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.

1. Scrum & CMMI
a powerful combination@PRIMAVERA
Agile PT, June 4 2016

2. To Do In progress Done
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3. TEXTO PARA TITULO FONTE TAMANHO 26PT
21 million €
Consolidated Business Volume (2015)
27.000
Clients with contract over 20 countries
600
Highly specialized partners
#1
in Portugal and portuguese
expression african markets
280 employees,
6 nationalities
PRIMAVERA BSS - Highlights
Business Software Solutions
- Management Software
- Specialized Solutions (HR, Logistics, ...)
- Sectorial Solutions (Public Administration, Manufacturing, …)

4. As an Agile Coach at PRIMAVERA…
… I provide support and guidance to DEV teams(*)…
… so that they adopt and improve Agile methods and practices
in order to achieve peak performance!
(*) as well as to the entire organization
Who am I?

5. Strongstep aggregates enterprises, universities and reference institutions creating strong
cooperation synergies and value creation.
Strongstep

6. • As a Consultant @ Strongstep ...
• … I work in process and continuous improvement projects …
• … so that quality of several companies could be improved.
Rita Cunha
Who am I?

7. To Do In progress Done
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8. • CMMI & Scrum journey
• Myths demystification
• Real world implementation @ PRIMAVERA
What will you get from this talk?

9. To Do In progress Done
Our sprint backlog for this talk

10. CMMI: a journey to excellence
“CMMI (Capability Maturity Model Integration) models are collections of
best practices that help organizations to improve their processes.”
What How

11. Process
Management
Project
Management
Engineering Support
CMMI Process Areas
Organizational
Process Focus
Organizational
Process Definition
Organizational
Training
Organizational
Process Performance
Organizational
Performance
Management
Project Planning
Project Monitoring
and Control
Supplier Agreement
Management
Requirements
Management
Risk Management
Integrated Project
Management
Quantitative Project
Management
Requirements
Definition
Technical Solution
Product Integration
Verification
Validation
Configuration
Management
Process and Product
Quality Assurance
Measurement and
Analysis
Decision Analysis and
Resolution
Causal Analysis and
Resolution
Level 2
Level 3
Level 4
Level 5

12. CMMI in Portugal
1
3
4
1
1
2
3
3
3
1
2013 2014 2015 2016
2013 to 2016
Level 2 Level 5 Level 3

13. Scrum: inspect and adapt
“A framework within which people can address complex adaptive problems, while
productively and creatively delivering products of the highest possible value. “
(Scrum Guide)
Transparency
Inspection
Adaption
SCRUM
Inspect Adapt
Values and Principles

14. CMMI & SCRUM: a strong step with high quality
Process alignment with business goals
Agile requirements management & time to market
Less rework
Reduce costs
Better communication and team organization

15. CMMI & SCRUM: a strong step with high quality
Successful process improvement starts with a correct understanding of the word “process”.
It means “work”.
Process Improvement Work Improvement
People like improving processes People like improving work
Quality depends on our processes Quality depends on our work

16. To Do In progress Done
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17. • Internals
• improve team work and product quality
• better time to market
• fast reaction to changes
• leverage our software development process
• simplify and reduce support systems and applications
• motivated teams
• Externals
• Customers aknowledge that CMMI ensures continuous
improvement to our company
• CMMI can be used as a competitive advantage towards
other less mature organizations
• Respond to some customers that value this kind of
evaluation when doing software and services procurement
CMMI & Scrum implementation - Goals

18. Organizational
restructure
2013 2014 2015 (Q2)
Process & Tool
definition
Challenges:
First impact
Mindset shift
Learning curve
Scampi-C
appraisal
Goals
definition
Evangelization
Dissemination
Piloting
Challenges:
People adaption
Process adaption
Integration
Challenges:
Fine-tuning
Consolidation
Maintain pace
CMMI-
DEV
level 2!
2012
Readiness
Review
Scampi-A
appraisal
scrumwaterfall
CMMI-
DEV
level 2!
waterfall
The journey

19. Engineering
CMMI DEV ML2 – Process Areas
Process
Management
Project
Management
Support
Organizational
Process Focus
Organizational
Process Definition
Organizational
Training
Organizational
Process
Performance
Organizational
Performance
Management
Project Planning
Project Monitoring
and Control
Supplier Agreement
Management
Requirements
Management
Risk Management
Integrated Project
Management
Quantitative Project
Management
Requirements
Definition
Technical Solution
Product Integration
Verification
Validation
Configuration
Management
Process and Product
Quality Assurance
Measurement and
Analysis
Decision Analysis
and Resolution
Causal Analysis and
Resolution
Level 2

20. In a nutshell
10 SCRUM
Teams
TFS
Features
Epics
User
stories
Tasks
Tests
Risks
Product
Conception
Release
Management
Software
Development
Requirements
Management
Configuration
Management
Audits
Metrics
Teams Processes Tools

21. Roadmap Product Backlog Project
Management
Configuration
Management
Work Item Types

22. To Do In progress Done
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23. Conclusions
Building it takes time,
changing it takes even
more time, so be patient
Doing Agile is not being
Agile
People don’t resist
change, they resist
being changed
CULTURE
AGILE
CHANGE
- All-in-one tool
- Seamless CMMI &
Scrum integration
Tools &
processes

24. • Reduce and simplify tools and work items
• Keep adapting and improving….
Next steps

25. To Do In progress Done
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26. Your time

27. To Do In progress Done
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Mission accomplished!!!
(Thank you)