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Have you ever been asked by your
management to do one of the following?
Continuously Improve
Do more with less
Build quality into the process
. . . or some other slogan?
What the #&$% does that mean?
Now Playing!

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Cerued Lead Appralser
Cerued CMMl lnsLrucLor
Scrum MasLer
SCAMl CandldaLe Cbserver
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?ou cuL Lhrough Lhe nolse and geL us Lo Lhe soluuon"
- clleot wbo oomeJ oot compooy 8tooJswotJ.

Thinner without the beard . . .
Welcome back my friends . . . to the show that never ends!
Welcome!
Appraisals Training Consulting Accelerators


The full presentation will be available by Monday on our website at:

http://www.broadswordsolutions.com/resources

For answers to your CMMI questions head over to:
http://www.asktheCMMIAppraiser

This event will be more interesting if . . .
Usually I am doing a webinar,
and you cant ask questions.

Today is a different story . . .


We are focusing on what you NEED to know!
Weve focused enough on process . . .

how about we just write some software
David Anderson, SEPG 2008
1he CMMI |s not a death-march that saps your
powers and transforms you |n zomb|es . . . .
If you only remember ONE THING.
Successfu| Scrum |s not an ag||e free-for-a|| where "se|f
organ|z|ng teams do whatever the &5! they want.
Ok, One More Thing .
Both CMMI and Scrum are about solving Business Problems
Requirements change too often

Projects are late and over budget

Frequent staff turnover

Cant understand risk

In the dark about project status

Too many meetings

Customers unhappy

Customers discovering defects

Projects are unpredictable


Think of both as levers that change behavior
Want to change an
outcome?

Change the right upstream
process and youll see
something different come
out the other end.

But tread carefully
unintended results are
likely to occur


CMMI and Scrum are about making your Company GREAT!
Focus on the Path to Greatness and a nice certificate will likely follow . . .

The Agile Manifesto* we know it well
We are uncovering better ways of developing software
by doing it and helping others do it.
Individuals & Interactions
Working Software
Processes & Tools
Comprehensive Documentation
Customer Collaboration
Responding to Change
Following a Plan
Contract Negotiation
Through this work we have come to value:
O
V
E
R

O
V
E
R

O
V
E
R

O
V
E
R

* Manifesto for Agile Development copyright 2001 Ron Jeffries, Jeff Sutherland, Ken Schwaber,
Alistair Cockburn, and others
Jeffs Agile Process Manifesto . . .
We are discovering new and better ways of developing
processes through iteration and the teaching others.
Through this work we have come to observe that:
Innovation
Useful Processes
Process Mandates
Certifications & Audits
Collaboration
Flexibility
& Agility
Ridged Compliance
Coercion & Punishment
O
u
t
w
e
ig
h
s

Manifesto for Agile Development copyright 2001 Ron Jeffries, Jeff Sutherland, and others
O
u
t
w
e
ig
h

O
u
t
w
e
ig
h
s

O
u
t
w
e
ig
h

Demings Theory of Profound Knowledge:

Cease dependence on QC, instead focus on QA built into the
process
Collaborate with your customer
Build trust and loyalty throughout the lifecycle
Just-in-time Training
Drive out Fear
Break down departmental barriers
Remove barriers of pride
Respond quickly to changes
Sounds pretty Agile? . . . .
Deming gets it . . . why cant we?
CMMI: The Maturity Levels
Quantitatively
Managed
Performed
Managed
Optimizing
Defined
Focus on process
improvement
5
Process measured
and controlled
4
Process characterized
for the organization
and is proactive
3
Process characterized
for projects and is
often reactive
2
Process unpredictable,
poorly controlled and
reactive

1
Think long and hard about going here . . .
Its not just a higher number
Process Areas by Maturity Level
Quality
Productivity
Level Focus Process Area
5 Optimizing
Continuous Process
Improvement
Organizational Performance
Management
Casual Analysis & Resolution
4 Quantitatively
Managed
Quantitative
Management
Organizational Process
Performance
Quantitative Project
Management
3 Defined
Process
Standardization
Requirements Development
Technical Solutions
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process
Definition
Organizational Training
Integrated Project Management
Risk Management
Decision Analysis & Resolution
2 Managed
Basic Project
Management
Requirements Management
Project Planning
Project Monitoring & Control
Supplier Agreement
Management
Measurement & Analysis
Process & Product Quality
Assurance
Configuration Management
1 Initial
Results: Boeing Effort Estimation
.
0 %
140%
-140%
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Without Historical Data With Historical Data

O
v
e
r
/
U
n
d
e
r

P
e
r
c
e
n
t
a
g
e

.
(Based on 120 projects in Boeing Information Systems)
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Impact of CMMI on Schedule and Budget Predictability
A useless, ridged and audit-driven process
that forces us into slave-like adherence to

THE PROCESS
How many developers see the CMMI (or other models . . .)
NOT
Scope
Time Cost
What is Agile?
Traditional
Waterfall
Model
Scope
Time
Cost
Traditional
Agile
Model
People often think of the CMMI as
Waterfall, but this isnt accurate
In a traditional world Time and Cost flex to meet Scope. In an Agile world,
Scope flexes to meet time and cost. Agile projects are never late! But they may
not deliver what you need the first time.
RD and REQM have more
emphasis in an Agile project

Agile Lazy
To reinforce this point (and to combat bad press),
Disciplined Agile
has recently been introduced.
Agile is to Scrum

AS

CMMI is to Process Improvement
Scrum changes the way we think about
development
One challenge with Scrum is the complete absence of engineering
practices . . . . XP?
And no Process Management . . . Metrics . . . and more
Product owner
ScrumMaster
Team
Roles
Sprint planning
Sprint review
Sprint retrospective
Daily scrum meeting
Ceremonies
Product backlog
Sprint backlog
Burndown charts
Artifacts
Scrum Framework
Source: The New New Product Development Game by
Takeuchi and Nonaka. Harvard Business Review, January
1986.
Rather than doing all of one thing
at a time...
...Scrum teams do a little of
everything all the time
Requirements Design Code Test
The challenge with Scrum is that while
were all off iteratin the biz is all off
waterfallin

CMMIAppraiser
Twitter - CMMIAppraiser
CMMI & Scrum; Friends or Foes?
Early advocates of
Agile tended to
disdain structure
Early adopters of
CMMI tended to want
to avoid chaos and
risk
most early
advocates of CMMI
focus on
planning
most early advocates
of Agile focus on
iterations and
failing fast
so, it follows that so, it follows that
And so cultures are born.
What we have here is a failure to communicate
Scrum
CMMI
Look like a CMMI Process to you?
Mainline
Requirements
Development
Project
Planning
Technical
Solution
Validation

Verification
Organizational
Process
Measurement
& Analysis
Process & Product
Quality Assurance
Project
Monitoring
& Control
Risk
Management
Configuration
Management
Requirements
Management
Inputs Outputs
Scrum organizations dont use process, right?
Planning Poker
Refactoring
Pair Programming
Test-Driven
Development
Value Velocity
Sprint Demos
PP SP1.1, SP1.2
REQM SP1.5
PMC SP1.1
RD SP3.4, SP3.5
VER SP2.2
VAL SP2.1, RD SP3.1
The composition of the process should help us meet

PROJECT OBJECTIVES (IPM, QPM)

not managements need to see and understand

ONE SINGLE PROCESS (none)
If a process isnt useful, its useless
A new way to spell PROCESS
enjni()riNG
CMMI exists for one reason





To make Engineering and Software Development Better
(regardless of what process you decide to use)


From chaos to clarity (Terry Bean)

It isnt about LEVELS!
Consider the Sprint Demo
Sprint Demo


Demonstrate functionality after a Sprint

Invite business customers

Invite other very important people

Ask for feedback

Bake that feedback into the next Sprint

Learn from it and make the product better
Now Consider making the Sprint Demo BETTER
Use the Guidance in the CMMI to make it even better.

Compare the Demo to the Feature Backlog
(Validation SG1 and SG3/RD SG3 ensures comparison, plans the demo to ensure coverage)

Invite the right business customers
(PP/PMC identify all the people who have an active role, not just team members and direct customers)

Invite other very important people
(GP2.7 identify and involve relevant stakeholders)

Ask for feedback
(GP3.2 Collect improvement information)

Bake that feedback into the next Sprint
(IPM)

Learn from it and make the product better
Understanding Process Velocity
First, strive to
understand where
work is occurring and
where the CMMI
Model addresses that
work.

Use the practices
and informative
materials to
understand where
your gaps are.
OPF
PP PMC IPM RSKM MA PPQA CM DAR SAM TS RD PI REQM VAL VER OPD OPF OT
GP2.1
GP2.2
GP2.3
GP2.4
GP2.5
GP2.6
GP2.7
GP2.8
GP2.9
GP2.1
0
GP3.1
GP3.2
Use an appraisal to understand institutional weaknesses
A Daily Standup that discusses Risk
! Specific Goal 1 Prepare for Risk Management
! Specific Practice 1.1 " Determine Risk Sources and Categories
! Specific Practice 1.2 " Define Risk Parameters
! Specific Practice 1.3 " Establish a Risk Management Strategy
! Specific Goal 2 Identify and Analyze Risks
! Specific Practice 2.1 " Identify Risks
! Specific Practice 2.2 " Evaluate, Categorize, and Prioritize Risks
! Specific Goal 3 Mitigate Risks
! Specific Practice 3.1 " Develop Risk Mitigation Plans
! Specific Practice 3.2 " Implement Risk Mitigation Plans
APPRAISALS!
But what is it really? Is it an Audit?
Cne ume l followed a
Lead Appralser LhaL
lnslsLed on seelng a
work producL for each
racuce . . .

Lach SU8 racuce!
Ahhhhhh!
SecreL ro[ecLs
A1M's worked 12-14
hour days all week!
lL drove all Lhe wrong behavlors, wasLed money, and made Lhem haLe CMMl!
But what is it really? Is it an Exam?
l followed anoLher
Lead Appralser LhaL
LesLed each
pracuuoner by havlng
Lhem reclLe Lhe
Cenerlc racuces.

8ackwards!

Cuch!
Talk about looking for data
in all the wrong places!
Its really about LEARNING about ourselves
Wow! We Planned that sprint and we delivered more features! AWWWESOME!
My advice? Focus on improving not Levels!
Now that were mature can I borrow the car?
Thank you!
Need help with CMMI and Process Improvement?

Appraisals - Training Consulting Accelerators


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