Software industry is one of the most empirical industries due to its high dependence on technology and people. Each
software company adopts a specific development methodology, and furthermore seeks to build a system for its process
improvement by adopting one or more Software Process Improvement (SPI) models. CMMI is a process framework
which is widely adopted by software and systems development companies, while Scrum is one of the more
recent project management agile method whose adoption is growing rapidly. CMMI is basically a process
improvement framework which provides a set of processes for software and system development management, Scrum
can be thought of as an iterative project management framework for development activities, CMMI has a wider scope
and different aims to those of Scrum and covers production support, maintenance, product implementation and
application transition type projects as well.
This paper shows how to implement the Measurements
and Analysis (M&A) process area of CMMI model and clarify how M&A can be achieved in the agile (Scrum)-
I got the title of this paper from
http://www.ndia.org/meetings/0110
and the content from http://www.agilecmmi.blogspot.com
This document provides an overview of the Preliminary Phase of the Architecture Development Method (ADM). The key objectives of this phase are to scope the enterprise architecture effort, identify stakeholders and requirements, establish governance frameworks, and select the architecture framework that will be used. The main outputs are an organizational model, tailored architecture framework, and initial architecture repository.
ioko selected BMC Remedy Service Desk to replace its outdated HP service desk and underpin improvements to its IT service management infrastructure (iSMI). BMC Remedy met ioko's requirements for improved global service quality, zero downtime maintenance, mid-tier deployment, and ITIL compliance better than the alternative, HP SM7. The implementation was successful with only a small team from ioko and support from BMC consultants. BMC Remedy allows for improved incident response times and transparency into maintenance and service costs.
The document summarizes the results of a survey of 1000 IT professionals from 14 countries on emerging trends in IT and enterprise architecture in 2009. It includes charts on the respondents' roles, the key challenges enterprises face, and whether respondents have implemented traceability between business, system, and technology requirements.
This article describes how the Capability Maturity Model Integration can be supplemented by a new innovation model in promoting innovations within organizations
The document provides an overview of how to stay ahead of the curve as a job seeker by following business projects from inception. It discusses (1) keeping track of changes in the regulatory environment and competitor strategies, (2) monitoring a company's project lifecycle from planning to rollout, and (3) understanding what types of roles are needed at each project stage. The key is to prepare for future opportunities by watching for early indicators like a company announcing new projects or regulatory changes.
This document provides an overview of the Preliminary Phase of the Architecture Development Method (ADM). The key objectives of this phase are to scope the enterprise architecture effort, identify stakeholders and requirements, establish governance frameworks, and select the architecture framework that will be used. The main outputs are an organizational model, tailored architecture framework, and initial architecture repository.
ioko selected BMC Remedy Service Desk to replace its outdated HP service desk and underpin improvements to its IT service management infrastructure (iSMI). BMC Remedy met ioko's requirements for improved global service quality, zero downtime maintenance, mid-tier deployment, and ITIL compliance better than the alternative, HP SM7. The implementation was successful with only a small team from ioko and support from BMC consultants. BMC Remedy allows for improved incident response times and transparency into maintenance and service costs.
The document summarizes the results of a survey of 1000 IT professionals from 14 countries on emerging trends in IT and enterprise architecture in 2009. It includes charts on the respondents' roles, the key challenges enterprises face, and whether respondents have implemented traceability between business, system, and technology requirements.
This article describes how the Capability Maturity Model Integration can be supplemented by a new innovation model in promoting innovations within organizations
The document provides an overview of how to stay ahead of the curve as a job seeker by following business projects from inception. It discusses (1) keeping track of changes in the regulatory environment and competitor strategies, (2) monitoring a company's project lifecycle from planning to rollout, and (3) understanding what types of roles are needed at each project stage. The key is to prepare for future opportunities by watching for early indicators like a company announcing new projects or regulatory changes.
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
This document provides an overview of a tutorial on business process management. It discusses best practices for BPM including having strong partnerships with IT, using industry standard tools, selecting the right initial project, and managing expectations. It also discusses frameworks for assessing business process reengineering and outlines characteristics of successful BPM projects such as defining clear metrics and fostering cultural change.
Current Trends and Future Directions in Technology for DevOps (Innovate 2012)Michael Elder
An overview of current solutions (2012) for enabling tighter integrations between Development & Operations teams and a look towards emerging trends (mid-late 2012) in support DevOps.
Can togaf™ assist_implementation_of_fea_fsam_12_jul10johnpolgreen
The document discusses using The Open Group Architecture Framework (TOGAF) to improve government enterprise architecture processes and assist with implementing the Federal Enterprise Architecture (FEA) and the Federal Segment Architecture Methodology (FSAM). TOGAF provides a well-defined architecture development method (ADM) with templates and examples that can be mapped to FEA and FSAM. Applying TOGAF's ADM process and artifacts could help address needs for more granular guidance and common language in government architecture practices.
Gilb project management driven by the top ten critical improvements quantifie...tom gilb
This document provides an overview of Tom Gilb's Competitive Engineering project management method. Competitive Engineering is a proven approach for clearly communicating management objectives and engineering requirements. It provides practical tools for specifying, evaluating, managing, and delivering high-quality solutions on complex projects on time and within budget. The method has been successfully used by thousands of managers and engineers worldwide on projects in various industries.
The document discusses extending the use of TOGAF (The Open Group Architecture Framework) beyond IT architecture to encompass enterprise architecture for the entire organization. It proposes two approaches: 1) Expanding the scope of TOGAF phases to focus on business, common, and detailed levels of the enterprise. 2) Extending TOGAF's capabilities by adapting phases for iterative assessment at any scope or complexity using time horizons, expanded Zachman framework, and agile principles. This allows TOGAF to address architecture for any part of the enterprise.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
Aggregating application, service, and portfolio demand using HP Project and P...bkniffen
The document summarizes NBC Universal's implementation of HP Project and Portfolio Management Center (PPMC) to standardize its IT demand management and project execution processes. Key points:
- Phase 1 streamlined operational demand processes, replacing custom tools with PPMC configuration. This provided improved visibility and data for support requests.
- Phase 2 implemented strategic demand management in PPMC, including proposals/project linking, resource planning, and financial management. This provided increased project visibility and cost tracking.
- The implementation followed a "recipe for success" using a phased approach over 2009-2010, configured PPMC when possible, and included organizational change management.
Software enginnering unit 01 by manoj kumar sonimanojsonikgn
Configuration management involves establishing and maintaining the integrity of software products throughout the software life cycle. It includes identifying configuration items, controlling changes, and recording and reporting change implementation status. The key activities of configuration management are configuration management planning, change management, version management, and system building. Configuration management aims to explain the importance of software configuration management and describe these main configuration management activities.
This document discusses how IBM Rational Quality Manager (RQM) can be used to support globally distributed teams. It provides a case study of how IBM Rational Systems and Verification Test deployed RQM across multiple countries and sites. It then offers recommendations for deploying RQM for small remote teams, large remote teams, and outsourced remote teams based on factors like bandwidth, number of users, and assets. It also provides tips for tweaking the user response for remote users through features in RQM like asset throttling, categories, and views. Key features that support global teams like the thin web client, centralized administration, work items, and permissions are also highlighted.
Bhavish Kumar Getting Serious About Enterprise Architecture V1.0Bhavish Kumar Madurai
The document discusses enterprise architecture (EA) and testable architecture. It begins with an agenda that includes defining EA and modeling methods, introducing testable architecture methodology, and presenting a customer case study. It then discusses standard EA definitions and modeling frameworks like TOGAF and ArchiMate. It introduces testable architecture as a way to reduce ambiguity between requirements, architecture and implementation through formal and unambiguous modeling. This allows architecture to be tested against requirements and helps generate implementation artifacts.
This document discusses Lean Six Sigma and how it can be used for business process improvement. It notes that while Lean Six Sigma has been successfully used in manufacturing and other industries, many companies struggle to achieve expected benefits from their Lean Six Sigma programs. This is often due to poor implementation planning and project selection. The document introduces the SystemCPi roadmap as a proven approach to overcome these implementation issues. SystemCPi provides an integrated toolbox to plan, implement, and sustain process improvement initiatives. It helps organizations choose the right projects and tools to achieve operational excellence and competitive advantage through Lean Six Sigma.
This document discusses managing application development in CA 2E. It provides an overview of MKS and its partnership with CA, as well as customer scenarios using MKS Implementer and CA 2E together. It then summarizes the key capabilities of the CA 2E Change Management Option for managing the CA 2E application lifecycle, including check-out/check-in, promotion, and remote deployment. It also discusses how MKS Integrity can provide additional capabilities beyond just CA 2E models.
Software Measurement for Lean Application ManagementCAST
Learn how the Lean practices pioneered in the Toyota Production System apply to the Application Development and Maintenance (ADM) of business software. Applying Lean to ADM decreases total cost of ownership and improves business responsiveness and operational dependability.
Combining Performance Testing And Modelling For Easy Jet.Com V 1.0dannyq
This document discusses combining performance testing and modeling for easyJet.com. It outlines the business context of easyJet relying on its website for 98% of revenue. Challenges with agile development include a narrow testing window. Performance testing identifies defects while modeling predicts performance under scenarios. Testing focuses on highest risk areas. Modeling validates demand and capacity. Benefits include confidence in release decisions.
This document discusses the challenges of managing complexity in software and systems development. It proposes two approaches to address this complexity: 1) variant management through strategic reuse, defining entry points and reuse strategies; and 2) product line engineering, shifting from asset reuse to sharing across a product line lifecycle. IBM's solutions involve its Rational tools integrated with BigLever's product line engineering framework to support requirements, modeling, quality management, and an overall lifecycle approach. The combination aims to improve productivity, quality, and time to market through feature-based development and automated production.
Estimating the requirements determination of a projectJohnny Russo
This webinar presented a good balance between stressing the business basis for requirements, and an approach to estimating what it will take to obtain them in a product initiative. Considering the three levels of requirements:
•Business Requirements - "Why the project is being undertaken."
•User Requirements - "What users will be able to do with the product."
•Engineering Requirements - "What engineers need to develop."
Success is going to be about getting the upstream business requirements right, and then ensuring logical flow between downstream activities.
UC2 International Deployment, Baltimore Society of Communications Technology ...Agustin Argelich Casals
This document discusses the risks and lessons learned from deploying a unified communications and collaboration (UC2) platform internationally across multiple countries for a large multinational company. The company has over 18,000 employees across 28 countries with 56 main sites. When deploying the UC2 platform on a global scale, questions around dedicated vs shared infrastructure, ownership, administration, and maintenance must be addressed. Lessons from the case study highlight that cost containment, governance, security, and reducing complexity are important factors for a successful global deployment.
CMMI is a framework of best practices which is stand for Capability Maturity Model Integration. CMMI-DEV is the current version which describesthe best practices in measuring, managing and monitoring software development process.
Capability Maturity Model Integration (CMMI) is a process level improvement training and appraisal program. Administered by the CMMI Institute, a subsidiary of ISACA, it was developed at Carnegie Mellon University (CMU). It is required by many U.S. Government contracts, especially in software development. CMU claims CMMI can be used to guide process improvement across a project, division, or an entire organization. CMMI defines the following maturity levels for processes: Initial, Managed, Defined, Quantitatively Managed, and Optimizing. Version 2.0 was published in 2018 (Version 1.3 was published in 2010, and is the reference model for the remaining information in this wiki article). CMMI is registered in the U.S. Patent and Trademark Office by CMU.
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
This document provides an overview of a tutorial on business process management. It discusses best practices for BPM including having strong partnerships with IT, using industry standard tools, selecting the right initial project, and managing expectations. It also discusses frameworks for assessing business process reengineering and outlines characteristics of successful BPM projects such as defining clear metrics and fostering cultural change.
Current Trends and Future Directions in Technology for DevOps (Innovate 2012)Michael Elder
An overview of current solutions (2012) for enabling tighter integrations between Development & Operations teams and a look towards emerging trends (mid-late 2012) in support DevOps.
Can togaf™ assist_implementation_of_fea_fsam_12_jul10johnpolgreen
The document discusses using The Open Group Architecture Framework (TOGAF) to improve government enterprise architecture processes and assist with implementing the Federal Enterprise Architecture (FEA) and the Federal Segment Architecture Methodology (FSAM). TOGAF provides a well-defined architecture development method (ADM) with templates and examples that can be mapped to FEA and FSAM. Applying TOGAF's ADM process and artifacts could help address needs for more granular guidance and common language in government architecture practices.
Gilb project management driven by the top ten critical improvements quantifie...tom gilb
This document provides an overview of Tom Gilb's Competitive Engineering project management method. Competitive Engineering is a proven approach for clearly communicating management objectives and engineering requirements. It provides practical tools for specifying, evaluating, managing, and delivering high-quality solutions on complex projects on time and within budget. The method has been successfully used by thousands of managers and engineers worldwide on projects in various industries.
The document discusses extending the use of TOGAF (The Open Group Architecture Framework) beyond IT architecture to encompass enterprise architecture for the entire organization. It proposes two approaches: 1) Expanding the scope of TOGAF phases to focus on business, common, and detailed levels of the enterprise. 2) Extending TOGAF's capabilities by adapting phases for iterative assessment at any scope or complexity using time horizons, expanded Zachman framework, and agile principles. This allows TOGAF to address architecture for any part of the enterprise.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
Aggregating application, service, and portfolio demand using HP Project and P...bkniffen
The document summarizes NBC Universal's implementation of HP Project and Portfolio Management Center (PPMC) to standardize its IT demand management and project execution processes. Key points:
- Phase 1 streamlined operational demand processes, replacing custom tools with PPMC configuration. This provided improved visibility and data for support requests.
- Phase 2 implemented strategic demand management in PPMC, including proposals/project linking, resource planning, and financial management. This provided increased project visibility and cost tracking.
- The implementation followed a "recipe for success" using a phased approach over 2009-2010, configured PPMC when possible, and included organizational change management.
Software enginnering unit 01 by manoj kumar sonimanojsonikgn
Configuration management involves establishing and maintaining the integrity of software products throughout the software life cycle. It includes identifying configuration items, controlling changes, and recording and reporting change implementation status. The key activities of configuration management are configuration management planning, change management, version management, and system building. Configuration management aims to explain the importance of software configuration management and describe these main configuration management activities.
This document discusses how IBM Rational Quality Manager (RQM) can be used to support globally distributed teams. It provides a case study of how IBM Rational Systems and Verification Test deployed RQM across multiple countries and sites. It then offers recommendations for deploying RQM for small remote teams, large remote teams, and outsourced remote teams based on factors like bandwidth, number of users, and assets. It also provides tips for tweaking the user response for remote users through features in RQM like asset throttling, categories, and views. Key features that support global teams like the thin web client, centralized administration, work items, and permissions are also highlighted.
Bhavish Kumar Getting Serious About Enterprise Architecture V1.0Bhavish Kumar Madurai
The document discusses enterprise architecture (EA) and testable architecture. It begins with an agenda that includes defining EA and modeling methods, introducing testable architecture methodology, and presenting a customer case study. It then discusses standard EA definitions and modeling frameworks like TOGAF and ArchiMate. It introduces testable architecture as a way to reduce ambiguity between requirements, architecture and implementation through formal and unambiguous modeling. This allows architecture to be tested against requirements and helps generate implementation artifacts.
This document discusses Lean Six Sigma and how it can be used for business process improvement. It notes that while Lean Six Sigma has been successfully used in manufacturing and other industries, many companies struggle to achieve expected benefits from their Lean Six Sigma programs. This is often due to poor implementation planning and project selection. The document introduces the SystemCPi roadmap as a proven approach to overcome these implementation issues. SystemCPi provides an integrated toolbox to plan, implement, and sustain process improvement initiatives. It helps organizations choose the right projects and tools to achieve operational excellence and competitive advantage through Lean Six Sigma.
This document discusses managing application development in CA 2E. It provides an overview of MKS and its partnership with CA, as well as customer scenarios using MKS Implementer and CA 2E together. It then summarizes the key capabilities of the CA 2E Change Management Option for managing the CA 2E application lifecycle, including check-out/check-in, promotion, and remote deployment. It also discusses how MKS Integrity can provide additional capabilities beyond just CA 2E models.
Software Measurement for Lean Application ManagementCAST
Learn how the Lean practices pioneered in the Toyota Production System apply to the Application Development and Maintenance (ADM) of business software. Applying Lean to ADM decreases total cost of ownership and improves business responsiveness and operational dependability.
Combining Performance Testing And Modelling For Easy Jet.Com V 1.0dannyq
This document discusses combining performance testing and modeling for easyJet.com. It outlines the business context of easyJet relying on its website for 98% of revenue. Challenges with agile development include a narrow testing window. Performance testing identifies defects while modeling predicts performance under scenarios. Testing focuses on highest risk areas. Modeling validates demand and capacity. Benefits include confidence in release decisions.
This document discusses the challenges of managing complexity in software and systems development. It proposes two approaches to address this complexity: 1) variant management through strategic reuse, defining entry points and reuse strategies; and 2) product line engineering, shifting from asset reuse to sharing across a product line lifecycle. IBM's solutions involve its Rational tools integrated with BigLever's product line engineering framework to support requirements, modeling, quality management, and an overall lifecycle approach. The combination aims to improve productivity, quality, and time to market through feature-based development and automated production.
Estimating the requirements determination of a projectJohnny Russo
This webinar presented a good balance between stressing the business basis for requirements, and an approach to estimating what it will take to obtain them in a product initiative. Considering the three levels of requirements:
•Business Requirements - "Why the project is being undertaken."
•User Requirements - "What users will be able to do with the product."
•Engineering Requirements - "What engineers need to develop."
Success is going to be about getting the upstream business requirements right, and then ensuring logical flow between downstream activities.
UC2 International Deployment, Baltimore Society of Communications Technology ...Agustin Argelich Casals
This document discusses the risks and lessons learned from deploying a unified communications and collaboration (UC2) platform internationally across multiple countries for a large multinational company. The company has over 18,000 employees across 28 countries with 56 main sites. When deploying the UC2 platform on a global scale, questions around dedicated vs shared infrastructure, ownership, administration, and maintenance must be addressed. Lessons from the case study highlight that cost containment, governance, security, and reducing complexity are important factors for a successful global deployment.
CMMI is a framework of best practices which is stand for Capability Maturity Model Integration. CMMI-DEV is the current version which describesthe best practices in measuring, managing and monitoring software development process.
Capability Maturity Model Integration (CMMI) is a process level improvement training and appraisal program. Administered by the CMMI Institute, a subsidiary of ISACA, it was developed at Carnegie Mellon University (CMU). It is required by many U.S. Government contracts, especially in software development. CMU claims CMMI can be used to guide process improvement across a project, division, or an entire organization. CMMI defines the following maturity levels for processes: Initial, Managed, Defined, Quantitatively Managed, and Optimizing. Version 2.0 was published in 2018 (Version 1.3 was published in 2010, and is the reference model for the remaining information in this wiki article). CMMI is registered in the U.S. Patent and Trademark Office by CMU.
1. The document discusses implementing the Capability Maturity Model Integration (CMMI) framework at El Sewedy Cables to improve its software development processes. It recommends defining the company's current CMMI level and then implementing requirements to advance to higher levels over several steps.
2. For information and communications technology (ICT), it suggests selecting a software development paradigm, applying key software development activities, and documenting business cycles and projects. Activities like testing, integration, and maintenance need improvement while others are missing.
3. Implementing these changes could take 6-9 months to help IT become more competitive internationally by adopting CMMI best practices for requirements management, project planning, and other process areas.
Process perspective is valuable, but far too much time is wasted in detailed process modelling with too little benefit. Presents an approach that delivers high benefits for less effort.
presentations_Day 3 & 4-Capability Maturity Model Integration (CMMI).pptxBenjaminFamili
This document provides an overview of the Capability Maturity Model Integration (CMMI). It discusses common project challenges faced by immature versus mature organizations. It then defines CMMI and explains that it was created to combine several existing maturity models into a single framework. The document outlines the history and development of CMMI. It also describes the benefits organizations can realize by implementing CMMI, including cost savings, schedule improvements, productivity gains, quality enhancements, and increased customer satisfaction and ROI. Finally, it explains the two representations of CMMI - staged and continuous - and how process areas are organized differently within each.
The document discusses implementing an agile methodology on a project at Atos India while maintaining CMMI compliance. It describes challenges with a fresh, distributed team and how the company customized agile practices like adding two scrum masters, documentation standards, and mandatory pair programming. Metrics showed improved quality, reduced rework and schedule variance after adopting this blended agile-CMMI approach. A survey found the team benefited from better communication, collaboration and early problem identification. The customized process was added to Atos' global standards to provide benefits of both agile and CMMI frameworks.
Rapid Deployment of BMC Remedy Solutions 2006Antonio Rolle
A discussion of how rapid application development (RAD) development techniques may be used for the deployment of Remedy solutions. Presented at BMC User World 2006
The three-day workshop introduces participants to the fundamental concepts of the CMMI model and assists companies in integrating best practices from proven process improvement models. The workshop uses lectures, exercises, and discussions to help participants understand the CMMI framework, requirements of process areas, make valid judgments about process implementation, and identify issues to address in process improvements. The agenda covers CMMI basics and process areas at different maturity levels.
Six Sigma is a set of techniques and tools aimed at process improvement. It was developed by Motorola in 1986 to reduce defects in manufacturing processes. Six Sigma seeks to improve quality by reducing variation and preventing defects. It uses a define-measure-analyze-improve-control methodology for process improvement projects. Key roles include Champions, Master Black Belts, Black Belts and Green Belts. While Six Sigma has helped many companies improve quality, some critics argue it is overused by consultants and may not achieve the benefits promised. Case studies demonstrate how Six Sigma has helped companies like LG Electronics and Catalent Pharma Solutions reduce defects and costs.
The document discusses the history and methodology of Six Sigma. It began at Motorola in the 1980s to reduce defects in manufacturing processes. General Electric popularized it further in the 1990s. Six Sigma uses statistical methods and aims for near-zero defect rates. It certifies practitioners as Yellow Belts, Green Belts, Black Belts and Master Black Belts. Common project methodologies are DMAIC for improvement and DMADV for new product design. The document also provides case studies of Six Sigma implementation at Samsung and LG Electronics which achieved significant quality and cost improvements.
The document discusses improving organizational performance through multiple reference models for process improvement. It begins by outlining the performance challenge organizations face with external demands for cost minimization, fast delivery, and high quality, as well as internal pressures like complex solutions and skills shortages. It then discusses the various process improvement models like CMMI, COBIT, ITIL, and their relationships. The document proposes an integrated performance improvement framework that aligns goals and measures across the organization. It emphasizes critical success factors like goal alignment, integrated initiatives, enduring sponsorship, and coaching.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Six Sigma is a methodology for pursuing continuous improvement in customer satisfaction and profit. It was developed by Motorola in 1986 to improve effectiveness and efficiency. Six Sigma projects follow two methodologies - DMAIC (Define, Measure, Analyze, Improve, Control) or DMADV (Define, Measure, Analyze, Design, Verify). Key roles in Six Sigma implementation include Executive Leadership to set the vision, Champions to oversee implementation, Master Black Belts as internal coaches, Black Belts to lead projects, and Green Belts to implement alongside other duties.
The document discusses applying 6 Sigma methodology to software development processes. It outlines the software development life cycle and quality models like CMM, ITIL and Method-1. It proposes using 6 Sigma to select new work, ITIL for production support, and CMM/Method-1 for the development life cycle. A case study is presented to identify, measure, reduce and audit the costs of software defects by fixing them earlier in the development process using DMAIC. Data would be collected from project reviews and testing to analyze defect origination and costs. The goal is to decrease development and support costs by finding and fixing defects earlier.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document discusses applying agile software development methodology in a dynamic business environment. It begins by defining the traditional software development life cycle and some common development methodologies. It then discusses the principles of agile development, focusing on the Agile Manifesto and Scrum methodology. Some key benefits of agile development discussed include continuous customer feedback, developing products faster through iterative releases, managing change through prioritized backlogs, and continuous risk management through short iterations. Overall, the document argues that agile methods allow for more flexibility and rapid response to changes that are needed in dynamic business environments.
Agile Portugal 2013: Adoption of Agile/Scrum in a Portuguese CMMI L5 enterpri...Délio Almeida
Critical Software has launched an internal software process improvement initiative to introduce Agile and Scrum into its Quality Management System and Delivery Unit.
This presentation shares the process improvement methodology utilized, its impacts in the organizational processes, the main Agile challenges to be over-come, main inspirational Agile references and results so far.
This document summarizes and compares several software development models:
1) Older models like the build and fix model and waterfall model have limited user involvement and fixed requirements. Newer models like spiral, CMM, CMMI allow more user participation and flexibility.
2) Maturity models like CMM and CMMI provide frameworks for process improvement over time. People-capability maturity model (P-CMM) focuses on developing workforce skills.
3) The analysis compares the models based on how they handle requirements, development team experience/skills, and user participation, showing the advantages and disadvantages of each.
The document describes the Oracle Application Implementation Methodology (AIM), which provides a proven approach for implementing Oracle applications. It outlines 11 processes that make up the methodology: business process architecture, business requirements definition, business requirements mapping, application and technical architecture, module design and build, data conversion, documentation, business system testing, performance testing, adoption and learning, and production migration. Each process contains a number of tasks to guide teams through each implementation phase from planning to post-production support. The methodology helps ensure successful Oracle application rollouts.
The document summarizes a research paper presented at the 19th International Conference on Production Research about improving software development processes using Six Sigma. It presents the SW-DMAIC method, which was structured based on a multiple case study of software companies. The SW-DMAIC method adapts Six Sigma to address limitations of applying the DMAIC method to software development, such as inaccurate problem identification and changing requirements. It was observed that Six Sigma processes should be present not just in improvement projects but also when introducing Six Sigma and new projects. The benefits can be achieved without executing all DMAIC activities or requiring high maturity.
Similar to [AgileCMMI] Practical Report: CMMI Measurements and Analysis in Agile environment (20)
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
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[AgileCMMI] Practical Report: CMMI Measurements and Analysis in Agile environment
1. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
Practical Report: CMMI Measurements and Analysis practices
based on Agile (Scrum) Method
Ahmed Mahdy
Senior Software Quality Engineer, Agile Coach
Raya Corporation, Egypt
aamahdys@gmail.com
ahmed_mahdy@rayacorp.com
Sree Yellayi
SCAMPI Lead Appraiser, SEI Authorized CMMI Instructor, Certified Scrum Master
Siemens, Greater New York City Area
sree.yellayi@siemens.com
sreeramamurthy@yahoo.com
Reviewed by Hillel Glazer
Certified High Maturity SCAMPI Lead Appraiser, SCAMPI B&C Team Leader, and an Introduction to
CMMI® instructor for both CMMI for Development and CMMI for Services
hillel@entinex.com
Abstract
Software industry is one of the most empirical industries due to its high dependence on technology and people. Each
software company adopts a specific development methodology, and furthermore seeks to build a system for its process
improvement by adopting one or more Software Process Improvement (SPI) models. CMMI is a process framework
which is widely adopted by software and systems development companies, while Scrum is one of the more
recent project management agile method whose adoption is growing rapidly. CMMI is basically a process
improvement framework which provides a set of processes for software and system development management, Scrum
can be thought of as an iterative project management framework for development activities, CMMI has a wider scope
and different aims to those of Scrum and covers production support, maintenance, product implementation and
application transition type projects as well.
Scrum and other agile methods have clearly appeared in 2001, this paper shows how to implement the Measurements
and Analysis (M&A) process area of CMMI model and clarify how M&A can be achieved in the agile (Scrum)
organization.
Most of the promising objectives of any software development method or process are delivering working software on
time, quality and budget. Software Engineering Institute (SEI) has paid a lot of efforts to mostly satisfy these
objectives in its process improvement models, and lately CMMI version 1.2 has been released.
Nevertheless, the world becomes convinced with adding another objective, which is delivering a business value to the
customer. Along the years, software engineers have proposed several methodologies. Agile is the most known and
latest proposed development method that can achieve this objective beside the other mentioned objectives.
Our objective in an agile environment is not to do software measurement. We must learn to build reliable software
measurement process based on valid software measurement tools. If we try to do too much too soon, we will likely
fail.
Introduction
Software industry is one of the most empirical industries due to its high dependence on technology and people. Each
software company adopts a specific development methodology, and furthermore seeks to build a system for its process
improvement by adopting one or more Software Process Improvement (SPI) models. CMMI is a process framework
which is widely adopted by software and systems development companies, while Scrum is one of the more recent
project management agile method whose adoption is growing rapidly. CMMI is basically a process improvement
framework which provides a set of processes for software and system development management, Scrum can be
2. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
thought of as an iterative project management framework for development activities, CMMI has a wider scope and
different aims to those of Scrum and covers production support, maintenance, product implementation and application
transition type projects as well [1]. In 1996, Kent Beck joined the Chrysler C3 payroll project. It was in this context
that the full set of XP practices matured, with some collaboration by Ron Jeffries and inspiration from earlier 1980s
work at Tektronix with Ward Cunningham. XP went on to garner significant public attention because of its emphasis
on communication, simplicity, and testing, its sustainable developer-oriented practices, and its interesting name. [2]
Scrum and other agile methods have clearly appeared in 2001, Alan MacCormack reported a study of key success
factors in recent projects; first among these was adopting an IID life cycle: Now there is proof that the evolutionary
approach to software development results in a speedier process and higher-quality products. […] The iterative process
is best captured in the evolutionary delivery model proposed by Tom Gilb [3]. Scrum appeared when a group of 17
process experts—representing DSDM (Dynamic Systems Development Method), XP (extreme Programming) ,
Scrum, FDD (Feature Driven Development), and others— who are interested in promoting modern and simple IID
(Iterative and Incremental Development) methods and principles, they met in Utah to discuss common ground. From
this meeting came the Agile Alliance (www.agilealliance.org) and the now popular catch phrase “agile methods,” all
of which apply IID. And in 2002, Alistair Cockburn, one of the participants, published the first book under the new
appellation [4]. Moreover, prominent software-engineering thought leaders from each succeeding decade supported
IID practices, and many large projects used them successfully [5]. Agile is all about value individuals and interactions
over processes and tools, working software over comprehensive documentation, customer collaboration over contract
negotiation, and responding to change over following a plan [15]. This paper shows how to implement the
Measurements and Analysis (M&A) process area which is an important Process Area (PA) in CMMI model; the
organization cannot be appraised without satisfying this PA, and clarifying how M&A can be achieved in the agile
(Scrum) organization.
Basically, software engineering measurement is not a resource issue; it is a commitment issue. The bottom line is that
all the usable measures from practicing Scrum on a project could be used to address the practices of M&A process
area. In fact, the alignment of these measures to the information needs is very visible due to the very nature of “value-
based” focus of the scrum method. In our research, we found that there need not be any additional measures that are
required to be “invented” to fulfill the M&A goals from CMMI model. Usage of existing ones is enough and we will
share those mappings and arguments with you for your application and subsequent extension to other process areas in
the model.
Agile CMMI
Why Agile CMMI
Most of the promising objectives of any software development method or process are delivering working
software on time, quality and budget. Software Engineering Institute (SEI) has paid a lot of efforts to mostly
satisfy these objectives in its process improvement models, and lately CMMI version 1.2 has been released.
Nevertheless, the world becomes convinced with adding another objective, which was somehow neglected
more than highly considered, which is delivering a business value to the customer. Along the years, software
engineers have proposed several methodologies (see figure 1),
3. 1965
Years
Yes! [6]
Waterfall (Royce): Requirements,
1970 Design, Implementation, Verification
and maintentance
Feasible together?
Model Components [7]
other fore mentioned objectives.
V-Model (Anon): Align Testing to
1980 waterfall development.
Spiral Model (Barry Boehm)
1985 Iterative
RAD (James Martin)
1991 Prototyping, iterative, time-boxed, and
Requirement of CMMI Measurements and Analysis (M&A)
user driven
RUP (Rational)
(Figure-1: History of Software Development Methodologies)
Object Oriented, Iterative, time-boxed, and user
1998
driven
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
1999
Agile (Kent Beck)
Incremental, user driven, customer interaction
2009
Agile is the most known and latest proposed development method that can achieve this objective beside the
4. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
(Figure-2: CMMI Model Components)
Measurements and Analysis Required Objectives and Expected Practices
o SG 1: Align Measurement and Analysis Activities
SP 1.1: Establish Measurement Objectives
SP 1.2: Specify Measures
SP 1.3: Specify Data Collection and Storage Procedures
SP 1.4: Specify Analysis Procedures
o SG 2: Provide Measurement Results
SP 2.1: Collect Measurement Data
SP 2.2: Analyze Measurement Data
SP 2.3: Store Data and Results
SP 2.4: Communicate Results
Implementation of M&A
M&A Procedure Flow
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CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
(Figure-3: Measurements & Analysis Procedure Flow)
Identify Measurement Objectives
A child must learn to crawl before he walks. He must learn to walk before he runs. So it will be for an
incipient software measurement program. We must learn to crawl first. At the outset, the complexity of the
measurement problem space appears astonishingly large. There are many products, such as requirements,
design, and code. Each of these products was produced by a process, in a development environment, by
people [8]. It is very difficult to measure a software process. This is not a good place to start. It is very
dangerous to measure people. This measurement data is so easily misused. Until we have gained some real
sophistication in measuring people and process, we will have little success in trying to measure aspects of
the software development environment. [9]
Our objective in an agile environment is not to do software measurement. We must learn to build reliable
software measurement process based on valid software measurement tools. If we try to do too much too
soon, we will likely fail. Basically, software engineering measurement is not a resource issue; it is a
commitment issue. We are going to build a measurement process that will generate great volumes of data.
These data must be converted to information that can be used in the software development decision-making
process. The principle is a simple one. Even a small amount of measurement data that can be converted to
useful information is better than large volumes of measurement data that have little or no information value.
We must begin with simple tools and focus most of our attention on the measurement and management
processes. We must remember that we learned how to measure distances in the first grade with a very crude
ruler. Our teachers did not give us micrometers to learn measurement. Ultimately, we learned that our rulers
could be used to quantify size attributes of the objects in our environment. These rulers, in fact, had utility
beyond their obvious use as bludgeons that we could use on our classmates. [10] In order to monitor and evaluate
process performance we must consider views of different stakeholders that take part in the process. The best performance is
achieved when the objectives of all stakeholders are satisfied. Kueng [11] defines process performance as “the degree of
stakeholder satisfaction”.
6. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
The objectives are subjective and should be defined from the organization; however, here are some
examples of what objectives vs. stakeholders can be established (table 1):
Objectives Stakeholder
• Timely information on project information performance
and progress
• Product Quality Improvement Progress IT Management
• Process Quality Improvement Progress
• Time Utilization and Management Project Team Members
• Roles and Responsibilities Commitment
• Efficient and effective resolutions for the impediments Project Scrum Master and
• Process Compliance Quality Assurance
• Customer Satisfaction Customer
Table 1: Practical Example of Measurement Objectives and Stakeholders
To illustrate the meaning of who could most likely be the fore mentioned stakeholders:
IT Management: General Manager, Project Manager who are concerned with the traditional aspects of
software development from the perspective of time, cost, and quality.
Project Team Members: Developers, Testers, Team Leader, and Technical Writers
Project Quality Assurance & Coach: Concerned with facilitating the use of SCRUM and CMMI, creating
conditions for smooth running of the development process, hence the main goal is to provide an efficient
impediments resolution.
Customer: the customer, customer representative, and/or other third parties.
Specification of Measures
The measures are obtained based on the defined objectives, by thinking of each objective and all related
links that negatively or positively affect it.
According to CMMI, measures may be either “base” or “derived”. While data for base measures are
obtained by direct measurement, data for derived measures come from other data, typically by combining
two or more base measures. Derived measures serve as performance indicators showing the achievement of
particular goals. Originally, Scrum had only one base measure: the estimate of the amount of work
remaining that needs to be done in order to complete a Product Backlog item or a task in the Sprint Backlog
(SB). At the task level, this measure is collected every day for each task in the Sprint Backlog separately.
[12]
Fortunately, the daily Scrum meetings give an outstanding help to achieve Measurements & Analysis,
especially the data collection.
Here are some proposed measures as a practical example:
Objective Measures
• Timely information • Remaining work from Sprint S
on project • Remaining work on day d for each task in the Sprint Backlog
information (SB)
performance and • Each task progress for day d in the SB
progress
7. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
• Time Utilization • Number of working hours per day d
and Management
• Efficient and • Number of impediments
effective • Number of resolved impediments
resolutions for the
impediments
• Customer • Customer Acceptance
Satisfaction • Customer Survey Result
• Product Quality • The number of bugs found during the Sprint S.
Improvement • The number of bugs reported by the user in a fixed period
Progress after Release R.
• Total number of Product Backlog Items (PBIs) or done stories
committed in the Sprint S.
• The number of PBIs completed in the Sprint S.
• Total number of tasks in the Sprint
• The number of tasks completed during the Sprint S.
• Actual Vs Planned in any Process Improvement Change
• Number of Process Improvement Requests
• Roles and • The number of completed tasks for each team member (for
Responsibilities each Sprint Backlog)
Commitment
• Process • Number of Non-Compliances (NCs) reported by Quality
Compliance Assurance per Sprint S.
• Number of resolved NCs per Sprint S.
Table 2: Practical Example of Measurement Objectives and its Measures
Data Collection Points
All base measures are based on data
(Figure-3: Data Collection Points for the specified measures)
It’s not recommended to propose a mapping between the measures and its collection points in a general
proposal, to allow more flexibility to different environments and practices.
8. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
The collection points should be defined in the process and can be customized per project (if needed).
Moreover, the use of automated tools is much recommended after gaining the main concept of Agile and
deeply knowing the goals of CMMI.
Measurements Analysis
Derived measures are derived from the base measures, such derived measures support the decision
makers in different management levels that serve for analyzing software process performance in
comparison to target values set by software development organization.
As practical examples:
The objective “Timely Information on Project Progress” can be analyzed using the following indicators:
- Work Effectiveness
It’s the ratio between the decrement of remaining work and done work.
The decrement of remaining work between days d1 and d2 of Sprint should be equal or greater than the done
work in the same interval, meaning that the best value for this indicator is 1 or more; however, the values
significantly greater than 1 may be a sign of poor planning.
WS d
WE d = (Eq. 1)
WP d
Where WEd denotes the Work Effectiveness of a specific day d in a Sprint, WP d denotes the planned
work that should be accomplished in the beginning of the day d, WS d denotes the work spent in the
day d. The calculation of Works can be in terms of tasks’ number or the average percentages of
tasks’ completion.
However, burn-up or burn-down charts can do this job in an easier visualized way, and it can be done
weekly or every 2 days.
- Schedule Performance Index (SPI)
It’s the ratio between the Earned Value (EV: the value of all completed tasks) and Planned Value (PV: the
estimated planned value of all tasks to be completed in a certain time during the project) [13]. The best value
for SPI is 1 or more; however, if it’s greater than 1, then the project is ahead of schedule.
And to calculate the Schedule Performance Index using the work remaining and work spent measures we
assume that the amount of tasks that must be accomplished at a certain point in the Sprint is proportional to
the time elapsed from the beginning of the Sprint. The work remaining and work spent measures allow a
precise definition of the Earning Value equation EVd , j for each task j in the Sprint Backlog on the day d of a
Sprint. It can be computed as a ratio between the amount of work already spent and all the work required
(spent and remaining) to accomplish the task:
d −1
∑WS
i =1
i, j
EVd , j = d −1 (Eq. 2)
∑WS
i =1
i, j + WRd , j
WSi , j denotes the amount of work spent for task j on day i, i=1,2,…,d-1, and WRd , j denotes the amount of
work remaining for task j on day d.
By using the earning value, we can get the SPI by the following formula:
9. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
n
∑ EV
j =1
d, j WRinitial , j
SL
SPI d = n
• (Eq. 3)
DE
∑WR
j =1
initial , j
Where WRinitial , j denotes the initial estimate of the work remaining for task j, SL the Sprint Length in the unit
of days, and DE the number of days elapsed.
- Cost Performance Index of employee costs (CPI)
It’s the ratio between the Earned Value (currency unit) and actual costs.
The best value for CPI is 1 or more, and this means that the cost of completing the work is planned rightly or
less than planned respectively [14].
And for the other objectives:
- The achievement degree of work per Sprint that shows what percentage of the completed tasks
compared with the planned tasks, the ratio between the number of tasks completed in the Sprint and
total number of tasks in the Sprint Backlog or between the number of PBIs completed in the release
and total number of PBIs committed (per Release).
- The average amount of overtime at Sprint/release/project level considering the expected hours, the
amount of work spent and administrative days.
- The average number of projects that each employee works (or participates) in parallel.
- Qualitative evaluation of working conditions or working values like communication and teamwork,
physical discomfort, psychological well-being, workload, supervision, opportunities for growth,
transparency etc. and easily the team can get these measures by practicing Scrum retrospectives per
Sprint or/and Release, in more detail:
1. At the beginning of project or Release, specify the working values (or conditions)
2. At each retrospective, add a part to get a self-assessment for each value from the team
members in one time, and ask for justification for each low and far different assessments,
finally get the recommendations and suggestions from the team members on how to improve
these assessments next Sprint.
Summary
In fact, there is no practice in scrum like the expected practices of Measurements and Analysis (MA).
Nevertheless, in scrum you have the opportunities to get the measures that implement MA easily.
And to summarize the specific practices (table3) and generic practices (table4) of MA process area [16]:
SP 1.1 Establish and maintain • Team Kickoff or Chartering of the project
measurement objectives that • The more important thing in any measurement system is
are derived from identified the settlement of objectives and values/purposes for each
information needs and measure
objectives. • The measures can be tailored by project also to add the
best value
SP 1.2 Specify measures to address • Sprint Burndown chart that tracks effort remaining.
the measurement objectives. • Release Burndown or Burnup chart that tracks story
points that have been completed. This shows how much
of the product functionality is left to complete.
SP 1.3 Specify how measurement • This can be declared/defined in Team Kickoff or
data will be obtained and Chartering of the project
stored.
10. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
SP 1.4 Specify how measurement • The Scrum process does describe the purpose and use
data will be analyzed and the Sprint and Release burndown charts.
reported. • Define the analysis procedure clearly and the mechanism
of reporting.
SP 2.1 Obtain specified • Daily Scrum meeting where Sprint and Release
measurement data. burndown/burnup data are collected.
SP 2.2 Analyze and interpret • Daily Scrum meeting where Sprint and Release
measurement data. burndown data are analyzed.
SP 2.3 Manage and store • This can be declared/defined in Team Kickoff or
measurement data, Chartering of the project
measurement specifications,
and analysis results.
SP 2.4 Report results of • Daily Scrum meeting where Sprint and Release
measurement and analysis burndown charts are reviewed.
activities to all relevant
stakeholders.
Table 3: Summary of MA specific practices in Scrum
GP 1.1 Perform the specific • Table 3 satisfies this practice
practices of the measurement
and analysis process to
develop work products and
provide services to achieve
the specific goals of the
process area.
GP 2.1 Establish and maintain an • Specify the goals and objectives in the organizational
organizational policy for policy to be aligned with the plan of measurements and
planning and performing the the intended measures along the project.
measurement and analysis
process.
GP 2.2 Establish and maintain the • The Scrum lifecycle definition and the releases (or
plan for performing the milestones) to perform Scrum.
measurement and analysis • The defined measures and data collection points
process.
GP 2.3 Provide adequate resources • The resources and schedule time allocated to perform
for performing the Scrum planning, monitoring and requirements activities
measurements and analysis (for example: the internal and external chartering that
process shows the environment, roles and resources)
GP 2.4 Assign responsibility and • The resource roles allocated to perform the activities in
authority for performing the process documents and in the chartering as well (i.e.
process, developing the work define who is responsible for measurement planning,
products, and providing the collection… and all activities)
services of the MA
GP 2.5 Train the people performing • Scrum team training for the aspects of Scrum that relate
or supporting the MA to measurements & analysis. (i.e. training materials,
process as needed …etc)
GP 2.6 Place designated work • Here is CM role.
products of the measurement • To make it simpler, you can take pictures of measures,
and analysis process under make an excel sheet for the measures and measurement
appropriate levels of control. files, and define their location in CM based on project
repository structure
• Using any version control will help you to achieve this
practice (like SharePoint, VersionOne, …etc)
11. 2009
CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
• Include in the repository of measurement & analysis: the
used tools for measurement analysis, selected measures
for this project, data collection points…etc
GP 2.7 Identify and involve the • The list of Scrum team members, their roles and
relevant stakeholders of the allocations in the chartering (the beginning of the
measurement and analysis project)
process as planned. • Report to the relevant stakeholders with the results of
measurement analysis.
GP 2.8 Monitor and control the • Scrum master follows the plan & schedule of
measurement and analysis measurements, and data collection points.
process against the plan for • Scrum master assures that the measurements are
performing the process and collected and analyzed according to the plan & schedule.
take appropriate corrective
action.
GP 2.9 Objectively evaluate • Provide measurement results.
adherence of the • Align measurement & analysis activities
measurement and analysis • Specifications of base and derived measures
process against its • Data collection and storage procedures
process description,
standards, and
procedures, and address
noncompliance.
GP2.10 Review the activities, • The senior manager has a visibility into scrum teams’
status, and results of the work and progress by burnup or burndown charts.
measurement and • The senior manager can be reported with the reports of
analysis process with measurement & analysis results.
• The actions that are taken by the senior manager
higher level management
according to the reported measurement & analysis
and resolve issues. results.
(other generic goals for
level 4 and 5)
Table 4: Summary of MA generic practices in Scrum
Conclusion
The bottom line is that all the usable measures from practicing Scrum on a project could be used to address
the practices of M&A process area. In fact, the alignment of these measures to the information needs is very
visible due to the very nature of “value-based” focus of the scrum method. In our research, we found that
there need not be any additional measures that are required to be “invented” to fulfill the M&A goals from
CMMI model. Usage of existing ones is enough.
References
[1] Scrum and CMMI: A High level assessment of compatibility, Srinivas Chillara and Pete Deemer
[2] K. Beck, Extreme Programming Explained: Embrace Change, Addison-Wesley, 1999
[3] A. MacCormack, “Product-Development Practices That Work,” MIT Sloan Management Rev., vol. 42,
no. 2, 2001
[4] A. Cockburn, Agile Software Development, Addison-Wesley, 2002
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CMMI® 9th Technology Conference and User Group | www.ndia.org/meetings/0110
[5] Craig Larman, Victor R. Basili , Iterative and Incremental Development: A brief History
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