Manage complex projects to success using CMMI, Lean and Scrum

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See our presentation slides used at the OOP conference in Munich in February 2014. Systematic presented how we successfully manage our large complex projects Sitaware, Columna and Public sector based on our unique combination of CMMI, Lean and Scrum.

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Manage complex projects to success using CMMI, Lean and Scrum

  1. 1. Nearly 50 countries use Systematic’s solutions Systematic’s offices Manage complex projects to succes using CMMI, Lean and Scrum http://www.systematic.com
  2. 2. Systematic Core Business Areas VISION: A leading international company in delivering reliable and straightforward solutions to people who make critical decisions every day Public Sector Intelligence & National Security Healthcare MISSION: Simplifying critical decision making Defence
  3. 3. Problem Summary Mature Agility
  4. 4. Problem Problem
  5. 5. Why are large or complex projects so hard? McKinsey analysis of 5400 projects: 66% cost overrun - 33% schedule overrun Standish data 2003-2012: 3,555 projects with labor costs larger than 10 million dollars: 6.4% were successful. 52% were "challenged," 41.4% were failures. http://www.computerworld.com/s/article/9243396/Healthcare.gov_website_didn_t_have_a_chance_in_hell_?pageNumber=1 Dr. Dobbs 2010: projects >25 people 40%-55% successful http://articles.latimes.com/2013/oct/23/business/la-fi-blimp-fire-sale-20131023
  6. 6. Why do they fail? McKinsey analysis of 5400 projects “Missing Focus: Unclear objectives ? and lack of business focus” “Skill Issues: Unaligned ? team and lack of skill(s)” “Business Risk: The ? right product? Managed change for the receiver?” “Content Issues: ? Shifting requirements and technical complexity” “Execution Issues: ? Unrealistic schedule and reactive planning” “Manufacturing Risk: Discipline, able to adapt and ? sustain sponsorship” What do you think is important for succesful delivery of large projects?
  7. 7. What can we do? What are the bodies of knowledge for large projects? Lean software development 3 5 5 12 7 22 Lean Six Sigma 4 50+ CMMI 12 167 Governing Principles XP Operational Elements SCRUM Choice of method(s) should fit the specific needs and your context CMMI, Lean and Scrum can be applied together!
  8. 8. I know Agile & Lean - what is CMMI? CMMI is an organizational model to provide insigt into own capability Optimizing Continuous improvement Managed Reduced variation Change management Defined Learning and adoption Repeatable Stabilization Initial Quantitative measurement Common processes Project management Ensures the organisation meet certain goals & practices … … and that these practices are institutionalized consistently in the organisation
  9. 9. Approach
  10. 10. Organize the way you work How Mary Poppendieck analyzed a management challenge in 2005 Mary Poppendieck Mary Poppendieck visited Systematic in 2005, and asked: ”How long will it take to test, assuming the code is defect free?” … ”Aha … then you have a good test process, but …” This led Systematic to • A new development method with early test ingrained, and • Adoption of Scrum with short iterations It impacted culture & practices
  11. 11. CMMI and Scrum CMMI enables prediction and focus on overall objectives Scrum allows team to focus on product, technology and quality Product Backlog and Sprint Deliveries glues CMMI & Scrum together Traditional Project Management milestones Sprints A B
  12. 12. Systematic Process Foundation Strong synergies between CMMI, Lean and Scrum Inspect & adapt Discover solution Scrum Sprint retrospective Agile Practices and Values Customer perceived value Lean Kaizen Principles & Mindsets Organizational discipline CMMI Continuous improvement Process Foundation Agile needs discipline … CMMI provides explicit guidance supporting these needs … and the CMMI model allows for agile practices
  13. 13. Lean - CMMI - Agile combined Strong synergies between CMMI, Lean and Scrum • CMMI is the process landscape • Discipline and organization • Lean is the principles • Customer value, people, culture • Scrum is the practices • State of the art practice Large or complex projects need elements from all three
  14. 14. Experience
  15. 15. Large products and projects in Systematic Examples on large and complex projects from Systematic SITAWARE Military Command and Control Columna Clinical Information System Application Integration Digitalization of the public sector Involves multiple teams, complex technologies and domains
  16. 16. Standard Project Status Report Managing normal projects is a prerequisite to manage large projects CMMI and Lean provides a solid foundation for both Status Analysis of measures Risk top 3 12 std KPI’s Risk Measure Actions
  17. 17. Measures inpired from Lean Example: Flow of story implementation and fix-time after failed build Flow of story implementation Productivity is optimized: Fix time for failed builds • • • Flow of work - maximized Fix-time of failed builds - minimal Sprint test and release - minimal  Varianse reduced
  18. 18. READY and competence match When work allocated to sprint is READY, flow and stability is achieved Projects measures how ”READY” a sprint plan is Flow Flow 100,00% 160,00 90,00% Actual effort Actual effort spent 140,00 80,00% 120,00 70,00% 100,00 60,00% 50,00% Measures of key competencies needed in project 80,00 40,00% 60,00 30,00% 40,00 20,00% 20,00 10,00% 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 Ready NOT Ready 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 0,00 0,00% Ready NOT Ready Meeting READY criteria creates stability
  19. 19. Organize people & information flow Example of meeting cascading for a program with six teams Monday Tuesday Wednesday Thursday Friday 09:00 Daily briefs in team Daily briefs in team Daily briefs in team Daily briefs in team Daily briefs in team 09:20 Daily briefs in team Daily briefs in team Daily briefs in team Daily briefs in team Daily briefs in team 09:40 Daily briefs in PO team Daily briefs in PO team Daily briefs in PO team Daily briefs in PO team Daily briefs in PO team 10:00 Daily briefs in management team Daily briefs in management team Daily briefs in management team Daily briefs in management team Daily briefs in management team 11:00 12:00 13:00 14:00 15:00 1h weekly team meeting 1h weekly team meeting 2h PL - PM Meeting Weekly PL Retrospective 1h Bi-weekly PM-VP meeting Weekly meetings to be conducted at 13.00 or 14.00 and morning meetings at 9.00 and 8.40/9.20 due to two teams being managed by one PL
  20. 20. Organize realtime status and decisions CEO and VP daily standup meeting • Weekly management meeting for CEO and VP is cancelled • Instead a daily 15 minute standup with CEO and VP’s is introduced When challenges occur in a project relevant level of management is involved immidiately
  21. 21. Organize product components Large projects with multiple teams requires portefolio management
  22. 22. Ingrain quality in daily work Involve customers – discipline in development of parts – verify deliveries Involvement & discovery Quality Built In Story checklist Feature checklists Tools & Test
  23. 23. Distributed teams with sourcing partner Systematic has created a setup to “co-locate” the distributed team Systematic Communicative competencies are as important as the technical competencies. Project management Team 1 Team 2 Team 3 Systematic hiring interviews with all developers from partners. 3 4 2 All developers from partners receive a two week on the job training in Århus. 4 3 2 Frequent visits at both locations – communication is crucial for succes! Partner E.g. specialists Established guideline for collaboration with partner.
  24. 24. Summary
  25. 25. Lessons Learned The blend of CMMI, Lean and agile adresses hot spots for large project’s 1. Build on proven industry body of knowledge also CMMI & Lean 2. Manage product requirements independent to customers specific needs 3. Visible status and clarity to sustain focus on business objectives 4. Monitor cadence across value chain to keep all activities in sync. 5. Insist on a learning organization – in particular in management team 6. Teams have a long-term ownership of a well defined part of product 7. Setup teams with enough context to “see the whole” 8. Design to allow for fast escalation of issues – design informationflow
  26. 26. Large or complex projects need elements from all three
  27. 27. Interested in Systematic For more information visit http://www.systematic.com The agile transformation in Systematic, is also documented in these articles : 2007 Scrum and CMMI Level 5: The Magic Potion for Code Warriors Jeff Sutherland, Ph.D. Patientkeeper Inc. jeff.sutherland@computer.org 2008 Carsten Ruseng Jakobsen Systematic Software Engineering crj@systematic.dk Mature Agile with a twist of CMMI Carsten Ruseng Jakobsen Systematic Software Engineering crj@systematic.dk 2009 Kent Aaron Johnson AgileDigm, Incorporated Kent.johnson@agiledigm.com Scrum and CMMI – Going from Good to Great Carsten Ruseng Jakobsen Systematic Software Engineering crj@systematic.dk 2011 Kent Aaron Johnson AgileDigm, Incorporated Kent.johnson@agiledigm.com Jeff Sutherland, Ph.D. Patientkeeper Inc. jeff@scruminc.com Lean as a Scrum Troubleshooter Carsten Ruseng Jakobsen Systematic Software Engineering crj@systematic.dk Tom Poppendieck Poppendieck LLC tom@poppendieck.com Carsten Ruseng Jakobsen Senior Process Improvement Manager, M.Sc.E.E., EBA, PMP, CSP See Jeff SutherLand’s perspective on Scrum and CMMI in this video: http://systematic.com/how-we-work/approach/maintaining-a-high-level/ IEEE Best Experience Report
  28. 28. Lessons Learned The blend of CMMI, Lean and agile adresses hot spots for large project’s • CMMI and Lean provides substantial input to scale from a simple scrum team project to a large complex project • Principle: Build on proven industry body of knowledge • CMMI and Lean extend agile methods with a proven body of knowledge • Organize the program • • • • Principle: Visible status and clarity Ensure clear roles and responsibility are established Establish Program Kanban board to create visible status management tasks Sustain focus on business objectives to ensure sponsorship and organizational support • Organize Product Management • Principle: Manage product independent to needs from specific customers • Separate customer and product requirements, and exercise appropriate stakeholder and requirements management using Product Roadmap and Vision • Cadence is essential across all activities and should be monitored and kept in sync. This involves synchronizing speed of requirements development, release planning, development and release activities.
  29. 29. Lessons Learned The blend of CMMI, Lean and agile adresses hot spots for large project’s • Organizing Teams (what, how, right speed) • Principle: Teams have a long-term ownership of a well defined part of product • The team is responsible and empowered for that part and is established with appropriate talent and knowledge • The vision for that part of the product is owned by the team • Multiple teams in a project requires more explicit allocation of responsibility • Shared ownership of code across teams, but whenever another team changes code owned by another team, the team owning the code must be involved • Organizing product knowledge (consequences of team responsibility) • Principle: See the whole • Get people out of the ”feature”-box and let them see features in context of the long term view for the solution. Get the team engaged with domain specialists. • Map out who knows what, so the right person can be found on a given topic • Identify what chapters are needed and how teams use them • Allocate known deficiencies in the product to the team to handle
  30. 30. Lessons Learned The blend of CMMI, Lean and agile adresses hot spots for large project’s • Organizing status meetings and information flow • Principle: Design to allow for fast escalation of issues, since it in most cases is impractical to do a ”Stop the Line”. • Principle: Insist on a learning organization – in particular in management team • Cascading from team scrums to Product Owner Scrum to Management Scrum • Separate Management and Team weekly status meetings • Management team do weekly team retrospective • Bi-weekly meeting with VP • Monthly Project Status review with VP including A3 Project Status Report
  31. 31. Institutionalization – Scrum example Generally ensures a disciplined approach by the organization CMMI generic practices (Institutionalization) Highlights from Systematic adoption of Scrum: •      • • • • • • • • • GP 2.1 Establish and maintain an organizational policy for planning and performing Scrum GP 2.2 Establish and maintain the plan for performing Scrum GP 2.3 Provide adequate resources for performing Scrum GP 2.4 Assign responsibility and authority for performing Scrum GP 2.5 Train the people performing Scrum GP 2.6 Place designated work products under configuration management GP 2.7 Identify and involve the relevant stakeholders as planned (GP 2.7) GP 2.8 Monitor and control Scrum against the plan and take appropriate corrective action GP 2.9 Objectively evaluate adherence to Scrum and address noncompliance GP 2.10 Review the activities, status, and results of Scrum with higher-level management and resolve issues  New policy: Default for all new projects to use Scrum Process descriptions updated to reflect Scrum adoption Established checklists for each of the Scrum meetings Started with certification of 32 Scrum Masters by Jeff S. Updated organizational training program to describe training for SM and PO Conducted peer-review with all scrum masters      The enforced standard had a focus on essentials: - Define Team, SM and PO - Do the meetings - Do your sprint AND product burn down - Know you sprint velocity   Project managers found process easy to adopt - Leadership versus micro management  Architects, UX and test did a detailed analysis of how Scrum fit into the existing practices of solution development People can easily change project – work is done in the same way Amplifies learning across the organization
  32. 32. Organize technology & knowledge Systematic sustains a high level of competency in employees • 75% of our employees are software developers 7% domain specialists and 18% staff employees “Better train people and risk they leave, than do nothing and they stay” • 61% of our software developers have a Master’s Degree or a Ph.D., 22% have a bachelor of engineering degree, and 17% have diploma in advanced computer studies or other similar qualifications • Training and education are provided for all to meet individual, project and organizational needs • Knowledge networks drives knowledge sharing • Open culture – people help across teams / projects We staff projects with domain experts, e.g. nurses or military people People in projects walk the ward with a doctor or participate in military exercises

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