCAMPI. SCAMPI C for ML2 takes 2 weeks. 15 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 16. If you already picked a loser, how to defend your processes and artifacts. Required from your Expected.  Know your  Understand model intent.  Understand and demonstrate your context.  Start with known/defined processes.  If you’re worried, throw a SCAMPI C or B  Don't let your SCAMPI A be your first experience with a disconcerting LA.  Hire a trusted consultant/LA to prepare/participate on SCAMPI.  Know and Tell your PIID story effectively  Starts with ensuring you've properly interpreted the model.  The model is predominantly common sense, if something doesn't make sense you’re probably not interpreting it correctly. 16 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 17. How to work with CMMI without the need to work with a (loser) consultant.  Gain expertise/experience in:  Project Management  Process Improvement  TQM  Lean  Engineering  Understand and define the distinctions:  Process areas, processes, and procedures,  Standards,  Project activities vs. Development/Service Activities  Use CMMI to improve the above, not define the above. 17 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 18. Summary  Understand Models, in general.  Be honest with the core values of Agile and CMMI.  Grow your expertise in TQM, Lean, and Change.  Get a handle on how you manage projects, develop products and services and use CMMI to improve them, not define them.  Interview for values and principles, not impersonal traits. 18 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 19. Questions/Discussion 19 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***
  • 20. Contact 20 3/25/2009 ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***