SlideShare a Scribd company logo
1 of 9
Download to read offline
© 2013 Critical Software S.A.
Dependable Technologies for Critical Systems
Adoption of Agile/Scrum in a Portuguese CMMI L5 enterprise:
Improvement Approach and Experiences
Délio Almeida, Quality Manager
21st June 2013, Agile & Scrum Portugal 2013
DEPENDABLE
TECHNOLOGIES
FOR CRITICAL
SYSTEMS
© 2013 Critical Software S.A.
Critical Software | About us
3
• Spin-off of the University of Coimbra in 1998
• Global Software Engineering company
• Engineering Centres: ~250 engineers
- Portuguese Offices in: Coimbra, Lisbon, Oporto
• Strong investment in R&D and Quality
- 10% of turnover invested every year in R&D
- More than 20 people allocated to R&D
• Strategic Pillars
- Global Vision, People & Community, Quality
- Innovation and R&D, Reinvestment & Growth
• Investment in Quality Certifications
- SEI CMMI-DEV Level 5, AS9100C, ISO9001, NATO AQAP 2210, 2110,
NP4457
Coimbra University: 1290
Vision
To become an international
software technology and
engineering business,
recognized for excelling in
the provision of pioneering
and innovative solutions in
multiple markets, while
ensuring the highest quality
and dependability
Mission
To support mission and
business critical solutions
© 2013 Critical Software S.A.
DEPENDABLE
TECHNOLOGIES
FOR CRITICAL
SYSTEMS
The motivation for change….
4
Aeronautics Space
Defence Transports
Mission-Safety
Critical Solutions
CSW has always worked with:
• Conservative markets from SW eng. point
of view
• Highly mature and regulated
• Safety-Critical Software which cannot
simply fail ....
• Mature SW Development Processes based
on ESA-ECSS software standards, ISO
15504 (SPiCE), NASA SEL, BSSC Guides
• Characterized by detailed RFP, SoW,
highly specialized customers and
specialists, very good domain knowledge,
formal approaches to project and quality
management
© 2013 Critical Software S.A.
DEPENDABLE
TECHNOLOGIES
FOR CRITICAL
SYSTEMS
The motivation for change….
5
BUT, CSW has – also always worked - with:
• Non-conservative markets from a SW
engineering point of view...
• Highly dynamic and flexible markets Highly
mature and regulated
• Non-safety critical, but more mission
critical, who can live with some faults
Safety-Critical Software which cannot simply
fail ....
• Who want good quality SW working and in
production Adopted Mature SW Development
Processes based on ESA-ECSS software
standards, ISO 15504 (SPiCE), NASA SEL,
BSSC Guides
• Characterized by more vague RFP, SoW,
not engineers, more flexible and informal,
high scope volatility, change in features...
Telecom Government
Finance
Health
Energy & Mobility
Enterprise
Critical Solutions
Search for more suitable SW development method
+
Business/Customer demand for Agile
+
New Product Development Unit , Spin-Offs paradigm and
internal developments
© 2013 Critical Software S.A.
SW Process Improvement Approach
• Launched CMMI Level 5 Organizational Performance Management Initiative : “Agile @ CSW”
6
 SW Process Improvement Phases:
[1st Phase : Sub-Phase
1 – Define and Improve]
Define Agile
Methodology, Work,
Processes and Report
Establish baseline,
estimate ROI
[2nd Phase: Sub-Phase
1 – Piloting ]
Conduct Pilots (Update
artefacts,
Select/Execute pilots,
Evaluate Pilots and
Improve)
[2nd Phase: Sub-Phase
2 - Deploy]
Define and Execute
Deployment Plan
[2nd Phase: Sub-Phase
3 – Monitor Deployment]
Monitor Deployed
Improvements
[2nd Phase: Sub-Phase
4 – Evaluate Effects]
Evaluate and record the
effect
1st
Phase
2nd Phase (Conduct Pilots, Deploy, Monitor, Evaluate)
235h
324h
• Impacts: Impact Level IMS Processes
Major 18
Minor 13
None 38
• More Impacts:
• Changes in PMO, SPA, ENG, training plans, skills, tools, ...
• Around 70-80 active projects
© 2013 Critical Software S.A.
DEPENDABLE
TECHNOLOGIES
FOR CRITICAL
SYSTEMS
SW Process Improvement Approach – The references
Inspirational Sources:
• “The Scrum Guide, The Definite Guide to Scrum: The Rules of the Game”, Jeff
Sutherland & Ken Schwaber, Oct. 2011 www.scrum.org
• “Agile Contracts – Money for Nothing and Your Change for Free”, Jeff Sutherland,
SCRUM Training Institute, July 12, 2010 http://jeffsutherland.com/ (05-06-2013)
• “Mature Agile with a twist of CMMI”, by Carsten Ruseng Jakobsen (Systematic
Software Engineering ) and Kent Aaron Johnson (Agile Digm, Incorporated),
Proceeding AGILE '08 Proceedings of the Agile 2008
• Certified Agile Tester Manual, Version 2.1, iSQI GmbH, 2010, http://www.agile-
tester.org/ (05-06-2013)
• Lessons & in-house Experience from several projects ...
• Others...
7
© 2013 Critical Software S.A.
Agile Challenges & Problems
Problems  Description How we approached it?
P1 – Agile reference sources to
use?
So many available Agile/Scrum sources, sites
(Scrum Alliance, scrum.org, mitchlacey.com),
institutes, Training programs (CAT), and authors ...

Going back to the original author(s)
Looking for other CMMI companies who have done it!
Tailoring it to our Org. reality and experience
P2 – Scrum roles &
responsibilities
We have a projectized organization, strong matrix
structure, with multiple Departments/Units, with
already defined roles, no one wants to loose
strenght and importance ...
Tried to stick to roles definition!
Did accept some team specialization (e.g. Testers &
developers)
Tried to find internally the people with the best skills to
assume the new Scrum roles
Still not happy with the result ...
P3 - Agile contracts, how to
sell?
Trying to use Agile/Scrum in a fixed price contract
is hard ... Customers typically demand all
constraints fixed: cost, schedule, scope and
quality...
Following Agile Contracts approach from Jeff
Sutherland
Using our own selling experience and know how...
P4 – Agile mindset
Transformation
Internally, many think that we don’t need Agile, we
just need a robust and institutionalized
evolutionary or iterative waterfall life cycle ...
Involve all stakeholders from the start... The pros and
the ones against... Communicate a lot, use other
successful examples to show its its possible! Have
practioners writing the new process ...
P5 – How to measure the
Agile/Scrum Benefit ?
How do we know we are doing better ... Or we just
got worse ???
Being a CMMI L5 company, and by following a
structured quantitative process improvement initiative
this is guaranteed ... We baseline, we set goals/ROI, we
measure the pilots, we compare with the post-result
© 2013 Critical Software S.A.
DEPENDABLE
TECHNOLOGIES
FOR CRITICAL
SYSTEMS
Contacts
9
Portugal
Coimbra, Lisbon,Oporto
www.criticalsoftware.com
USA
Chicago
www.criticalsoftware.com
UK
Southampton,Somerset
www.critical-software.co.uk
Brazil
São Paulo
www.criticalsoftware.com.br
Angola
Luanda
www.criticalsoftware.com
Mozambique
Maputo
www.criticalsoftware.co.mz
Singapore
Singapore
www.criticalsoftware.sg
© 2013 Critical Software S.A.
Dependable Technologies for Critical Systems
Thank You! Délio Almeida
dalmeida@criticalsoftware.com

More Related Content

What's hot

foundatamp;practitioner)princeion&2aombigile
foundatamp;practitioner)princeion&2aombigilefoundatamp;practitioner)princeion&2aombigile
foundatamp;practitioner)princeion&2aombigile
Anne Starr
 
Presentation how a traditional project manager transforms to scrum - final
Presentation   how a traditional project manager transforms to scrum - finalPresentation   how a traditional project manager transforms to scrum - final
Presentation how a traditional project manager transforms to scrum - final
Sadaf Saad
 
eCIO PPT Roles for a SAP and Systems Integration Project
eCIO PPT Roles for a SAP and Systems Integration ProjecteCIO PPT Roles for a SAP and Systems Integration Project
eCIO PPT Roles for a SAP and Systems Integration Project
David Niles
 
Project Management in Agile Organizations - Stage Gate and Agile
Project Management in Agile Organizations - Stage Gate and AgileProject Management in Agile Organizations - Stage Gate and Agile
Project Management in Agile Organizations - Stage Gate and Agile
Knowit_TM
 

What's hot (20)

ASAP Methodology for Implementing SAP System
ASAP Methodology for Implementing SAP System ASAP Methodology for Implementing SAP System
ASAP Methodology for Implementing SAP System
 
Innovative Practices in Software Quality Facilitation
Innovative Practices in Software Quality FacilitationInnovative Practices in Software Quality Facilitation
Innovative Practices in Software Quality Facilitation
 
SAP Model -Smarterenergyconsulting.com
SAP Model -Smarterenergyconsulting.comSAP Model -Smarterenergyconsulting.com
SAP Model -Smarterenergyconsulting.com
 
Hi Maturity in the CMMI Services Context
Hi Maturity in the CMMI Services Context Hi Maturity in the CMMI Services Context
Hi Maturity in the CMMI Services Context
 
QA in an agile world Tom Churchwell
QA in an agile world Tom ChurchwellQA in an agile world Tom Churchwell
QA in an agile world Tom Churchwell
 
foundatamp;practitioner)princeion&2aombigile
foundatamp;practitioner)princeion&2aombigilefoundatamp;practitioner)princeion&2aombigile
foundatamp;practitioner)princeion&2aombigile
 
Moving Gradually to Agile Development by Kavita Gupta
Moving Gradually to Agile Development by Kavita GuptaMoving Gradually to Agile Development by Kavita Gupta
Moving Gradually to Agile Development by Kavita Gupta
 
Prince2 Agile Frukostmöte
Prince2 Agile FrukostmötePrince2 Agile Frukostmöte
Prince2 Agile Frukostmöte
 
Scrum - Atlanta Code Camp
Scrum - Atlanta Code CampScrum - Atlanta Code Camp
Scrum - Atlanta Code Camp
 
Agile ALM Virtual Study Session 3 - Sprint activities
Agile ALM Virtual Study Session 3 - Sprint activitiesAgile ALM Virtual Study Session 3 - Sprint activities
Agile ALM Virtual Study Session 3 - Sprint activities
 
Presentation how a traditional project manager transforms to scrum - final
Presentation   how a traditional project manager transforms to scrum - finalPresentation   how a traditional project manager transforms to scrum - final
Presentation how a traditional project manager transforms to scrum - final
 
eCIO PPT Roles for a SAP and Systems Integration Project
eCIO PPT Roles for a SAP and Systems Integration ProjecteCIO PPT Roles for a SAP and Systems Integration Project
eCIO PPT Roles for a SAP and Systems Integration Project
 
Can CMMI Deliver On Its Promises In a Multi-Model Environment?
Can CMMI Deliver On Its Promises In a Multi-Model Environment?Can CMMI Deliver On Its Promises In a Multi-Model Environment?
Can CMMI Deliver On Its Promises In a Multi-Model Environment?
 
Asap overview
Asap overviewAsap overview
Asap overview
 
Agile ALM Tool Comparison
Agile ALM Tool ComparisonAgile ALM Tool Comparison
Agile ALM Tool Comparison
 
Project Management in Agile Organizations - Stage Gate and Agile
Project Management in Agile Organizations - Stage Gate and AgileProject Management in Agile Organizations - Stage Gate and Agile
Project Management in Agile Organizations - Stage Gate and Agile
 
Lean and Agile SAP
Lean and Agile SAPLean and Agile SAP
Lean and Agile SAP
 
14 key changes in pmbok ® guide sixth edition
14 key changes in pmbok ® guide sixth edition14 key changes in pmbok ® guide sixth edition
14 key changes in pmbok ® guide sixth edition
 
20160512 predictive and adaptive approach
20160512   predictive and adaptive approach20160512   predictive and adaptive approach
20160512 predictive and adaptive approach
 
Value of PMP Certification and PMI Membership
Value of PMP Certification and PMI MembershipValue of PMP Certification and PMI Membership
Value of PMP Certification and PMI Membership
 

Similar to Agile Portugal 2013: Adoption of Agile/Scrum in a Portuguese CMMI L5 enterprise: Improvement Approach and Experiences

BizTransSysTech_CareerEd_v1.0
BizTransSysTech_CareerEd_v1.0BizTransSysTech_CareerEd_v1.0
BizTransSysTech_CareerEd_v1.0
BizTrans SysTech
 
BizTransSysTech_TalentOut_v1.0
BizTransSysTech_TalentOut_v1.0BizTransSysTech_TalentOut_v1.0
BizTransSysTech_TalentOut_v1.0
BizTrans SysTech
 
Addwiser Presentation Pdf
Addwiser Presentation PdfAddwiser Presentation Pdf
Addwiser Presentation Pdf
Prince George
 
Addwiser Presentation
Addwiser PresentationAddwiser Presentation
Addwiser Presentation
smita.philip
 

Similar to Agile Portugal 2013: Adoption of Agile/Scrum in a Portuguese CMMI L5 enterprise: Improvement Approach and Experiences (20)

My Curriculum Vitæ
My Curriculum VitæMy Curriculum Vitæ
My Curriculum Vitæ
 
Services - to certify or not?
Services - to certify or not?Services - to certify or not?
Services - to certify or not?
 
DigiBlu's Approach and Strategy for our Intelligent Automation Proposal to Ce...
DigiBlu's Approach and Strategy for our Intelligent Automation Proposal to Ce...DigiBlu's Approach and Strategy for our Intelligent Automation Proposal to Ce...
DigiBlu's Approach and Strategy for our Intelligent Automation Proposal to Ce...
 
COBIT®5 - Assessor
COBIT®5 - AssessorCOBIT®5 - Assessor
COBIT®5 - Assessor
 
BizTransSysTech_CareerEd_v1.0
BizTransSysTech_CareerEd_v1.0BizTransSysTech_CareerEd_v1.0
BizTransSysTech_CareerEd_v1.0
 
Sapple Systems Corporate Profile
Sapple Systems Corporate ProfileSapple Systems Corporate Profile
Sapple Systems Corporate Profile
 
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
MuleSoft Meetup #2 in Kyiv, Ukraine - What is special about MuleSoft Catalyst™?
 
Sabrion_Consulting_Overview CPG Retail Apparel.pdf
Sabrion_Consulting_Overview CPG Retail Apparel.pdfSabrion_Consulting_Overview CPG Retail Apparel.pdf
Sabrion_Consulting_Overview CPG Retail Apparel.pdf
 
The Need for Speed
The Need for SpeedThe Need for Speed
The Need for Speed
 
Practical experiences of portfolio management
Practical experiences of portfolio managementPractical experiences of portfolio management
Practical experiences of portfolio management
 
dxw Training Module: Understanding and Applying Agile for Croydon Council
dxw Training Module: Understanding and Applying Agile for Croydon Councildxw Training Module: Understanding and Applying Agile for Croydon Council
dxw Training Module: Understanding and Applying Agile for Croydon Council
 
BizTransSysTech_TalentOut_v1.0
BizTransSysTech_TalentOut_v1.0BizTransSysTech_TalentOut_v1.0
BizTransSysTech_TalentOut_v1.0
 
Driving Business Agility & Innovation with Enterprise Architecture
Driving Business Agility & Innovation with Enterprise ArchitectureDriving Business Agility & Innovation with Enterprise Architecture
Driving Business Agility & Innovation with Enterprise Architecture
 
Psp Tsp Agile 3 1 En
Psp Tsp Agile 3 1 EnPsp Tsp Agile 3 1 En
Psp Tsp Agile 3 1 En
 
Addwiser Presentation Pdf
Addwiser Presentation PdfAddwiser Presentation Pdf
Addwiser Presentation Pdf
 
م.47-#تواصل_تطوير-م.محمد العربى-إستخدام مفاهيم الرشاقة للتحول الإستراتيجي للم...
م.47-#تواصل_تطوير-م.محمد العربى-إستخدام مفاهيم الرشاقة للتحول الإستراتيجي للم...م.47-#تواصل_تطوير-م.محمد العربى-إستخدام مفاهيم الرشاقة للتحول الإستراتيجي للم...
م.47-#تواصل_تطوير-م.محمد العربى-إستخدام مفاهيم الرشاقة للتحول الإستراتيجي للم...
 
COBIT®5 - Foundation
COBIT®5 - FoundationCOBIT®5 - Foundation
COBIT®5 - Foundation
 
Professional Scrum Master I (PSM-I)
Professional Scrum Master I (PSM-I)Professional Scrum Master I (PSM-I)
Professional Scrum Master I (PSM-I)
 
Addwiser Presentation Pdf
Addwiser Presentation PdfAddwiser Presentation Pdf
Addwiser Presentation Pdf
 
Addwiser Presentation
Addwiser PresentationAddwiser Presentation
Addwiser Presentation
 

Recently uploaded

JustNaik Solution Deck (stage bus sector)
JustNaik Solution Deck (stage bus sector)JustNaik Solution Deck (stage bus sector)
JustNaik Solution Deck (stage bus sector)
Max Lee
 

Recently uploaded (20)

10 Essential Software Testing Tools You Need to Know About.pdf
10 Essential Software Testing Tools You Need to Know About.pdf10 Essential Software Testing Tools You Need to Know About.pdf
10 Essential Software Testing Tools You Need to Know About.pdf
 
CompTIA Security+ (Study Notes) for cs.pdf
CompTIA Security+ (Study Notes) for cs.pdfCompTIA Security+ (Study Notes) for cs.pdf
CompTIA Security+ (Study Notes) for cs.pdf
 
Tree in the Forest - Managing Details in BDD Scenarios (live2test 2024)
Tree in the Forest - Managing Details in BDD Scenarios (live2test 2024)Tree in the Forest - Managing Details in BDD Scenarios (live2test 2024)
Tree in the Forest - Managing Details in BDD Scenarios (live2test 2024)
 
Naer Toolbar Redesign - Usability Research Synthesis
Naer Toolbar Redesign - Usability Research SynthesisNaer Toolbar Redesign - Usability Research Synthesis
Naer Toolbar Redesign - Usability Research Synthesis
 
IT Software Development Resume, Vaibhav jha 2024
IT Software Development Resume, Vaibhav jha 2024IT Software Development Resume, Vaibhav jha 2024
IT Software Development Resume, Vaibhav jha 2024
 
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdf
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdfMicrosoft 365 Copilot; An AI tool changing the world of work _PDF.pdf
Microsoft 365 Copilot; An AI tool changing the world of work _PDF.pdf
 
Modern binary build systems - PyCon 2024
Modern binary build systems - PyCon 2024Modern binary build systems - PyCon 2024
Modern binary build systems - PyCon 2024
 
A Guideline to Zendesk to Re:amaze Data Migration
A Guideline to Zendesk to Re:amaze Data MigrationA Guideline to Zendesk to Re:amaze Data Migration
A Guideline to Zendesk to Re:amaze Data Migration
 
JustNaik Solution Deck (stage bus sector)
JustNaik Solution Deck (stage bus sector)JustNaik Solution Deck (stage bus sector)
JustNaik Solution Deck (stage bus sector)
 
Microsoft365_Dev_Security_2024_05_16.pdf
Microsoft365_Dev_Security_2024_05_16.pdfMicrosoft365_Dev_Security_2024_05_16.pdf
Microsoft365_Dev_Security_2024_05_16.pdf
 
AI Hackathon.pptx
AI                        Hackathon.pptxAI                        Hackathon.pptx
AI Hackathon.pptx
 
5 Reasons Driving Warehouse Management Systems Demand
5 Reasons Driving Warehouse Management Systems Demand5 Reasons Driving Warehouse Management Systems Demand
5 Reasons Driving Warehouse Management Systems Demand
 
Lessons Learned from Building a Serverless Notifications System.pdf
Lessons Learned from Building a Serverless Notifications System.pdfLessons Learned from Building a Serverless Notifications System.pdf
Lessons Learned from Building a Serverless Notifications System.pdf
 
GraphSummit Stockholm - Neo4j - Knowledge Graphs and Product Updates
GraphSummit Stockholm - Neo4j - Knowledge Graphs and Product UpdatesGraphSummit Stockholm - Neo4j - Knowledge Graphs and Product Updates
GraphSummit Stockholm - Neo4j - Knowledge Graphs and Product Updates
 
COMPUTER AND ITS COMPONENTS PPT.by naitik sharma Class 9th A mittal internati...
COMPUTER AND ITS COMPONENTS PPT.by naitik sharma Class 9th A mittal internati...COMPUTER AND ITS COMPONENTS PPT.by naitik sharma Class 9th A mittal internati...
COMPUTER AND ITS COMPONENTS PPT.by naitik sharma Class 9th A mittal internati...
 
Workforce Efficiency with Employee Time Tracking Software.pdf
Workforce Efficiency with Employee Time Tracking Software.pdfWorkforce Efficiency with Employee Time Tracking Software.pdf
Workforce Efficiency with Employee Time Tracking Software.pdf
 
Optimizing Operations by Aligning Resources with Strategic Objectives Using O...
Optimizing Operations by Aligning Resources with Strategic Objectives Using O...Optimizing Operations by Aligning Resources with Strategic Objectives Using O...
Optimizing Operations by Aligning Resources with Strategic Objectives Using O...
 
OpenChain Webinar: AboutCode and Beyond - End-to-End SCA
OpenChain Webinar: AboutCode and Beyond - End-to-End SCAOpenChain Webinar: AboutCode and Beyond - End-to-End SCA
OpenChain Webinar: AboutCode and Beyond - End-to-End SCA
 
StrimziCon 2024 - Transition to Apache Kafka on Kubernetes with Strimzi.pdf
StrimziCon 2024 - Transition to Apache Kafka on Kubernetes with Strimzi.pdfStrimziCon 2024 - Transition to Apache Kafka on Kubernetes with Strimzi.pdf
StrimziCon 2024 - Transition to Apache Kafka on Kubernetes with Strimzi.pdf
 
how-to-download-files-safely-from-the-internet.pdf
how-to-download-files-safely-from-the-internet.pdfhow-to-download-files-safely-from-the-internet.pdf
how-to-download-files-safely-from-the-internet.pdf
 

Agile Portugal 2013: Adoption of Agile/Scrum in a Portuguese CMMI L5 enterprise: Improvement Approach and Experiences

  • 1. © 2013 Critical Software S.A. Dependable Technologies for Critical Systems Adoption of Agile/Scrum in a Portuguese CMMI L5 enterprise: Improvement Approach and Experiences Délio Almeida, Quality Manager 21st June 2013, Agile & Scrum Portugal 2013
  • 2. DEPENDABLE TECHNOLOGIES FOR CRITICAL SYSTEMS © 2013 Critical Software S.A. Critical Software | About us 3 • Spin-off of the University of Coimbra in 1998 • Global Software Engineering company • Engineering Centres: ~250 engineers - Portuguese Offices in: Coimbra, Lisbon, Oporto • Strong investment in R&D and Quality - 10% of turnover invested every year in R&D - More than 20 people allocated to R&D • Strategic Pillars - Global Vision, People & Community, Quality - Innovation and R&D, Reinvestment & Growth • Investment in Quality Certifications - SEI CMMI-DEV Level 5, AS9100C, ISO9001, NATO AQAP 2210, 2110, NP4457 Coimbra University: 1290 Vision To become an international software technology and engineering business, recognized for excelling in the provision of pioneering and innovative solutions in multiple markets, while ensuring the highest quality and dependability Mission To support mission and business critical solutions
  • 3. © 2013 Critical Software S.A. DEPENDABLE TECHNOLOGIES FOR CRITICAL SYSTEMS The motivation for change…. 4 Aeronautics Space Defence Transports Mission-Safety Critical Solutions CSW has always worked with: • Conservative markets from SW eng. point of view • Highly mature and regulated • Safety-Critical Software which cannot simply fail .... • Mature SW Development Processes based on ESA-ECSS software standards, ISO 15504 (SPiCE), NASA SEL, BSSC Guides • Characterized by detailed RFP, SoW, highly specialized customers and specialists, very good domain knowledge, formal approaches to project and quality management
  • 4. © 2013 Critical Software S.A. DEPENDABLE TECHNOLOGIES FOR CRITICAL SYSTEMS The motivation for change…. 5 BUT, CSW has – also always worked - with: • Non-conservative markets from a SW engineering point of view... • Highly dynamic and flexible markets Highly mature and regulated • Non-safety critical, but more mission critical, who can live with some faults Safety-Critical Software which cannot simply fail .... • Who want good quality SW working and in production Adopted Mature SW Development Processes based on ESA-ECSS software standards, ISO 15504 (SPiCE), NASA SEL, BSSC Guides • Characterized by more vague RFP, SoW, not engineers, more flexible and informal, high scope volatility, change in features... Telecom Government Finance Health Energy & Mobility Enterprise Critical Solutions Search for more suitable SW development method + Business/Customer demand for Agile + New Product Development Unit , Spin-Offs paradigm and internal developments
  • 5. © 2013 Critical Software S.A. SW Process Improvement Approach • Launched CMMI Level 5 Organizational Performance Management Initiative : “Agile @ CSW” 6  SW Process Improvement Phases: [1st Phase : Sub-Phase 1 – Define and Improve] Define Agile Methodology, Work, Processes and Report Establish baseline, estimate ROI [2nd Phase: Sub-Phase 1 – Piloting ] Conduct Pilots (Update artefacts, Select/Execute pilots, Evaluate Pilots and Improve) [2nd Phase: Sub-Phase 2 - Deploy] Define and Execute Deployment Plan [2nd Phase: Sub-Phase 3 – Monitor Deployment] Monitor Deployed Improvements [2nd Phase: Sub-Phase 4 – Evaluate Effects] Evaluate and record the effect 1st Phase 2nd Phase (Conduct Pilots, Deploy, Monitor, Evaluate) 235h 324h • Impacts: Impact Level IMS Processes Major 18 Minor 13 None 38 • More Impacts: • Changes in PMO, SPA, ENG, training plans, skills, tools, ... • Around 70-80 active projects
  • 6. © 2013 Critical Software S.A. DEPENDABLE TECHNOLOGIES FOR CRITICAL SYSTEMS SW Process Improvement Approach – The references Inspirational Sources: • “The Scrum Guide, The Definite Guide to Scrum: The Rules of the Game”, Jeff Sutherland & Ken Schwaber, Oct. 2011 www.scrum.org • “Agile Contracts – Money for Nothing and Your Change for Free”, Jeff Sutherland, SCRUM Training Institute, July 12, 2010 http://jeffsutherland.com/ (05-06-2013) • “Mature Agile with a twist of CMMI”, by Carsten Ruseng Jakobsen (Systematic Software Engineering ) and Kent Aaron Johnson (Agile Digm, Incorporated), Proceeding AGILE '08 Proceedings of the Agile 2008 • Certified Agile Tester Manual, Version 2.1, iSQI GmbH, 2010, http://www.agile- tester.org/ (05-06-2013) • Lessons & in-house Experience from several projects ... • Others... 7
  • 7. © 2013 Critical Software S.A. Agile Challenges & Problems Problems  Description How we approached it? P1 – Agile reference sources to use? So many available Agile/Scrum sources, sites (Scrum Alliance, scrum.org, mitchlacey.com), institutes, Training programs (CAT), and authors ...  Going back to the original author(s) Looking for other CMMI companies who have done it! Tailoring it to our Org. reality and experience P2 – Scrum roles & responsibilities We have a projectized organization, strong matrix structure, with multiple Departments/Units, with already defined roles, no one wants to loose strenght and importance ... Tried to stick to roles definition! Did accept some team specialization (e.g. Testers & developers) Tried to find internally the people with the best skills to assume the new Scrum roles Still not happy with the result ... P3 - Agile contracts, how to sell? Trying to use Agile/Scrum in a fixed price contract is hard ... Customers typically demand all constraints fixed: cost, schedule, scope and quality... Following Agile Contracts approach from Jeff Sutherland Using our own selling experience and know how... P4 – Agile mindset Transformation Internally, many think that we don’t need Agile, we just need a robust and institutionalized evolutionary or iterative waterfall life cycle ... Involve all stakeholders from the start... The pros and the ones against... Communicate a lot, use other successful examples to show its its possible! Have practioners writing the new process ... P5 – How to measure the Agile/Scrum Benefit ? How do we know we are doing better ... Or we just got worse ??? Being a CMMI L5 company, and by following a structured quantitative process improvement initiative this is guaranteed ... We baseline, we set goals/ROI, we measure the pilots, we compare with the post-result
  • 8. © 2013 Critical Software S.A. DEPENDABLE TECHNOLOGIES FOR CRITICAL SYSTEMS Contacts 9 Portugal Coimbra, Lisbon,Oporto www.criticalsoftware.com USA Chicago www.criticalsoftware.com UK Southampton,Somerset www.critical-software.co.uk Brazil São Paulo www.criticalsoftware.com.br Angola Luanda www.criticalsoftware.com Mozambique Maputo www.criticalsoftware.co.mz Singapore Singapore www.criticalsoftware.sg
  • 9. © 2013 Critical Software S.A. Dependable Technologies for Critical Systems Thank You! Délio Almeida dalmeida@criticalsoftware.com