The document discusses a Software Maturity Framework called the Capability Maturity Model (CMM). [1] It was created by the Department of Defense to improve software development processes at government contractors. [2] CMM defines five levels of process maturity for software development organizations, from ad hoc processes at level 1 to optimized processes at level 5. [3] However, CMM has been criticized for not directly addressing software quality and for focusing only on repetitive tasks.
Product talk good sw mgmt 11.13.12 (startup product meetup)Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
10 questions: Global Product Mgmt Talks: 10 questions to stimulate thinking (& enable Socratic discussion):
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What part of “cheap, fast, good – pick any two” isn’t clear?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Crash Course: Managing Software People and Teams (Code Camp '12, SV)Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, just published in September and now available from Amazon and Barnes & Noble). In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
What is DevOps and how do SysAdmins participate in it? Explains what DevOps is and is not and provides tools, tips, and tricks for SysAdmins to participate and find value. Presented at Indianapolis VMUG's November 2014 meeting.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
Product talk good sw mgmt 11.13.12 (startup product meetup)Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
10 questions: Global Product Mgmt Talks: 10 questions to stimulate thinking (& enable Socratic discussion):
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What part of “cheap, fast, good – pick any two” isn’t clear?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Crash Course: Managing Software People and Teams (Code Camp '12, SV)Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, just published in September and now available from Amazon and Barnes & Noble). In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
What is DevOps and how do SysAdmins participate in it? Explains what DevOps is and is not and provides tools, tips, and tricks for SysAdmins to participate and find value. Presented at Indianapolis VMUG's November 2014 meeting.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
DrupalCamp Kyiv 2011 Drupal Services 3.x
What is module Serivces? How to integrate other applications with Drupal? Some handy tips to build REST interface on Drupal.
Taming The Hairy Beast: How the systematic approach help you navigating throu...ABDURAHMAN ALSUM
a story about How the systematic approach help navigating through multi subsidiary company. it is a story about change management and excellence promoting in resisting corporate culture.
Gastcollege > Jongeren & social media > Universiteit TwenteEls Dragt
Gastcollege voor de opleiding Communicatiewetenschap aan de Universiteit Twente. Thema: jongeren als doelgroep en hun gebruik van social media. Gastcollege geeft studenten input voor een vakopdracht: ontwerp een social media strategie voor de doelgroep jongeren.
Adding inline elements is always challenging. This presentation is about way we accomplished this task in Drupal 7 with latest widgets plugins of CKEditor 4.3.x
“Why Content Projects Fail” by Deane Barker - Now What? Conference 2017Blend Interactive
The content management implementation failure rate is higher than it should be, and projects seem to fail for the same cluster of reasons: unrealistic requirements, expectations, human factors, etc. In this session, Deane will discuss the major reasons for project failure learned through almost two decades of implementation experience, and discuss strategies and policies to put in place at each stage of the project to prevent them.
DrupalCamp Kyiv 2011 Drupal Services 3.x
What is module Serivces? How to integrate other applications with Drupal? Some handy tips to build REST interface on Drupal.
Taming The Hairy Beast: How the systematic approach help you navigating throu...ABDURAHMAN ALSUM
a story about How the systematic approach help navigating through multi subsidiary company. it is a story about change management and excellence promoting in resisting corporate culture.
Gastcollege > Jongeren & social media > Universiteit TwenteEls Dragt
Gastcollege voor de opleiding Communicatiewetenschap aan de Universiteit Twente. Thema: jongeren als doelgroep en hun gebruik van social media. Gastcollege geeft studenten input voor een vakopdracht: ontwerp een social media strategie voor de doelgroep jongeren.
Adding inline elements is always challenging. This presentation is about way we accomplished this task in Drupal 7 with latest widgets plugins of CKEditor 4.3.x
“Why Content Projects Fail” by Deane Barker - Now What? Conference 2017Blend Interactive
The content management implementation failure rate is higher than it should be, and projects seem to fail for the same cluster of reasons: unrealistic requirements, expectations, human factors, etc. In this session, Deane will discuss the major reasons for project failure learned through almost two decades of implementation experience, and discuss strategies and policies to put in place at each stage of the project to prevent them.
Why Content Projects Fail - Deane Barker - Presentation at eZ Conference 2017eZ Systems
Deane Barker, Chief Strategy Officer at Blend Interactive spoke at eZ Conference 2017 on Why Content Projects Fail. Deane discussed 5 reasons for why content projects fail, and what we can do to prevent it. From the case study syndrome to development myopia and more, Deane highlights the areas of failure for content projects. And then goes over practical ways to overcome these failure to achieve success.
A countdown of my Top 10 process improvement lessons learned, featuring a brief anecdote about each.
First delivered at the NDIA CMMI Technology Conference in Denver, November 2010. WINNER: Outstanding Presentation, CMMI and Process Improvement Track [CmmiTraining.com]
The Natural Irrationality of Implementing CMSeZ Systems
Presentation given by Deane Barker, Chief Strategy Officer - Blend Interactive at the eZ event "Horizon: A Discussion on the Evolution of CMS."
This presentation discusses content management implementations, and how we develop a content strategy while facing the challenges of client relationships and projects.
It discusses client baggage – some of the fallacies that clients bring with them – and about mitigation strategies.
5 Ways to Give Feedback that Elicits Real ChangeBambooHR
Employees want to receive feedback, but the way that managers interpret this widely varies. This slideshare helps define a feedback process that drives organizational success and allows for real change.
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
Scrum and Personal Agility are simple frameworks for getting good at getting the right things done. Scrum is team-based framework, Personal Agility is an individual or pair-oriented framework. How are they similar? And how does Personal Agility help you in contexts where Scrum is not appropriate?
1. A Software Maturity Framework
• Software Process is a set of tools, methods, and
practices we use to produce a software product.
• The objective of SPM is to produce products
according to plan while simultaneously
improving the organization’s capability
to produce better products.
• The Basic Principle used is Statistical Control. A
Process is under statistical control if its future
performance is predictable within established
statistical limits.
Lord Kelvin: When you can measure what you are speaking about, and express it in
numbers, you know something about it; but when you cannot measure it, when you
cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind;
it may be the beginning of knowledge, but you have scarcely in your thoughts
advanced to the stage of science.
Factors for measuring the programming process:
1. One cannot just start to use numbers to
control things. The numbers must be well
defined and verified to provide reliable
basis for action.
2. The mere act of measuring human
processes changes them (since people’s
fears and motivations are involved).
Software Process Improvement
To improve their s/w capabilities, organizations must take six steps:
1. Understanding their current status of their
development process or processes.
2. Develop a vision of the desired process.
3. Establish a list of required process
improvement actions in order of priority.
4. Produce a plan to accomplish the required
actions.
5. Commit the resources to execute the plan.
6. Start over at step 1
2. CMM (downloaded Presentation)
• Why CMM matters
• Historical background
• Sports analogy
• What is CMM ?
• How you can use CMM
• Details about CMM
• Problems with CMM
Why CMM matters…
• It is the most widespread and detailed software development model
• It is a standard for much DoD work, which is a lot of software projects
• It is being used by many non-DoD businesses
• It is widely criticized, and has inspired several anti-CMM models
• Your tax dollars paid for it
• Begun in 1986 by DoD to help improve government software contractors.
• Work started at Mitre, then at Software Engineering Institute (SEI) at Carnegie
Mellon Univ.
• Watts Humphrey was initial author, then Mark Paulk, Bill Curtis, and others.
• Borrows heavily from general Total Quality Management (TQM) and work of
Philip Crosby.
Background
• Under active development for 15+ years, ongoing…
• Has gained significant interest among non-DoD software vendors.
• All documents are public, and many are free.
• Known as SW-CMM or CMM
SW development and baseball
• What happens when a ball is hit to a Little League team?
Everyone runs around at random.
They might do the right thing, or they might not.
The next time the ball is hit in the same place, they may do something
different.
• What happens when a ball is hit to a professional team?
3. Everyone moves in a coordinated fashion, based on practicing that play
many times.
Sometimes they fail to make the right play, but they almost always try to
do the right thing.
• What happens when a ball is hit to a Little League team?
Everyone runs around at random.
They might do the right thing, or they might not.
The next time the ball is hit in the same place, they may do something
different.
• What happens when a ball is hit to a professional team?
Everyone moves in a coordinated fashion, based on practicing that play
many times.
Sometimes they fail to make the right play, but they almost always try to
do the right thing.
• What happens when the team loses a star player?
Little League team gets much worse.
Professional team often has someone waiting to fill in.
• Self-improvement after a bad play…
Little League players don’t know what went wrong, or they blame each
other.
Professional teams discuss their play and look for ways to improve. "The
next time there is an infield hit with 2 outs, let’s do this instead."
• A professional team has self-perpetuating quality. They
Make good plays
Develop new players like themselves
Find ways to make better plays
• A professional baseball team is more "mature" than a Little League team (not
referring to age).
What is CMM?
• In the same way, high-quality SW organizations are different from low-quality
orgs.
• CMM tries to capture and describe these differences.
• CMM strives to create software development organizations that are “mature”, or
more mature than before applying CMM.
• Describes five levels of SW process maturity.
• Includes lots of detail about each level – we will look at some of it.
Problems with CMM
• It is a goal, not a method
• Being used just as stamp of approval
4. • Doesn’t say anything about software!
• Doesn’t help in a crisis
• Only for repetitive tasks
CMM is a goal, not a method
• Organizations often look to CMM as a method or formula for improvement
Tempting to want easy answers.
• CMM is actually a management framework, with many details left out
Example: “You must have peer reviews.” But how should the reviews be
run?
• If you say, "we do CMM just like the book", you aren't doing CMM
• To use CMM, you have to think
You must be flexible, be creative, and integrate the goals of CMM with
the realities of your business.
• Related to this point, some organizations are rigid about mandating CMM to their
employees
• This has given CMM a bad reputation as an onerous, inflexible method
• The problem here (usually) is misunderstanding CMM, not its rigidity
Becoming stamp of approval
• Some organizations want CMM only as a stamp of approval, without a high-level
commitment to process improvement or quality
• Want to find easiest way to get certified as Level 2 (or 3) without really changing
• I talked to the first CMM assessor in the world. She was tired and disillusioned.
Why?
She wanted companies to say, “Let’s work together to improve our
software processes.”
Instead, they say, “Just tell us what to do to get Level 2, so we can get
back to work."
Not about software!
• CMM is, by design, a model for managing software projects
They claim most software failures are due to management problems rather
than technical barriers (I agree)
• But CMM goes too far in this direction
• An organization could write lousy code (consistently) and be rated highly by
CMM
• This is counter-intuitive, since good code is the goal of software development
Does not help in a crisis
5. • CMM does not help projects that are in crisis right now
Trying to apply it then would make things worse
• Unfortunately, this is often when companies look for help with their software
processes
• Analogy: For long-term cardiac health…
Eat lots of fruits and veggies, quit smoking, get exercise, reduce stress
• But suppose you are having a heart attack now. Will these actions help?
It is too late for preventive measures. You need some other kind of
intervention.
Only for repetitive tasks
• CMM is based on re-using past results for future software projects
In management activities, quality measurements, development processes
• But, this only makes sense for relatively repetitive projects
Example: MS Word team creating V7 after V1-6
• To create brand-new software of unknown size, with unknown hurdles, using
human creativity, CMM is clearly not the right model.