Presentation of Pedro Castro Henriques, CEO of Strongstep about the possibility of using both CMMI and Kanban.
- Organization
- Context
- Critical success factors
- Problems / Issues
- Solutions (improvements made)
- Lessons learned
On the past 26th and 27th of March'15, Strongstep was present at Capability Counts Conference in London, where in the voice of our CEO, Pedro Castro Henriques and our esteemed colleague Alexandrina Lemos, the only Portuguese speakers at the event, presented a new vision on the mapping between CMMI and Kanban.
This year edition of the CMMI Institute Global Congress took place in Seattle and Strongstep was there among more than 30 other capability and improvement expert speakers from all around the world.
Pedro Castro Henriques, Strongstep’s CEO, gave a presentation about a new approach and vision on the mapping between CMMI and Kanban.
On the past 26th and 27th of March'15, Strongstep was present at Capability Counts Conference in London, where in the voice of our CEO, Pedro Castro Henriques and our esteemed colleague Alexandrina Lemos, the only Portuguese speakers at the event, presented a new vision on the mapping between CMMI and Kanban.
This year edition of the CMMI Institute Global Congress took place in Seattle and Strongstep was there among more than 30 other capability and improvement expert speakers from all around the world.
Pedro Castro Henriques, Strongstep’s CEO, gave a presentation about a new approach and vision on the mapping between CMMI and Kanban.
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
Adiyta Deshpande gave a session on Deep Dive : Kanban at ATA Pune 16th Meetup held on 9th December, 2017 at Fujitsu, India. Aditya is a QA Lead at FIS SunGard. All the rights of the presentation lies with the author
Arthur Vandebosch presents the implementation experience with Quick Response Manufacturing at Harol. QRM methodology and techniques are especially suited for high mix / low volume production. Learn why a Belgian company excels and inspires at a world class level.
PMI-ACP Domain 1 Agile Principles and MindsetJoshua Render
Free training for the PMI-ACP Certification exam -
Learn and understand some basic agile concepts.
View training video here: https://agile-mercurial.com/video-library/pmi-acp-domain-1-agile-principles-and-mindset-training-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Explores the underlying reasons why project managers often fear the CMMI, explains that their negative reaction is sometimes justified, and offers practical guidance on how to avoid this undesirable (and unsustainable) state.
First delivered at the NDIA CMMI Technology Conference in Denver, November 2011. [CmmiTraining.com]
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Agile and CMMI: Yes, They Can Work TogetherTechWell
There is a common misconception that agile and CMMI cannot work together. CMMI is viewed as a documentation heavy, slow, process-driven model—the polar opposite of agile principles. The cost of documentation for an appraisal is viewed as another drawback. Join Ed Weller to see why a large organization chose to use the practices in the CMMI to complement agile, and a formal appraisal to improve and evaluate their performance. When mixing approaches that seem contradictory, the first step is to understand the benefits, drawbacks, and cost of each approach and then identify complementary additions. This includes myth busting the misperceptions about both agile and CMMI. The second step, using a formal CMMI appraisal to evaluate organizational performance, requires an understanding of the CMMI model that goes beyond a “checklist approach” requiring extensive documentation. Using lean principles, the appraisal team minimized “appraisal documentation” by using the day-to-day team output. Ed shows that agile and CMMI can be complementary due to executive leadership, lean implementation, and organization training, as demonstrated by a formal appraisal and business results.
Summarizes how I began to apply the CMMI for Services (CMMI-SVC) to my small company in 2009.
First delivered at the NDIA CMMI Technology Conference in Denver, November 2009. WINNER: Outstanding Presentation, CMMI for Services / Lean / Small Settings Track [CmmiTraining.com]
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
Adiyta Deshpande gave a session on Deep Dive : Kanban at ATA Pune 16th Meetup held on 9th December, 2017 at Fujitsu, India. Aditya is a QA Lead at FIS SunGard. All the rights of the presentation lies with the author
Arthur Vandebosch presents the implementation experience with Quick Response Manufacturing at Harol. QRM methodology and techniques are especially suited for high mix / low volume production. Learn why a Belgian company excels and inspires at a world class level.
PMI-ACP Domain 1 Agile Principles and MindsetJoshua Render
Free training for the PMI-ACP Certification exam -
Learn and understand some basic agile concepts.
View training video here: https://agile-mercurial.com/video-library/pmi-acp-domain-1-agile-principles-and-mindset-training-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Explores the underlying reasons why project managers often fear the CMMI, explains that their negative reaction is sometimes justified, and offers practical guidance on how to avoid this undesirable (and unsustainable) state.
First delivered at the NDIA CMMI Technology Conference in Denver, November 2011. [CmmiTraining.com]
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Agile and CMMI: Yes, They Can Work TogetherTechWell
There is a common misconception that agile and CMMI cannot work together. CMMI is viewed as a documentation heavy, slow, process-driven model—the polar opposite of agile principles. The cost of documentation for an appraisal is viewed as another drawback. Join Ed Weller to see why a large organization chose to use the practices in the CMMI to complement agile, and a formal appraisal to improve and evaluate their performance. When mixing approaches that seem contradictory, the first step is to understand the benefits, drawbacks, and cost of each approach and then identify complementary additions. This includes myth busting the misperceptions about both agile and CMMI. The second step, using a formal CMMI appraisal to evaluate organizational performance, requires an understanding of the CMMI model that goes beyond a “checklist approach” requiring extensive documentation. Using lean principles, the appraisal team minimized “appraisal documentation” by using the day-to-day team output. Ed shows that agile and CMMI can be complementary due to executive leadership, lean implementation, and organization training, as demonstrated by a formal appraisal and business results.
Summarizes how I began to apply the CMMI for Services (CMMI-SVC) to my small company in 2009.
First delivered at the NDIA CMMI Technology Conference in Denver, November 2009. WINNER: Outstanding Presentation, CMMI for Services / Lean / Small Settings Track [CmmiTraining.com]
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
In the face of a scholastic political science that has been torn by its division into normative and empirical theory, this study argues in favor of public engineering. While engineers apply the advances of science to daily life, the vigilant society sees life as war.
The internal world experiences politics as a screen on which to project our own schizophrenic, magical and persecutory conflicts. The proximity to reality of an engineer, his or her contact with clients and daily problems, along with the scientific training involved in this profession may lead engineers to become mere compassionate technocrats. Yet they may also protect individuals from a delusional view of politics, in which the national screen becomes a place to resolve the internal needs of individuals.
KEY WORDS: engineering, vigilance, lethargy, internal world, screens.
Seeking veterans and military spouses for Manager Human Resources - Taylor TX. To Apply login or register at www.casy.us and click on the Job seeker tab search for: Req #166478BR
I have learned a lot from the past experiences I have had and continue to work everyday to grow as person. My resume is a good representation of how well rounded I am. I want to land a job in a management position when I graduate in May of 2015.
Scaling Scrum using Lean/Kanban in AmdocsYuval Yeret
Learn how Amdocs and Agilesparks took an enterprise Scrum implementation to the next step with Lean/Kanban - Presented in the Lean Software and Systems Conference 2010 in Atlanta
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
Master Class For Ukrainian PM Community with @Nataliia Naumenko
Program:
1. Approaches, methodologies and tools: boundaries and limitations
2. Waterfall, Scrum, Kanban, Lean: about different things that are common
3. Product Life Cycle and the project (is it fundamentally?!)
4. Roles: Project Manager, Scrum Master, Architect, Customer, Product Owner, Business Analyst (and yes, already everyone is everywhere )
5. When does it work?
6. Who won?
Consultant:
Natalia Naumenko, Project Management Consultant, Project Manager, Project Team Coach
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
Discusses the rise of Agile over the years and how it compares with Traditional or Predictive project management. Shows that it is a matter of "horses for courses". Also introduces Hybrid Approaches. Presented within a High-Tech, complex systems context.
Similar to Trends 2015: CMMI and Kanban… is it possible? by Pedro Castro Henriques (20)
Strongstep presented at QUACTIC2016!
The presentation was about Innowave’s Integrated Quality System empowerment with CMMI and Agile, with Alexandrina Lemos as speaker, a member of our team and Bruna Batista as speaker from Innowave.
Innowave’s integrated management system implemented using the reference norms ISO 9001 and NP 4457 is applied to all processes across the organization and described the existing management processes in general, in the area of IT solutions development, consulting and outsourcing.
The implementation of the CMMI and Agile best practices will allow a closer control of the processes but will also require greater effort in keeping the processes simple. As a consequence of the this, InnoWave is implementing tools as a project level, with Strongstep consulting, that will allow a closer monitoring of projects.
Dont miss out!
Link:http://2016.quatic.org/business-day
Agile portugal 2016 Agile Gamification on www.scraim.com
The use of project management tools based on Agile methodologies of software development brings benefits to the project members, but for a correct use of these tools, the development team are often forced to interrupt their workflow.
The goal of this presentation is to present how we are encouraging a more frequent, intensive and FUN use by the users.
To do this there were several questions that were taken in account:
What’s the most suitable combination of game elements?
How to avoid the hazards associated to gamification?
How to ensure the proposed values of the manifesto to agile software development?
Agile Portugal 2016 - Primavera & Strongstep
It’s not “rocket science” and, in fact, it is very advantageous to bring together these two frameworks in order to improve the time-to-market, quality and satisfaction of the software development work. There is more in common than one can imagine.
This talk aims was to give some insights about the goals, challenges and outcomes obtained with CMMI & Scrum combination at PRIMAVERA BSS.
Agile Portugal 2016 - Celfinet & Strongstep
In Biology, adaptation is the organism ability to evolve in order to be adapted and the dynamic capability of continuing to adapt to be fit and able to survive.
Organizations too need to follow the adaptation process and to be adapted to rapid changes in their business environments.
CELFINET has followed an adaption process, from pure consultancy services to software product development becoming agile for the fast pace mobile network operators business.
"Powering your Software Development" presentation by Pedro Castro Henriques at Agile with TFS event, organized in partnership with Primavera and Microsoft
Presentation of Miguel Barroso, from Primavera BSS about the implementation of CMMI and Scrum at the company.
- Organization
- Success factors
- The journey and challenges
- Conclusions
Supported by Strongstep's consultancy services.
More from Strongstep - Innovation in software quality (20)
4. About Pedro Castro Henriques
Strongstep | CEO and Co-Founder
Worked in 10 countries in Europe and Africa in process, tools and
organization improvement in software development & services.
More than 17 years of experience, including consulting in software
engineer; Telecom, health and education sector – Ericsson
Sweden, Aerospace France, Telecom Altran
Professor at the master in engineering, services and management
at Porto University.
Hobbies & Activities: travel, inline-skating, snowboarding, meeting new cultures & people,
loves new challenges!
Spoke at Tedxporto 2010 “Dreams – The innovators best friend”
5. About Alexandrina Lemos
Strongstep | Senior Consultant
Software Quality and Process Improvement experience in
international companies.
Experience in definition, management and maintenance of CMMI
projects (Development and Services) in international companies
Internal and external audits coordination and execution
Definition, maintenance, certification and renewal of Integrated
Management System of the company as Team Leader of Processes
team
Experience with agile projects
Hobbies & Activities: read, travel, play with my nephews, continuous learning
6. Strongstep | Statistics
• European Leading Company in Portuguese language
Sum of 80 Years experience in Process Improvement
10 employees
Number of customers: More than 40 active costumers
Geographical locations: Europe & Africa
7. Strongstep
We are a company specialized in software
engineering that contributes to the improvement
of software quality in Portugal and in the world
We want to induce a positive change in
organizations. This will represent a step with a
strong, sustainable and innovative way
- a STRONG STEP
Projects portfolio:
Process improvement with CMMI DEV ML2, L3,
L5, CMMI SRV, TSP/PSP, combining agile/CMMI,
Six Sigma, NP4457, Kanban, Scrum, ITIL, PMBOK,
ISTQB, RUP, ITMark
15. Kanban
Kanban
Japanese word which literally translates as ‘‘signboard’’ or
“billboard” and was forged in the Toyota’s manufacturing
control challenges during the 1950s
Kanban system
A number of kanban (or cards) equivalent to the
(agreed) capacity of a system are placed in circulation.
One card attaches to one piece of work. Each card acts
as a signaling mechanism
16. Kanban
• Visualize the workflow
Split the work into pieces, write each item on a card and put on the wall
Use named columns to illustrate where each item is in the workflow
• Limit Work In Progress (WIP) – assign explicit limits to how many
items may be in progress at each workflow state
• Measure the lead time – (average time to complete one item,
sometimes called “cycle time”), optimize the process to make lead time as small and
predictable as possible
19. Strategy
• Start with using CMMI as a model and then evolve the processes to increase
agility
•Or
• Could start with KANBAN and then refine and formalize the organization
processes
20. The Challenge
• Culture - The main challenge was to change the people mindset
• Need for CMMI, to get better organized and to grow in capacity and
maturity based on international best practices.
•
• The challenge was implementing Kanban and obtaining a light
implementation that maps with CMMI
• To combine a Timebox vs an Event Driven approach
22. The Challenge
PP PMC REQM MA CM PPQA
Estimates:
- Priorization
- Cycle Time & Lead Time
historic
- Whole project historic
Daily meetings
Item´s
decomposition/
split
Cycle Time Tools
Audits
(checklist)
Commitment plan
Refinement
meeting
Board
management
Lead time
Tracking
card
board
Retrospective
meeting
Content
prioritization
Work in progress
(WIP)
23. PP – Commitment Plan example
Team
<<Name of the team>>
Team Management
<<Manager Name>>
Organization of the work
<<Name>>
Stakeholders Name Name Name Name Name
24. MA - example
To Do
5
Dev
3
Test
2
Release
3
H
I
J
K
F
G
D
E
C
Done!
A
B
LEAD TIME
CYCLE TIME
25. PPQA – audit checklist example
Question Points Information
source
evaluation Non-
compliance
Is the kanban commitment plan done and stored correctly?
As the commitment plan been revised?
Are the “todo task” the ones with most priority?
Are risks been monitored?
..
Is the tool updated?
Is the effort for work unit been registered
Is the team and stakeholders involved in identifying risks?
…
Is the Board updated?
Are the information in the cars enough and according to the
template?
26. PPQA – checklist questions
example
• Artefact evaluated: Work Board
• Is the work board updated? Are the cards on correct states?
• Is the work board synchronized with Work Support Tool?
• Are the cards in good conditions?
27. Kanban
1.1 Do Backlog
control
1.2 Work Units
management
1.3 Fill Work Board
2.1 Pull Work Units
“In Development”
2.2 Pull to
“Transition”
2.5 Do Daily meeting
3.1 “SOS”/Urgent
management
3.2 Work Units
reprioritization
3.3 Weekly closure
3.4 Retrospective
meeting
2.4 Update Work
support tool
2.3 Pull to “Done!”
1. Preparation 2. Execution
3. Monitoring and
Control
Pre-Board On-Board While-Board
28. Board Example
To do In
execution
In
Transition
Done
Urgent Monday Tuesday Wednesday Thursday Friday
29. The goals
• Having processes that help our customers:
• to deliver with less errors
• Improve capacity planning and delivery time
• Improve communication between development and maintenance teams
• To do Continuous improvement!
Also:
• Getting a internationally recognized certification
• Implementing Kanban and obtaining a CMMI light implementation maping to
CMMI best pratices
30. The Results!
• Faster deliveries
• Higher team motivation and proactivity
• Bottlenecks become clearly visible in real-time – which
can enable proactive actions
• Optimized process adapted to this nature of work
• Better communication/transparency
31. Lessons Learned
• Two different approaches (CMMI Dev/Kanban) implemented at the same
time was a good idea:
• We implemented a complementary flexible solution for services small tasks
(Kanban) without loosing CMMI best practices already in place
• Involving the whole team was a critical success factor
• The same team can use a powerful combination of both approaches/best
practices
32. Lessons Learned
• No methodology is complete
• No tool is perfect
• There's no silver bullet
• Search, pilot and implement the best of several worlds:
– methodologies and tools
Our advice: try, try, try!
33. Conclusion
• As David J. Anderson said:
“Cultural change is perhaps the biggest benefit of kanban”
Por link para TEDX - https://www.youtube.com/watch?v=4-b_EEmPwgQ
Service classes ! Que é?
Qual a frequência das auditorias? Anual? semestral?
Read and detail example
Explain well
Interno e externo?
Show were we are now
Show kanban implementation in another color
Bottlenecks become clearly visible in real-time – which can enable proactive actions
Much better communication between development and maintenance teams