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Why embrace both (cmmi or agile) ?
- 1. CMMI Agilevs. Why Embrace Both ?
- 2. What these are What differences are What we have to do
- 3. What these are What differences are What we have to do
- 4. CMMI is.. 01 What CMMI(Capability Maturity Model Integration) 소프트웨어와 시스템 공학의 역량 성숙도 평가 모델
- 5. Characteristics of the Maturity Level 01 What • Level 1 - Success depends on individual effort • Level 2 - Basic project management practices are established • Level 3 - Standard process throughout organization • Level 4 - Detailed metrics are collected and evaluated • Level 5 - Continuous process improvement via metrics feedback Uncertainty ▶ Awakening ▶ Enlightenment ▶ Wisdom ▶ Certainty ▶
- 6. CMMI 현황 01 What • ’07년~’14년, 97개국, CMMI공식심사 10,768회 • ’14년 , 중국(722건) > 미국(314건) > 한국(48건) • 2014년 12월말 기준 (국외/내) - 레벨 5 , 726 / 6개 기관 - 레벨 4 , 239 / 10개 - 레벨 3 , 7,102 / 65개 - 레벨 2 , 2,221 / 19개
- 7. Agile is.. 01 What Behavior Better ways of developing software by doing
- 8. PRACTICES Do Agile, “Be Agile”!! 01 What Is Agile PRINCIPLES VALUES Doing “Agile” Being “Agile” Stand Up Meeting Release Planning TDD Pair Programming Continuous Integration DevOps Customer Development Static Analysis Transplant TestingResidencies Use Cases / User Stories Testcase Importance Factor TDD Daily Scrums Vision Docs Front Risk Customer Demos /Webinars Value Stream Mapping Eliminate Waste Outside-In Design / Development Simplicity Experience Reports Unit Test Automation Work as One Team
- 9. Market vs. Business vs. Engineering (1/2) 01 What Is Agile Business Engineering Market
- 10. Market vs. Business vs. Engineering (1/2) 01 What Is Agile
- 11. Do the right things right and fast 01 What Is Agile Lean Agile Market
- 12. What these are What differences are What we have to do
- 13. Feature Bloat Build it For long time (6 - 12m) No one Uses Our Product Build the Missing features Ask Customers What Features are missing Product Death Cycle Product Death Cycle 02 WhyDo Agile Many big companies make a mistake to create a big list of features as hypothesis – “If we have these features, the product will be sellable!”. And companies invest huge money on the hypothesis. This can be ended up as a product death cycle. (retweet 1500 ↑) ＊David Bland (Principal at Neo innovation)
- 14. Transforming ‘Adobe’ based Customer Value (1/2) 02 WhyDo Agile Adobe, “기존Photoshop CS시리즈 종료, Photoshop CC"로 전환” “앞으론 클라우드로만 SW 제공”…SW시장에 던져진 충격” ‘22’ ’13’ ‘1.7’ ‘0↓’
- 15. Transforming ‘Adobe’ based Customer Value (2/2) 02 WhyDo Agile ‘1.5’ ‘1’ ‘3’ ‘9’ ‘67’ (’15.5 2분기(3~5월) 매출 11억 6천만 달러, 순이익 1억 5천만 달러) Adobe creative Cloud Launching
- 16. Transforming ‘US Government’ from the inside out. (1/3) 02 WhyDo Agile < Obama on Agile > - https://www.youtube.com/watch?v=zDoaXvCdbKQ - Embed <iframe width="560" height="315" src="https://www.youtube.com/embed/zDoaXvCdbKQ" frameborder="0" allowfullscreen></iframe>
- 17. is a competitive fellowship program that pairs top innovators from the private sector, non-profits, and academia with top innovators in government to collaborate on solutions that aim to deliver significant results in months, not years. It was established in 2012 and has operated continuously since then. The program focuses on generating measurable results, using innovation techniques from private industry such as Lean Startup, Design Thinking, and Agile Development. Transforming ‘US Government’ from the inside out. (1/3) 02 WhyDo Agile PIF (Presidential Innovation Fellows) program
- 18. Transforming ‘US Government’ from the inside out. (2/3) 02 WhyDo Agile “…… specializing in agile delivery services (e.g, user-centered design, agile software development, DevOps)……”
- 19. Transforming ‘US Government’ from the inside out. (3/3) 02 WhyDo Agile http://safemeds.cfapps.io/ Jason Fraiser Lean management 전문가 백악관의 President Leadership program 담당
- 20. Transforming ‘US Government’ from the inside out. (3/3) 02 WhyDo Agile 디자인단계(8일) 측정 (사용자에게 확인) 학습 디자인 개발단계(10일) 측정 (사용자에게 확인) 학습 개발 사용자의 핵심 사용자시나리오 1개 선택 사용자리서치(2일) Continuous Feedback Continuous Improvement
- 21. Short delivery Agile culture Revenue growth Business Pivoting Goal Setup Workshop Goals Delivery Business Management Culture Revenue T T T T T T T T T T T TT Change Strategy Tasks Development Team (기획/UX/개발) PM PL UX 개발 PM PL UX 개발 Share Enterprise change board Ready In Progress Blocked Done T T T T T Share Issue escalation Process Organization Leadership Issue Issue Form Enablement Team HR, PR, Eng, QA, UX, OPs CEOExternal Consultant Decision Making Authority Coaching T T T Agile Management (Adobe, GE, Oracle..) 02 WhyDo Agile Enablement Team Innovation을 이끄는 솔루션 개발팀의 병목을 해결해주기 위해 외부 전문 컨설턴트가 코칭을 하며 프로세스/조직관계/리더십의 간섭을 경량화
- 22. What these are What differences are What we have to do
- 23. AGILE Doing things right and executing perfectly with keeping necessary flexibility LEAN Doing the right things and eliminating all the waste that has no value SDS Agile History 03 Where We Are 2010 EnterpriseAgile (Scrum,XP) IBM 2012 ContinuousDelivery TDD ThoughtWorks 2015 Lean PivotalLabs 2016~ Agile Core Team Enablement Team SDS
- 25. OVER Processes & Tools Following a Plan DOC DOC DOC Comprehensive Documentation Contract Negotiation Individuals & Interactions Working Software Customer Collaboration Responding To Change Agile Manifesto – 4 Values 01 What Is Agile
- 26. Individuals & Interactions over Processes & Tools 01 What Is Agile
- 27. Occurs as two or more objects have an effect upon one another A two-way effect is essential Interaction 01 What Is Agile
- 29. Impact of Communication 01 What Is Agile Interaction
- 30. How to Communicate 01 What Is Agile 공감(共感)동상이몽 (同床異夢) How to ? Interaction
- 31. 01 What Is Agile Facebook 탄생 비화를 재구성한 영화 'Social network’
- 32. 01 What Is Agile 아무런 각성이 없는 상태 즉, 멍~한 상태 교감신경계 ‘비 활성화’
- 33. 01 What Is Agile 교감신경계 ‘활성화’ 집중, 각성, 흥분, 몰입 Facebook 탄생 비화를 재구성한 영화 'Social network’
- 34. Poh, M.Z., Swenson, N.C., Picard, R.W. (2010). “A Wearable Sensor for Unobtrusive, Long-term Assessment of Electrodermal Activity”, IEEE Transactions on Biomedical Engineering, 57(5), 1243-1252. Pattern of Flow (몰입) 01 What is Agile < 학생의 일과 패턴에 따른 교감신경계 변화 > <학생의 일과패턴에 따른 교감신경계 변화> Interaction
- 35. Carpenter, S. K., Wilford, M. M., Kornell, N., & Mullaney, K. M. (2013). Appearances can be deceiving: instructor fluency increases perceptions of learning without increasing actual learning. Psychonomic bulletin & review,20(6), 1350-1356. <B><A> What differences ? 01 What is Agile Interaction
- 38. Working Software over Comprehensive Documentation 01 What is Agile
- 39. What is the primary measure of progress 01 What is Agile “I can see many things when I see a working product. How can we maneuver through that curve? We should do this, we should do that.... Then I think about the next machine. We can make a faster machine if we think like this, and so on. It’s a natural progress into the next step.” - Soichiro Honda Source: Honda Motor Corporation (Picture at the Automobile Hall of Fame, Detroit) Working Software
- 40. Water fall vs. Agile 01 What Is Agile Time CustomerValue <Waterfall> <Agile> Time Working Software ? ? CustomerValue
- 41. Water fall vs. Agile 01 What Is Agile Time CustomerValue <Waterfall> <Agile> Time Working Software CustomerValue $45.0 Million $12.5 Million Agile is 4 times Cheaper than Waterfall
- 42. Iterative Development 01 What is Agile Sprint #0 Sprint #1 Sprint #2 Sprint #3 Sprint #4 2w 2w 3w 3w 6w Demo #2 D+6월 시스템 전환 •PJT비전공유 Demo #3 •필드테스트 •통합테스트 •VOC시스템 OPEN •제3자 테스트 •개발표준정의 •현장프로세스중심 •Test Bed 시뮬레이션 환경 •파일럿 수행 •아키텍처 검증 Demo #5 Demo #4 •Sprint Review Demo #1 Demo #6 Demo #7 “오늘 시연을 보니 오픈 에는 문제 없을 것 같다. 여러분들의 자신감 있는 모습이 보인다. 처음 시작할 때 까지만 해도 어떻게 진행될지 불안 했었지만 이제는 마무리 되가는 것 같다.” “ 점점 더 시스템이 좋아져 가고 있고 9부 능선 까지 왔다고 생각한다. 기존 시스템 과는 비교할 수 없을 정도로 좋아지고 있다는 확신이 든다 “ - 당시 제조기술센터장 김종호 부사장- “지금은 자동차의 엔진을 점검해야 하는 시점이다. 왜 여러분들은 엔진을 보려 하지 않고 도어가 안 열린다, 창 문이 안 닫힌다.. 는 지적만 하고 있나?. 이런 것들은 나중에 보완해도 된다. 문을 뜯어서라도 들어가서 엔진이 제대로 작 동하는가를 보는 것이 중요하다. Working Software
- 43. Customer Collaboration over Contract Negotiation 01 What is Agile
- 44. What is the ‘Customer Value’ (1/2) 01 What Is Agile Customer Collaboration UX CX vs
- 45. What is the ‘Customer Value’ (2/2) 01 What Is Agile http://www.hoteliermiddleeast.com/pictures/gallery/Stock/frontdesk-stocl.jpg 1$ 2.5 million $ Customer VALUE Customer Collaboration
- 46. Focus Customer Values 01 What is Agile Customer Collaboration Features and Functions Usage in a Typical System, Standish Group Report (XP2002) 거의, 전혀 사용하지 않는다 가끔, 자주 사용한다 64%36%
- 47. Service Design 01 What Is Agile Customer Collaboration <iframe width="560" height="315" src="https://www.youtube.com/embed/Ml3jx33zI2M" frameborder="0" allowfullscreen></iframe> https://www.youtube.com/watch?v=Ml3jx33zI2M Who is it for ? 죽음을 앞둔 암환자와 가족을 위한 서비스 What is it about? 일상에서 서로의 감정을 표현할 수 있는 온-오프라인 TOOL KIT & APP
- 48. Service Design 01 What Is Agile Customer Collaboration
- 49. Responding to Change over Following a Plan 01 What Is Agile
- 50. Service Delivery Today Does Not Meet Expectations (1/2) 01 What Is Agile “If you had an innovative new idea that required software development as a key component, How long would it take to approve the idea, build it, and deploy it to users?” “How quickly do you want strategic IT services or software products to be delivered from concept to production?” A commissioned study conducted by Forrester Consulting on behalf of Thoughtworks, September 2012 17 % 34 % 31 % 10 % 6 % 2 % 0 % 29 % 8 % 22 % 23 % 9 % 6 % 3 % Fewer than 3 months 3 months to fewer than 6 months 6 months to fewer than 12 months 12 months to fewer than 18 months 18 months to fewer than 24 months 2 years to fewer than 3 years 3 years or more Responding to change
- 51. Market vs. Business vs. Engineering (1/2) 01 What Is Agile Responding to change Business Engineering Market
- 52. Market vs. Business vs. Engineering (1/2) 01 What Is Agile Responding to change
- 53. Do the right things right and fast 01 What Is Agile Responding to change Lean Agile Market
- 54. ‘Agile Team’ as the need to respond to change 01 What Is Agile Responding to change Whole Team 10~12 4~6(1M) WIP Stakeholders Scrum Master Idea! Product Manager 1st2nd3rd CX Designer
- 55. Explicit Knowledge Objective and ratio nal knowledge that can be expressed in words, sentence s, numbers, or for mulas (context-fre e) http://www.flickr.com/photos/stuartpilbrow/4264302708/
- 56. http://www.flickr.com/photos/visitabudhabi/6708954439/ Tacit Knowledge Subjective and experiential knowledge that can not be expressed in words, sentences, numbers, or Formulas (Context- specific)
- 57. Knowledge Creation (SECI) 01 What is Agile Working Software Explicit Explicit Tacit Explicit Explicit Tacit Socialization Externalization Internalization Combination O G E I Environment Individual I G G G G Org. E I I I I I Group IE O
- 58. SCRUM as Knowledge Creation 01 What is Agile Working Software Explicit Explicit Tacit Explicit Explicit Tacit Socialization Externalization Internalization Combination • Iteration Demo • Customer Validation • Product Backlog • Release Planning • Sprint Planning • Story Writing • Everything about Learning… • Whole Team • Pair work • Daily Standup • Retrospectives