The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
New Product Development (NPD) is the overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product. This Technology Multipliers webinar provides a complete overview of the NPD process, models, tools, and metrics to succeed with new product development for technology companies.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
New Product Development (NPD) is the overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product. This Technology Multipliers webinar provides a complete overview of the NPD process, models, tools, and metrics to succeed with new product development for technology companies.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
Introduction of the meaning and History of CMMI Eng Ibrahem
CMM Integration project was formed to sort out the problem of using multiple CMMs. CMMI product team's mission was to combine three Source Models into a single improvement framework for the organizations pursuing enterprise-wide process improvement. These three Source Models are:
• Capability Maturity Model for Software (SW-CMM) - v2.0 Draft C.
• Electronic Industries Alliance Interim Standard (EIA/IS) - 731 Systems Engineering.
• Integrated Product Development Capability Maturity Model (IPD-CMM) v0.98
ES - The effect of ERP on Product Development Lifecycle?Matic Golob
ES - The effect of ERP on Product Development Lifecycle?
INDEX:
- What is the Product Development Lifecycle?
- Data in Product Development
- Effect of ERP in Product Development
- Industry Challenges in using ERP
- ERP Benefits
Speaking Managerish: How to promote Agile without being firedTomasz Wykowski, CST
Talking with managers is not easy. Talking them into Agile is even harder. Sometimes you are just ignored, sometimes misunderstood and in worst case fired…
I’m working as an Agile coach, and I’m having these conversations quite often. My interlocutors differs and so do their businesses. Despite that, over time, I’ve noted some common patters that helps me drive discussions.
During this presentation I’d like to share with you my 7 Steps for Successful Agile Conversation. I’ll show you how to avoid falling into pitfalls and what are the tools that works for me. You’ll leave this session better prepared for the next meeting with your boss.
First time presented at ScrumImpulz conference in Bratislava, Slovakia
Introduction of the meaning and History of CMMI Eng Ibrahem
CMM Integration project was formed to sort out the problem of using multiple CMMs. CMMI product team's mission was to combine three Source Models into a single improvement framework for the organizations pursuing enterprise-wide process improvement. These three Source Models are:
• Capability Maturity Model for Software (SW-CMM) - v2.0 Draft C.
• Electronic Industries Alliance Interim Standard (EIA/IS) - 731 Systems Engineering.
• Integrated Product Development Capability Maturity Model (IPD-CMM) v0.98
ES - The effect of ERP on Product Development Lifecycle?Matic Golob
ES - The effect of ERP on Product Development Lifecycle?
INDEX:
- What is the Product Development Lifecycle?
- Data in Product Development
- Effect of ERP in Product Development
- Industry Challenges in using ERP
- ERP Benefits
Speaking Managerish: How to promote Agile without being firedTomasz Wykowski, CST
Talking with managers is not easy. Talking them into Agile is even harder. Sometimes you are just ignored, sometimes misunderstood and in worst case fired…
I’m working as an Agile coach, and I’m having these conversations quite often. My interlocutors differs and so do their businesses. Despite that, over time, I’ve noted some common patters that helps me drive discussions.
During this presentation I’d like to share with you my 7 Steps for Successful Agile Conversation. I’ll show you how to avoid falling into pitfalls and what are the tools that works for me. You’ll leave this session better prepared for the next meeting with your boss.
First time presented at ScrumImpulz conference in Bratislava, Slovakia
This workshop is focused on showing how tools and exercises used by personal coaches can be utilized by Scrum Masters and Agile Coaches working with Teams.
During this workshop we will solve real-life problems using different techniques:
Exercise 1: “Disney strategy” for searching solutions.
Exercise 2: “Perspective switch” for conflict resolution.
Exercise 3: “Reversed Timeline” for creating plans.
Presented at Regional Scrum Gathering Porto
Slides from my talk at ABE 2015 conference.
Abstract:
Planning Poker is one of the most popular Agile practices. It's quick, accurate and fun as well. Sometimes however, it just takes too much time, especially when estimating initial backlog with a new team. When your customer is not happy with No Estimates approach it's time to look for an alternative. Something which would give you a rough estimate of the whole project in an hour or less.
One of the techniques I've used several times with different teams and in different projects is a Silent Sort approach for Product Backlog estimation. Join me if you'd want to learn how to provide your customer with initial estimate in less time than it takes to listen to this talk.
Despite our willingness to behave rationally, humans are very emotional creatures. Our brain unconsciously makes decisions we're not even aware of.
This presentation explains what are social threats and rewards and how you can use SCARF Model for understanding someones behavior, addressing their concerns and inviting them to join the change you'd like to see.
The Presentation is a part of Webinar held on 18-12-2011 and consists of the following topics:
1. PMP Quick Facts-What is PMP, PMI
2.How is Exam structurd and what are the associated expenses
3. What are Process Groups, Knowledge Areas and Processes
The Last Slide contains link to my site, where brief details about the topics mentioned in the presentation has been posted.
Rozmówki Managerskie, czyli jak zmieniać firmę i nie zostać zwolnionymTomasz Wykowski, CST
Prezentacja z konferencji AgileByExample Light 2024.
"Gdyby tylko mój manager tu był…” to zdanie, które często słyszę na moich szkoleniach. Zdecydowanie łatwiej zmienia się organizację, gdy jej kierownictwo wspiera prowadzoną transformację. Jednak przekonanie managerów często graniczy z cudem. Z drugiej strony prawdziwi liderzy nawet jeżeli nie mają formalnej władzy w organizacji potrafią wpływać na osoby decyzyjne.
Porozmawiajmy więc jak się przygotować do takich rozmów i jak je prowadzić. Chcę Ci pokazać konkretne narzędzia, których używam w mojej pracy z klientami. Dzięki nim inaczej poprowadzisz następne spotkanie ze swoim managerem. Przy odrobinie szczęścia, zobaczysz rezultaty, które jeszcze niedawno nikomu w firmie się nie śniły.
Książka "Biznes Odczarowany. Scrum: jak osiągać cele, gdy wszystko się zmienia?" to lektura dla każdego managera rozwijającego firmę na zmiennym rynku.
Lubimy być zajęci. Kult Utylizacji to jedna z poważniejszych chorób dotykających zarówno jednostki jak i całe organizacje. Upewniamy się, że „nasze zasoby są zalokowane na 100%” (a może i więcej), „ludzie mają co robić” i wszyscy staramy się wyglądać na zajętych.
Tymczasem już pół wieku temu Toyota (a za nią inne firmy) zrozumiała, że zajętość rzadko wiąże się z efektywnością. Dlatego wypracowała narzędzia pozwalające skupić się na tym drugim elemencie. Część z nich skutecznie zaadaptowaliśmy w naszym świecie Agile, o niektórych mało kto słyszał.
Zapraszam Was na warsztat, na którym porozmawiamy o tym czym jest Lean i wypróbujemy Value Stream Mapping (VSM) do poprawy waszych procesów tworzenia oprogramowania. VSM jest techniką analizy strumienia wartości w celu usunięcia nieefektywności – strat powodujących wydłużenie oczekiwania klientów na produkt.
Slides from Regional Scrum Gathering Portugal 2016
Abstract:
Scrum Masters and Agile Coaches are expected to be leaders. But what does it mean in practice? How I can tell if I’m a leader? Do I need to be a leader all the time and in all situations?
I’ve identified five shades of leadership that helps me understand my role, approach and involvement to communities I’m involved in. These are not different leadership styles you should use nor trophies you are expected to collect. This mental model helps me better understand my intentions, goals I’m trying to achieve and actions I’m going to take.
Workshop for Product Owners, Managers and Scrum Masters showing why should they care about Agile Engineering Practices
Slides from Scrum Gathering Munich
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Killing the Myth: Agile & CMMI
1. Killing the myths:
Agile and CMMI
Agile Eastern Europe Conference
Kiev, 23-24 September 2011
Christophe Debou Tomasz de Jastrzebiec Wykowski
Christophe.Debou@kuglermaag.com Tomasz.Wykowski@procognita.com
3. Christophe Debou
• Business Development Director: Central and Eastern Europe
• Process Director
• Accredited CMMI Trainer for CMMI for Development and CMMI for
Services
• Experiences:
– About 10 Years Quality Management and Process Improvement
• Alcatel, as Coordinator of CMM Initiative, for the overall company (1994-1997).
• Q-Labs as consultant and member of management team (1997 – 2001)
• KUGLER MAAG CIE (2006)
• Customers e.g.: Alcatel, Ericsson, Bosch, Giesecke und Devrient, …
– About. 5 Years Senior Management
• Board member of ComArch
• Contact:
– Christophe.debou@kuglermaag.com
5. Tomasz de Jastrzębiec Wykowski
• 1000 years of experience in
software development
• Hands-on practice using both
traditional approaches (based
on PMBOK, ISO, CMM and
CMMI) and adaptive ones
(Scrum, Kanban, Extreme
Programming)
• Since 2010 trainer, coach and
consultant @ ProCognita
http://www.linkedin.com/in/wykowski
Tomasz.Wykowski@procognita.com
19. Process Improvement is an important
part of the solution
People
Objective of improvements is
Increasing the Performance on time,
in budget, in quality
on-time
Directly influenced may be
people, processes, and
technology – therefore,
these are the dimensions to
act.
in-budget in-quality
Process Technology
20. CMMI is a FRAMEWORK
• Not a Standard for developing products or
development processes
• Not a life cycle, nor a process, does not require
waterfall
• Not a prescription
• Is a description
• Mean for process Improvement not process
compliance
22. Staged Representation: Process Areas by
Maturity Level
Level Focus Process Areas Quality
Productivity
5 Optimizing Continuous Causal Analysis and Resolution
Process Organizational Performance Management
Improvement
4 Quantitatively Quantitative Organizational Process Performance
Managed Management Quantitative Project Management
3 Defined Process Decision Analysis and Resolution
Standardization Integrated Project Management
Organizational Process Definition
Organizational Process Focus
Organizational Training
Product Integration
Requirements Development
Risk Management
Technical Solution
Validation
Verification
2 Managed Basic Project Configuration Management
Management Measurement and Analysis
Project Monitoring and Control
Project Planning
Process and Product Quality Assurance
Requirements Management
Supplier Agreement Management Risk
1 Initial Rework
23. CMMI (Staged Representation) is organized in levels
describing the capabilities of the organization
5 Continuous process improvement
Quantitative process control with statistical methods:
4 Process performance predictable
Further processes being added, process standardization
and systematic process improvement
3
Basic processes established
(especially project management)
2
No or only few processes, success
dependent on people’s performance
1
24. Architecture of a Process Area
Process Area (PA)
Purpose Introductory Related
Statement Notes Process Areas
Specific Goals (SG)
Generic Goals (GG)
Specific
Practices
(SP)
Generic
Practices
Typical Work Subpractices (GP)
Products
Generic Practice
Subpractices
Elaborations
Legend Required Expected Informative
25. Problems and Solutions
Problems Solutions
„CMMI forces us to do things
we do not need.“
„Employee have no freedom.
Every single step is
described.“
„We cannot maintain
processes because of their
fast pace of changes“
27. CMMI Level 2 Process Areas
Requirements Management
Project Planning
Project Monitoring and Control
Configuration Management
Measurement and Analysis
Process and Product Quality Assurance
30. Requirements Development Context -1
Develop Develop Analyze and
Customer Product Validate
Stakeholders’ Requirements Requirements Requirements
Needs
Validated Customer Validated Product, Product Component, and
Requirements Interface Requirements
Source: Introduction to CMMI, SEI, Accredited Course
31. Requirements Development Context -2
Analyze and Validate Requirements
Establish Establish a Analyze
Operational Definition of Analyze Requirements
Concepts Required Requirements to Achieve
& Scenarios Functionality (necessary and Balance
sufficient)
Validate
Requirements
Customer, Product, Product Component, and Validated
Interface Requirements Requirements
32. Requirements Management
(REQM)
Purpose
• The purpose of Requirements Management
(REQM) is to manage the requirements of the
project’s products and product components
and to identify inconsistencies between those
requirements and the project’s plans and
work products.
33. Requirements Management
Context
Source: Introduction to CMMI, SEI, Accredited Course
Manage Requirements
Obtain Manage
Obtain an Commitment Requirements
Understanding to
of Changes
Requirements
Requirements Maintain
Bidirectional
Traceability of
Requirements
Requirements
Identify
Inconsistencies
Between Project
Work and Traceability Matrix
Requirements
35. Requirements Management
CMMI Goal Agile Practices
SG 1 Requirements are Gathered in Product Backlog
managed and Ordered and prioritized
In form of User Stories for better
inconsistencies understanding.
with the project Clarified by discussion and acceptance
plans and work criteria definition.
products are PO is the ultimate decision maker
identified Team committing to Sprint scope
Scope updated basing on facts.
Implemented functionality demoed and
accepted at Sprint Review.
Automated acceptance tests to ensure
traceability and identify inconsistences
37. Project Planning Context -1
Purpose
Establish and maintain plans that define project activities
Establish Planning Develop a
Estimates Data Project Plan
Obtain
Project
Commitment
Plan
to the Plan
Relevant
Stakeholders
PMC
Source: Introduction to CMMI, SEI, Accredited Course
38. Project Planning Context -2
Establish Estimates
Establish
Estimate Estimates of
the Scope Work Product
of the Project and Task
Attributes Planning
Data
Determine
Estimates
of Effort
and Cost
Define
Project
Lifecycle
Source: Introduction to CMMI, SEI, Accredited Course
39. Project Planning Context -3
Planning Data
Develop a Project Plan
Establish Plan
for Data Plan for
the Budget Identify
Management Project
and Project Risks
Resources
Schedule
Plan Establish Plan for
Stakeholder the Project Needed
Involvement Plan Knowledge
and Skills
PMC
Project Plan
Source: Introduction to CMMI, SEI, Accredited Course
40. Project Planning Context – 4
Obtain Commitment
to the Plan
Review
Plans that
Affect the
Project
Reconcile
Project Work and
Plans Resource
Levels
Obtain
Plan
Commitment
Relevant
Stakeholders
Source: Introduction to CMMI, SEI, Accredited Course
41. “In preparing for battle I have always found that
plans are useless, but planning is indispensable.”
--- Dwight David Eisenhower ---
42. Project Planning
CMMI Goal Agile Practices
SG 1 Estimates of Separate estimates for stories (Story
project planning Points) and Tasks (Ideal Hours)
parameters are allows for different levels of accuracy.
established and Work break down structure (WBS)
maintained with different levels of details
(Product, features, epics, stories and
tasks)
Costs and effort can be derived from
estimates (#h/SP).
43. Project Planning
CMMI Goal Agile Practices
SG 2 A project plan is Planning on different levels (Product,
established and Release, Sprint, Day).
maintained as the Updating plans basing on facts
basis for managing (inspect & adapt)
the project. Budget and schedule derived from
estimates. Owned by PO
Risks captured in User Stories. High
risk stories implemented first.
Transparency of status.
Committed Team, PO and SM
Cross-functional Team
44. Project Planning
CMMI Goal Agile Practices
SG 3 Commitments to Committed Team, PO and SM
the project plan Project plans reviewed and
are established and committed to during Release/Sprint
maintained planning meetings
Project status is reviewed (Inspect)
on Daily Scrums, Reviews and
Retrospectives and plans are updated
46. Project Monitoring and Control (PMC)
Purpose
• Provide understanding of the project’s
progress so that appropriate corrective
actions can be taken when the project’s
performance deviates significantly from
the plan.
47. Project Monitoring and Control
Context
Source: Introduction to CMMI, SEI, Accredited Course
Manage
Corrective Action
to Closure
Monitor Project Against Plan
Monitor Analyze
Project Monitor Monitor Issues
Monitor Data
Planning Commitments Project
Parameters Risks Management
PP
Take
Project Plan Corrective
Action
Conduct Conduct Monitor
Milestone Progress Stakeholder
Reviews Reviews Involvement Manage
Corrective
Action
49. Project Monitoring and Control
CMMI Goal Agile Practices
SG 1 Actual Project status inspection on Daily
performance and Scrum, Reviews and Retrospectives
progress of the Measurements based on facts
project are (delivered stories)
monitored against Main metric – Velocity
the project plan
Concentration on TODO value, rather
than on time already spent.
50. Project Monitoring and Control
CMMI Goal Agile Practices
SG 2 Corrective actions Plans updated basing on facts.
are managed to More flexibility – in case of delays
closure when the scope can be limited to meet
project's deadlines.
performance or Impediments collected and resolved
results deviate by ScrumMaster
significantly from
the plan.
52. Measurement and Analysis (MA)
Purpose
• Develop and sustain a measurement capability
that is used to support management
information needs.
53. Measurement & Analysis Context
Source: Introduction to CMMI, SEI, Accredited Course
Align Measurement and Analysis Activities
Specify
Establish Data Specify
Specify Collection
Measurement Analysis
Information Measures and Storage
Objectives Procedures
need Procedures
Measurement Objectives Measurement Procedures
Repository and Tools
Measurement Results
Provide Measurement Results
Store Analyze Collect
Communicate Data & Measurement Measurement
Results Results Data Data
54. “Data is of course important in manufacturing,
but I place the greatest emphasis on facts.”
--- Taiichi Ohno ---
55. Measurements and Analysis
CMMI Goal Agile Practices
SG 1 Measurement Agile Process and Quality metrics
objectives and (e.g. Velocity, Code Coverage)
activities are Use it or Lose it – too much data can
aligned with hinder understanding of project
identified status.
information needs Measurements based on facts
and objectives. (delivered stories)
56. Measurements and Analysis
CMMI Goal Agile Practices
SG 2 Measurement Information radiators – visible data
results that address make project status available for
identified everybody
information needs Measurements analyzed on different
and objectives are levels (on daily, Sprint, Release basis)
provided.
58. Configuration Management (CM)
Purpose
• Establish and maintain the integrity of
work products using configuration
identification, configuration control,
configuration status accounting, and
configuration audits.
59. Baseline SG1: Establish baselines of identified
work products
• A set of specifications or work products that has been formally reviewed and agreed
on, which thereafter serves as the basis for further development, and which can be
changed only through change control procedures. ”
Sub-Areas of Development
Require Design Code Test Cases
ments Examples of Baselines:
Time
(successive Iteration I Baseline
versions
coming
Iteration II Baseline
about)
Iteration III Baseline
Release I Baseline
60. Configuration Management Context
Source: Introduction to CMMI, SEI, Accredited Course
Track
Track Control and
Establish Baselines
Change Configuration Control
Requests Items Changes
Create or
Release
Baselines
Establish Integrity
Change Audit
Requests Results
Establish a Perform
Configuration Change Configuration
Audits Action
Management Request
Items
System Database
Configuration Establish
Identify Configuration
Configuration Management
Management
Items System Records
Reports
61. Working software over comprehensive documentation
--- Principles behind the Agile Manifesto ---
62. Configuration Management
CMMI Goal Agile Practices
SG 1 Baselines of identified Configuration Management has to be
work products are supported by automated tools
established. Code and important documents held
SG 2 Changes to the work under version control and updated
often
products under
configuration Common code – anyone can make
changes
management are
tracked and controlled. Anyone can add new requirements,
but it’s PO who order them
SG 3 Integrity of baselines is
Limit number of development
established and
branches in order to avoid
maintained integration issues
64. Process and Product Quality
Assurance (PPQA)
Purpose
• Provide staff and management with objective
insight into processes and associated work
products.
65. Process and Product Quality Assurance
Context
Source: Introduction to CMMI, SEI, Accredited Course
Objectively Evaluate Processes and Work Products
Objectively
Objectively Evaluate
Evaluate Work
Processes Products
& Services
Reports and Records
Provide Objective Insight
Communicate
and Ensure Establish
Resolution of Records
Noncompliance
Issues
Relevant
Stakeholders
67. Process and Product Quality Assurance
CMMI Goal Agile Practices
SG 1 Adherence of the SM responsible for implementing
performed process Scrum processes by coaching and
and associated explaining the goals, not by enforcing
work products and the rules
services to Tools to ensure product and process
applicable process quality adherence (e.g. automated
descriptions, tests), not to enforce it.
standards, and Retrospectives and Reviews allow for
procedures is process and product quality
objectively improvements.
evaluated.
Team own development process.
68. Process and Product Quality Assurance
CMMI Goal Agile Practices
SG 2 Noncompliance Noncompliance usually caused by
issues are problems with communication or
objectively tracked processes. Therefore beside solving
and the quality problem, the root cause
communicated, should be identified and removed by
and resolution is improving communication/process.
ensured.
71. Agile Processes
• Realistic – defined with support of those who will be using
it, not ‘theoretical experts’
• Live – Revised basing on lesson learned from individual
project
• Flexible – can be tailored to team and project needs, should
allow creativity, not introduce artificial limits
• Learnable – Written using language understandable by
those who will be using it
• Supportive – must be perceived as helpful by those who
will be using it.
• Lean – limit the ‘waste’ in the processes. Remove all
activities that does not add value to final product.
• Owned - by those who per form work
72. CMMI Processes
• Realistic – defined with support of those who will be using
it, not ‘theoretical experts’
• Live – Revised basing on lesson learned from individual
project
• Flexible – can be tailored to team and project needs, should
allow creativity, not introduce artificial limits
• Learnable – Written using language understandable by
those who will be using it
• Supportive – must be perceived as helpful by those who
will be using it.
• Lean – limit the ‘waste’ in the processes. Remove all
activities that does not add value to final product.
• Owned - by those who per form work
73. Agile
• Culture of high trust
• Collaboration with customer
• Flexibility and ability to adapt
• Transparency
• Learning and exploring
• Self organizing – delegating power to the team
• Working software
• Tools & techniques implements ‘how’ of CMMI’s ‘what’.
• Supports CMMI, but do not cover all requirements
74. CMMI
• Organizational development and learning
• A model, not a cookbook
• Can be applied in any context and organizational
size (just a matter of interpretation)
• Is not in contradiction with Agile Philosophy and
techniques
• Wider coverage
• Focus on institutionalization of good practices
• Implement CMMI rather than applying it
75. Further reading
Articles:
• Paul S. Adler “Building better Bureaucracies” The Academy of
Management Executive, Vol. 12, No. 4, p. 36, 1999
• Hillel Glazer, Jeff Dalton, David Anderson, Michael D. Konrad, Sandra
Shrum “CMMI or Agile: Why Not Embrace Both!” SEI Technical Note
CMU/SEI-2008-TN-003 November 2008
Reports:
• CMMI for Development, Version 1.3, Technical Report, CMU/SEI-
2010-TR-033, November 2010
Books:
• Jeffrey K. Liker, David Meier “The Toyota Way Fieldbook” , McGraw-
Hill, 2005
76.
77. Killing the myths:
Agile and CMMI
Agile Eastern Europe Conference
23-24 September 2011
Christophe Debou Tomasz de Jastrzebiec Wykowski
Christophe.Debou@kuglermaag.com Tomasz.Wykowski@procognita.com
Editor's Notes
Ride and drive anythingExtreme conditionsHigh pressureDo impossible