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Cmmi Lessons Learned

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100% found this document useful (1 vote)
480 views265 pages

Cmmi Lessons Learned

cmmi process expanations- i am not the owner of this document nor posess the information rights, only user.

Uploaded by

Robert Hq
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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10 Things I Wish I Knew When I Was You

Michael West
Natural Systems Process Improvement
Principal
Organization Overview

About NSPI:
Founded 9/11/2001
CMMI Institute-Partner, Certified Lead Appraisers
AS9100C Internal Auditor
Process system design and development for CMMI, ISO/AS/TL
Standards, DO-178, ITIL, PMBoK, SOX
Delivering value-adding performance improvement results to clients in
all sectors of economy
Value-based CI3: Courage, Initiative, Intelligence, Integrity
Author of two process improvement books, multiple articles, and have
delivered dozens of conference presentations, tutorials, and keynotes
Business Challenge

Youre just starting out in CMMI-based process


improvement. You have very little knowledge or
experience with the CMMI or process, but youre full
of energy and enthusiasm. Your boss told you to go to
this conference so that you can come back and get
your organization to maturity level 3 in 6 months

What could go wrong?


The Plan

My Plan: Reveal to you the 10 most important


things to know and practice when starting out in
process improvement.
Your Plan: Learn vicariously from my successes
and mistakes, or ...
Just sit there and be entertained.

What could go wrong?


The Results

The CMMI (or ISO/AS/TL) is not


a process.
Only your organizations processes
can be the process.
The Results

Definition is everything.
The Results

There are differences


between CMMI adoption and
chasing maturity levels.
$Millions of differences.
The Results

Improve process ONLY to


improve performance.
The Results

Achieving a maturity or
capability level doesnt
necessarily indicate performance
improvement.
The Results

Know what to improve, and why.


The Results

Learn vicariously, and


never, ever think someone
hasnt already done what
youre about to try.
The Results

Align goals and measures.


The Results

Remember! The CMMI is


not the entire universe of
process improvement.
The Results

Establish a capability in
OPF and OPD first.
Youll need it for all that
follows.
Michael West
Natural SPI
Author and Consultant
Executive Certification, Notre Dame
CMMI Institute-Certified Lead Appraiser
SEI CERT-RMM Partner
AS9100C Internal Auditor
435-649-3593
Im Already Using the CMMI - Why do I Also
Need the DMMSM

Jonathan Adams Pascal Rabbath


CMMI Institute CMMI Institute
Overview

Group discussion setting the scene


Some challenges
Some case studies
Introducing the DMMSM
Lessons learned
Group discussion lets frame this session

We have a few ideas wed like to share with


you but how about we hear from you first:

Briefly share with the group if youve ever


experienced systems which following
verification and validation, still had quality
issues when fielded
What do you think were the underlying causes?
Some Business Challenge

Underlying shift in architectures


Cloud vs Internal Data Centers
Impact of Big Data
Size and volume makes it difficult to shift around
Complex evolving Business Intelligence needs
Information requirements vs system requirements
Systems work but information needs are unmet
Information can eventually break the system
Democratization of data
Expectation that data is available wherever and whenever
needed
Case study Global Personnel Management

Large multi-national personnel management system:


Enterprise architecture selected tool vendor for worldwide
deployment
Implemented global-wide solution
System functioned as specified within regions
Data sharing between regions was overlooked
Follow on customizations to rectify system constrains
exceeded $0.5B USD
The addition of the data perspective before initial configuring
of software would have had significant savings
Case study Complex BI & Analytics

Integration of disparate data sources from government and


commercial sources
Systems implemented to address each phase of the BI /
analytical cycle: collect; organize; analyze; report
Multiple independent repositories for each phase
Growing demand for machine machine interfaces
Need for data structures to support querying along any
dimension (if Google can do it.!)
$200 TRILLION different paths to query the data!
The complexity and structure of underlying data creates a
big data problem
Simplified; harmonized data structure delivered on Google
vision
Case study Defense Command and Control

Battle field tactical information system


Contained information on road surfaces and ratings
Used to assist with asset and troop movements and
deployment
Field commander would use the system in the field
System was initially deemed non safety or mission critical
due to human in the loop
Post-fielding analysis identified decisions made relying on
data could result in safety and mission critical issues
Appropriate data classification, and fit for purpose
governance was implemented in follow on release
We could go on and on!

We work on complex systems all the time:


Defense weapon systems
Sensor data
Risk management systems
Measurement and Analysis
Cyber security solutions
Etc.
The common thread (threat!!) in ALL of these is the
dependence on data: gathering; analysis; classification;
manipulation; and/or integration
How you design for and manage data will affect operational
performance
What is the DMM?

The CMMI Data Management Maturity (DMM) is a


framework of best practices to identify, assess and
benchmark essential practices that support the build out of
organizational capabilities to manage data risk.

DMM provides:
A baseline of current capabilities
Identification of strengths and
capability gaps
Key improvement
recommendations
A path forward
The DMMSM structure
Assessing data management practices
Lessons Learned

We seem to be so focused on the system, we forget how it


will function over time once its fielded:

In getting the shell right, dont forget about the content


inside
Traditional approaches to system solutions is to focus on the
software system during the development phase
This approach fails to recognize the complexity associated
with living data
Lessons Learned (cont.)

The data reflects current and emerging business realities it


will evolve and change over time
This evolution will eventually break the system unless its
been designed for

Underlying cause: systems are managed as discrete


projects
data issues cause impacts at the enterprise and business
operations levels
CMMI and ISO:
The Backwards Brain Bike in Action
Evelyn Livermore, ASQ CSQE, CMMI Professional
Technical Systems Integration
Sr. Process Improvement Coach
Organization Overview

TSI:
A Service Disabled Veteran Owned Small Business that
provides professional program management, technical,
logistics, and fleet support services to Department of
Defense, USCG and commercial clients.
Expeditionary Systems Division,E30, of Naval Surface
Warfare Center Panama City Division (NSWC PCD).
Retired Quality Analyst, Ms. Linda Smith,
ISO background.
Approximately 200 person organization
providing engineering development and
engineering services to the Navy and Marine
Corps.
Distribution Statement A, "Approved for Public Release; distribution is unlimited."
Business Challenge

Implement ISO and CMMI, concurrently:


In 2008 the NSWC PCD Command directive was to be ISO
9001:2008 compliant.
Official government memorandum (Etter, 2006) mandated
all Software Development programs be CMMI Capability
Level 3 in 5 CMMI process areas.
Contractual requirement.
ISO resource couldnt spell CMMI.
CMMI resource couldnt spell ISO.
Organization thought they were already ISO compliant
and CMMI DEV Maturity Level (ML) 3.

Distribution Statement A, "Approved for Public Release; distribution is unlimited."


The Plan

Hired a SCAMPI Assessor and Trainer, Dr. G. Lunsford.


Trained lots of folks.
Wake up call - Conducted a SCAMPI C.
Set up process improvement infrastructure: Management
Steering Committee (MSC), Engineering Process Group
(EPG), Technical Working Groups (TWGs).
If you are ISO compliant then CMMI is easy and vice
versa, right?
Dustin Sanlin, www.smartereveryday.com,
https://www.youtube.com/watch?v=MFzDaBzBlL0

Distribution Statement A, "Approved for Public Release; distribution is unlimited."


The Results

Lots of conversations ensued as we learned each others


lingo on our path to CMMI and ISO maturity.
Process Asset Library:
Ms. Smith didnt know what a PAL was.
I didnt understand everything flowing from a QMP.
QMP & Quality Requirements:
Ms. Smith wanted to put quality (PRODUCT) requirements
in the QMP. Didnt know what an RTM was.
Again, I didnt understand everything flowing from a QMP.
SCAMPI:
ISO all auditors must be ISO certified.
CMMI auditors made up of organization folks.

Distribution Statement A, "Approved for Public Release; distribution is unlimited."


The Results

Rated CMMI DEV ML 2 in 2011.


Rated CMMI DEV ML 3 and CMMI SVC ML 2 in 2014.
Command ISO 9001:2008 audited and approved.
E30 was the first to pass the Command ISO Audit, 2016.
Mapped CMMI DEV and SVC to ISO.
Mapped PAL to CMMI DEV and SVC, which subsequently
maps PAL to ISO.
Next SCAMPI A: 2017
CMMI DEV ML 3 and CMMI SVC ML 2
Added a new Branch, 3 projects (~24 people + contractors)
Considering CMMI SVC ML 3 in 2020

Distribution Statement A, "Approved for Public Release; distribution is unlimited."


Lessons Learned

CMMI provides a methodology for implementing ISO in a


staged manner.
PAL helps standardize required efforts when personnel
are moved and the command is restructured. It provides
clarity for new employees.
If you have an ISO Coach dont expect
them to know how to pass a SCAMPI A.
If you have a CMMI Coach dont expect
them to know how to pass an ISO Audit.
ISO 2015 no longer requires a QMP and
includes Risk Management requirements.

Distribution Statement A, "Approved for Public Release; distribution is unlimited."


References

International Organization for Standardization. ISO 9001:International Standard 2008.


http://www.iso.org/iso/home/store/catalogue_tc/catalogue_detail.htm?csnumber=46486
CMMI Product Team. CMMI for Development, Version 1.3 (CMU/SEI-2010-TR-033).
Pittsburgh: Software Engineering Institute, Carnegie Mellon University, November 2010.
http://cmmiinstitute.com/resources/cmmi-development-version-13
Kitson, David H., Robert Vickroy, John Waiz, and Dave Wynn. An Initial Comparative
Analysis of the CMMI Version 1.2 Development Constellation and the ISO 9000 Family.
Rep. no. CMU/SEI-2009-SR-005. Software Engineering Institute, Carnegie Mellon
University, March 2009. Web. 15 Apr. 2016. http://www.sei.cmu.edu/.
Mutafelija, Boris and Harvey Stromberg. Process Improvement with CMMI V1.2 and
ISO Standards. Boca Raton: CRC Press, 2009. Print.
The Backwards Brain Bike Smarter Every Day 133. Dustin Sanlin, n.d. Web. 15 Apr.
2016. https://www.youtube.com/watch?v=MFzDaBzBlL0.
Etter, Delores M. (15 May 20016). Software Process Improvement Initiative
[Memorandum]. Washington, DC: Department of The Navy, Office of the Assistant
Secretary Research, Development and Acquisition.

Distribution Statement A, "Approved for Public Release; distribution is unlimited."


Capability Compass:
Using the CMMI Institute models to find
your way to greater capabilities

Alex Stall Paul Kimmerly


CMMI Institute Double Play Process
Diagnostics, Inc

Double Play Process Diagnostics, Inc.


Presentation Overview

This session will provide the new user some tips on pursuing
a capability improvement journey using the CMMI models as
navigation guides.

This session will touch upon:


Brief exploration of each model, including the types of
organizations that would use them
Guidance on how to chart a course using the models.
How the models intersect and can be used together to
guide an entire organization
Organization Overview
CMMI for
Acquisition

CMMI for CMMI for


Development Services

People
CMM
The Reality

CMMI Institute Models can bring improvement to the entire organization.

CMMI-ACQ
Acquiring Products or Services
Human Product
Resources Development

Delivery,
Procurement Operations,
/ Purchasing Maintenance,
Support

P-CMM
Personnel Development

The combination of practices can bring value to different parts of the


business.
The Challenge
Organizations are not strictly development, or service, or
acquisition.
Human Product
Resources Development

Delivery,
Procurement Operations,
/ Purchasing Maintenance,
Support

They are a combination of functions, intended to deliver value,


and the data generated determines future success!
The Goal: Improve the Entire Organization
To implement process improvement activities that are enduring
organizations need:
A D
the ability to manage and control the complex CMMI-DEV,
C
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development, delivery, and maintenance processes and ACQ & SVC
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the process used to manage and develop the workforce People CMM
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to monitor changes in technology and deploy them to make CMMI-DEV


the work efficient & SVC

a workforce that has the appropriate knowledge, skills, and


People
process abilities (competencies) that are adaptable to rapid
CMM
changes in a technological environment

an organizational culture that supports changes in the


People
marketplace and business conditions and that is in
alignment with policies, business objectives, and strategies CMM
What is the CMMI?

A collection of best practices gathered from industry

A framework that shapes how your business is done

A descriptive model of what to do, not how to do it

Common sense way to improve the capability of the processes

that you execute as part of doing business

A guide to documenting the informal processes in use so that

they can be understood and repeatable


What the CMMI is not

Extra work

A process definition

A required approach

Prescriptive
Three Complimentary CMMI Models

Shared
PA
Core CMMI Process Areas
All 3 CMMI Models contain Process Areas to improve the
capability of:

Project Management

Support

Process Management
Core CMMI Process Areas
Project Management involves
Coming to an understanding of requirements and
managing the changes to them
Estimating and planning work
Monitoring actual performance against the plans and
estimates
Identifying and managing risk
Evolving to quantitatively managing work
Core CMMI Process Areas
Project Management
Requirements Management
Project/Work Planning
Project/Work Monitoring and Control
Integrated Project Management
Risk Management
Quantitative Project Management
Core CMMI Process Areas
Support involves
Managing the integrity of work products and services
Identifying needed measurement information, collecting it
and using it
Ensuring that work is performed as intended, that
processes are followed and work products meet the
standards established for them
Using a formal decision process for major decisions
Identifying issues and successes and determining their
root causes
Core CMMI Process Areas
Support
Configuration Management
Measurement and Analysis
Process and Product Quality Assurance
Decision Analysis and Resolution
Causal Analysis and Resolution
Core CMMI Process Areas
Process Management involves
Establishing an infrastructure for process improvement
activities
Identifying the people responsible for improvement
activities
Defining organizational standard processes
Establishing and using organizational repositories for
process assets and measurement data
Establishing and following an organizational training
program
Evolving to a quantitative understanding of process
performance to enable future improvements
Core CMMI Process Areas
Process Management
Organizational Process Focus
Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Performance Management
CMMI Disciplines

CMMI for
Acquisition

Used in:
Government
acquisition
Automotive industry
Acquisition Specific CMMI Process Areas
Acquisition specific process areas focus on:
The activities performed by the acquiring organization,
including verification of acquirer work products
Development of solicitation packages
Selection of suppliers
Management of supplier agreements
Development of requirements for supplier activities and
work products
Interactions with the supplier
Validation of products produced by the supplier
Acquisition Specific CMMI Process Areas
Solicitation and Supplier Agreement Management
Agreement Management
Acquisition Requirements Development
Acquisition Technical Management
Acquisition Validation
Acquisition Verification
CMMI Disciplines
CMMI for
Development

Used in:
Software
development
Systems engineering
Hardware
development
Manufacturing
Development Specific CMMI Process Areas

Development specific process areas focus on:


Development of product and product component
requirements
Design of a technical solution
Integration of work products
Verification and validation of work products throughout the
life cycle

One process area shared with Services focuses on


Selecting and managing suppliers
Development Specific CMMI Process Areas

Requirements Development
Technical Solution
Product Integration
Verification
Validation

Shared with Services


Supplier Agreement Management
CMMI Disciplines
CMMI for
Services

Used in:
Telecom Services
Maintenance Efforts
Call Centers
Staffing Providers
Training
Organizations
IT Support Services
Service Specific CMMI Process Areas
Service specific process areas focus on:
Delivery of services
Resolution and prevention of service incidents
Planning for and management of service capacity
Development of service systems and transition of them to
use
Development of standard services to meet strategic needs

One process area shared with Development focuses on


Selecting and managing suppliers
Services Specific CMMI Process Areas
Service Delivery
Capacity and Availability Management
Incident Resolution and Prevention
Service Continuity
Service System Development
Service System Transition
Strategic Service Management

Shared with Development


Supplier Agreement Management
Dont Forget the Workforce!
People CMM

Used in:
Staffing organizations
Most organizations can
benefit from P-CMM
Practices for workforce
development/managem
ent
People CMM and CMMI

Workforce
capability Q
u
enhances a Team People CMM
l capability
i
CMMI-DEV, Process t
capability y
ACQ & SVC
improves & predicts

Organizational Culture
Performance

People CMM provides practices to improve the capability and performance of the
workforce and workgroups/teams
CMMI (DEV, ACQ, SVC) improves the capability of processes
Process Aids Capability

"A rule of thumb is that a lousy process will consume ten


times as many hours as the work itself requires. A good
process will eliminate the wasted time, and technology will
speed up the remaining real work.
Bill Gates, Business @ the Speed of Thought

28
CMMI Supports Process Capability

Organizational
performance relies on
people, process and
technology.

CMMI supports and


increases the
capability of the
process.
The Value of Mature Capabilities

- Defects
- Cost
- Time
- Risk

Capabilities

+ Quality
+ Time to Market
+ Customer Satisfaction
+ Performance
Which Way to Go?

It is the set of the sails, not


the direction of the wind that
determines which way we
will go. - Jim Rohn

The CMMI Institute


Models help an
organization determine
the set of their process
sails.
Accurate Maps
Maturity Level
- Maturity Level 2 Maturity Level 3 Maturity Level 4 Maturity Level 5
Category

Process
OPF; OPD; OT OPP OPM
Management

REQM; PP/WP;
Project/Work IPM/IWM; RSKM
PMC/WMC; QPM
Management CAM; SCON; SSD
SAM

Support CM; PPQA; MA DAR CAR

RD; TS; PI, VER;


Engineering
VAL

Acquisition
ARD ATM; AVER; AVAL
Engineering

Service
Establishment and SD IRP; SST; STSM
Delivery
A Consistent Scale

PA

Specific Goals (SG) Generic Goals (GG)

LEGEND
Specific Generic
Practices Practices
Required

Expected
Generic
Example Work Subpractices Practice Subpractices
Products Elaborations

Informative

Related
Purpose Introductory
Process
Statement Notes
Areas
Why Start CMMI-Based Process Improvement?

Theyre just changing


channels, waiting for the
sails to fill. Theyll be
changing channels, always
will. Jimmy Buffett
Changing Channels

If you dont improve


capabilities, you might
as well be standing still.
How the Models Help the World Work Better

Common language
Shared
understanding of
Gradated path - progress
Functional work
step-by-step Increased products to aid
improvements implementation
Capability
Unambiguous
practice
statements for
clear
understanding
Why Start CMMI-Based Process Improvement?

I find the great thing in this


world is not so much where
we stand, as in what
direction we are moving -
Oliver Wendell Holmes, Sr.

Improving capabilities,
accelerates
organizational
performance.
CMMI for Services Who Cares? So What?

Heather Oppenheimer
Oppenheimer Partners, LLC
Senior Partner, Lead Appraiser, CMMI Instructor
Who Cares About CMMI for Services?

We have people allocated to multiple projects at the


same time.
We need to figure out how and when to handle
requests from end users.
Our customers keep complaining about issues with
our product or services.
Were changing something and want to make sure
customers will accept it.
Were concerned about disaster recovery.
We have to respond to an RFP that requires it.
Any other reasons?
WE DO!
So What?

Increased functionality and scope


Predictable, on-time delivery

Fewerquality issues
Reduced rework and cost

Client-
facing
activities

All other
activities
CONTEXT
Three CMMI Constellations (Context Counts)

SVC DEV

Make a complex product or system

ACQ
Do work for someone else, often
using a product or system
Get something from someone else
to use in your product or system
What Is a Service?

Examples of services?
Help desk
Project management
Quality control
Verification and validation
Training
Consulting

Key attributes of services?


Provided by people
Varied timeframe and lifecycle
Explicit and implicit requirements
Who Cares About CMMI for Services?

We have people allocated to multiple projects at the


same time.
We need to figure out how and when to handle
requests from end users.
Our customers keep complaining about issues with
our product or services.
Were changing something and want to make sure
customers will accept it.
Were concerned about disaster recovery.
We have to respond to an RFP that requires it.
Any other reasons?
How Can CMMI-SVC Practices Help?

We have people allocated to multiple


projects at the same time.

CAM: Capacity and Availability Management

Determine a strategy for effectively using resources


Provide and allocate resources appropriately
Monitor, analyze, and understand current & future needs
Determine corrective actions as needed to balance cost
against needs and supply against demand
How Can CMMI-SVC Practices Help?

We need to figure out how and when to


handle requests from end users.

SD: Service Delivery

Make sure you and customer have the same


expectations and document them in an agreement
Set up a system for handling continuous,
scheduled, and ad hoc requests, as needed
Use the system to respond to appropriate requests
based on the agreement
How Can CMMI-SVC Practices Help?

Our customers keep complaining about issues


with our product or services.

IRP: Incident Resolution and Prevention

Identify and keep track of customer-affecting


issues
Figure out what went wrong
Come up with a workaround or resolution
Analyze why some incidents have occurred
Address the cause so they dont happen again
How Can CMMI-SVC Practices Help?

Were changing something and want to make sure


customers will accept it.

SST: Service System Transition

Compare current and future states to determine


impact
Plan all the activities necessary to make the changes
Prepare everyone for the changes
Deploy the changes, assess impact, and address
issues as needed
How Can CMMI-SVC Practices Help?

Were concerned about disaster recovery.

SCON: Service Continuity

Identify your essential services and products


Determine whats required to deliver them
Put together a plan who will do what when
Train and practice executing the plan
Analyze results will it work?
How Can CMMI-SVC Practices Help?

We have to respond to an RFP that requires


CMMI for Services

Client-facing Service
activities Delivery Best
Practices
Measurement
Best Practices
All other Project
activities Management
CONTEXT
Best Practices
Process
Improvement
Best Practices
Who Cares? So What?

Increased functionality and scope


Predictable, on-time delivery

Fewerquality issues
Reduced rework and cost

CMMI-SVC
Enhancing Your Corporate Data
Assets with the DMM

Capability Counts
May 10, 2016
DMM model, EDME, CMM Integration, SCAMPI, SCAMPI Lead Appraiser, TSP, and IDEAL are service marks of CMMI Institute.
SM

CMMI, Capability Maturity Model, Capability Maturity Modeling, and CMM registered in the US Patent and Trademark Office by Carnegie
Mellon University.
Todays Presenter

Primary author, Data Management


Maturity (DMM)SM Model
DMM Assessment method
DMM Training and Certification
15+ years Data Management,
Governance & Strategy
5+ years Corporate Strategy &
Jim Halcomb Quantitative Analytics
5 years OTC and Open Outcry Trading
Data Management
Practice Lead

[email protected]

2
Presentation Agenda

Management Tool for Cultural Shift

More Strategy than Audit

Adoption and Case Studies

Training / Certifications

3
Governance Tool
for Cultural Shift
Governance and the Top Data Job

How the TDJ 10%


allocates time
(regardless of Vision
job description) 10%
Projects
Governance
5 50%
Governance

30%

Managing Sideways Managing Upward Managing Downward Creative Vision

5
Data Management Maturity (DMM)SM Model

o The DMM 1.0 was released on


August 7, 2014
3.5 years in development
4 sponsoring organizations
50+ contributing authors
70+ peer reviewers
80+ orgs
6 categories, 25 process areas
414 practice statements
596 functional work products

6
DMM Themes

Architecture and technology neutral applicable to legacy,


DW, SOA, unstructured data environments, mainframe-to-
Hadoop, etc.

Industry independent usable by every organization with data


assets, applicable to every industry

Launch collaborative and sustained capability improvement


for the life of the DM program [aka, forever].

If you manage data, the DMM will benefit you

7
Data is Big - Expand your horizons

New business opportunity in a familiar space


- New customer base for CMMIers very little overlap
between participants
Lucrative business model
Enterprise-wide, strategic offering broader scope
Advantage data intertwined with process gap
analysis
CMMI Appraisal
Excitement nascent DM vs. mature SDLC processes
Big Data / Analytics get in on the ground floor with all
verticals

8
DMM Structure

9
DMM Capability Levels

Capability
Specific Practices Quality Reuse Clarity
Work Products
Maturity Level
Process Stability & 5 Optimized
Resilience
Ensures Repeatability Level
Policy, Training, 4 Measured
Quality Assurance,
etc. Level
3 Defined
Level
2 Managed
Level
1 Performed Risk Ad hoc Stress

10
Governance in the DMM

25% of
DMM
practice
statements
express or
imply
governance
activities
to establish,
build,
nurture,
sustain, and
improve the
data assets.

11
Strategy Consulting for Data
When Should I Employ the DMM?

Use Cases - assess current capabilities before:


Developing or enhancing DM program / strategy
Establishing / enhancing data governance
Expansion / enhancement of analytics
Implementing a data quality program
Implementing a metadata repository
Embarking on a major architecture transformation
Designing and implementing multi-LOB solutions:
Master Data Management / EDW
Shared Data Services
Implementing an ERP, etc.
Like an executive physical

13
The middle way A managed approach

Output
Actual improvement
timescale is a
Target function of size and
Capability complexity
Planned Capability
Improvement
Follow-up
Program
Assessments
Desired
Effect Continual and Incremental
improvements
Capability - Increase in compliance risk
Change - Decision support degradation:
Initiated BI / Analytics impact
Current - Data quality Resolution $
Capability Actual - Defect injection
Initial Effect - Loss of corporate knowledge
Assessment - Low morale / Instability in the
workplace

Time

Earlier deployment leads to more rapid capability gains,


and controlled risk

14
The Assessment

The Assessment is executed in three Phases

Phase 1: Phase 2: Phase 3:


Kick Off Assessment Findings Report
(on-site)
Preparation & Workshops & Findings Report
Pre-Work Supplemental Executive Briefing
Finalize Scope interviews Key Work Products
Scheduling Artifact Review

Up to 4 weeks in 4-5 Days Delivered within 2


advance weeks of on-site

Coordinate with the Team onsite for 4-5 days to


Assessment Lead to facilitate assessment
accomplish the preparation workshops, conduct
and logistics tasks. supplemental interviews,
and review data
management artifacts

This document is confidential and is only for the use of the organization to which it is presented. 15
DMM Assessment Summary - Sample Organization

16
Next Steps - DM Roadmap Sample

Initiatives for new Office of the CDO

17
Adoption and Case Studies
Adoption to Date by Industry

Federal SEC, Treasury OFR, FRS


Statistics, DOI, HHS
Financial organizations banks,
hedge fund, mutual fund,
brokerage, insurance
Health care certification,
laboratory
Science American Geophysical
Union
Retail and IT
Coming soon manufacturing,
energy

19
DMM Assessment Drivers Examples
Microsoft Integrated Information Management supporting
transition to the Real-Time Enterprise, enhance data governance
Fannie Mae Validation of EDM program and governance, discovery
for new business priorities, refresh data management strategy
Federal Reserve System Statistics Validation of inherent strengths,
discovery of gaps, leverage capabilities across the Banks
Ontario Teachers Pension Plan Evaluation of well-rounded
program, voice of the customer, governance expansion
Freddie Mac Evaluation of current state to prepare for a Single-
Family-wide data management program launch
Argo Group Launch EDM program to support Data and Analytics
Strategy
Neoway (Brazil) Enhance Analytics-as-a-Service product solutions
to B2B clients in seven verticals.
Every organization has unique business drivers for an Assessment

20
Financial Institutions Score Ranges

21
Training / Certifications
Our engagement approaches support organizations
regardless of where they are in the data journey
Transferring Expertise
Engage Capability Next Steps Optimize
The Data Management Journey

Leadership & Evaluation Roadmap


Key & Training Monitor /
Stakeholders Benchmark
Train & Improve
Baseline & Implement
Build Team Plan
Building Capabilities
Plan
Governance Regulatory Industry
Reporting Alignment Benchmarking
Operational Metrics Re-Baselining
Mapping development

DMM DMM DMM


DMM Training & DMM
Assessment
Products

Foundations Compass Appraisal


Discovery Certification
& Roadmap (2016)

Data Management Maturity Model & Supporting Profiles

23
Training and Certifications

Training
Results / Assets
eLearning Building EDM Capabilities (self-
paced, web-based) (10 hours)
Partner
Program Building EDM Capabilities - onsite (3 days)
Mastering EDM Capabilities (5 days)
Enterprise Data Management Expert (5 days)
Certifications
Future EDM Lead Appraiser (5 days audit
Product method)
Suite
Certifications - Credentials and Credibility

Enterprise Data Management Expert


(EDME) Assessing and launching the DM
DMM
journey
DMM Associate (DMMA) - Mastery of data
management concepts and benefits
DMM Lead Appraiser (DMM LA) (2017)
Benchmarking and Monitoring Improvements

24
Questions?

Contact information:

[email protected]
(m) 314-799-9588

http://cmmiinstitute.com/data-management-maturity

25
Enabling Rookies to
Perform as Champions

Steve Masters
Principal, Masters Process
Improvement Consulting

Enabling Rookies to Perform as Champions- 1


Introduction

The purpose of this talk is to review key enabling practices that are
critical for organizations on their process improvement journey.

It takes hard work and practice to be successful, but its worth it.

In order for improvements to take hold, you need to have an


appropriate organizational infrastructure, a process-focused
mindset, and a positive attitude.

Enabling Rookies to Perform as Champions- 2


Characteristics of Successful Process
Improvement (PI) Programs
All companies are into PI for the long term.
They all exhibit the sustained commitment needed to
institute the changes.
They all have intensive measurement programs.
They all focus on the improvement of
processes that are tied to
business-based objectives. Mission
and values
They focus on quality and Objectives
related project performance
issues. Critical success factors
Critical (e.g., Time-to-Market)
success factors
(e.g., Time-to-Market, CMM)

Processes
Processes and
and Functions Functions

Enabling Rookies to Perform as Champions- 3


The IDEALSM
Learning
Approach Analyze
Propose and
Future Validate Implement
Actions
Solution

Refine
Build Charter Solution
Stimulus for Set Infra-
Change Context Sponsor-
ship structure
Pilot/Test
Characterize Solution
Initiating Current & Acting
Desired
States
Create
Solution
Develop
Recommen-
dations Plan
Diagnosing Set Actions
Develop
Priorities Approach
SM IDEAL is a service mark
of Carnegie Mellon Establishing
University

Enabling Rookies to Perform as Champions- 4


Key Success Factors for Effective Start
Before major change can even be contemplated, top management must
recognize the need and be sold on the idea.

The Must Haves:

A compelling reason for change

Leadership of the change effort by the top executive in the organization


responsibility cannot be delegated

Informed commitment of the top management team

Designation of a primary change agent (the EPG leader) and and


adequate mandate for change

Sound performance measures that drive change

Enabling Rookies to Perform as Champions- 5


Performance Measures: Reestablishing Your
Business Goals
Performance measures must be tied to and reflect the vision that is driving
change, and the right measures must be forged on business goals that are
both real and aspirational.

For most organizations, development of performance measures must be


preceded by establishing or refreshing the organizations values, vision,
mission, and goals.

When these are undefined, are not communicated, or are not inspiring to
people, it can undermine any effort to improve.

If the values, vision, mission, and goals are poorly defined, then work will be
needed before performance measures can be consideredor before other
positive changes can be achieved.

Enabling Rookies to Perform as Champions- 6


The Process Improvement Infrastructure
Core Teams are typically formed and given responsibilities and roles for
managing, facilitating, and implementing a change effort from start to finish.

Enablers Facilitators Implementers

Management Engineering Technical


Steering Process Working
Group Group (EPG) Groups

Enabling Rookies to Perform as Champions- 7


The Management Steering Group
Top management must act as a cohesive team to oversee the change effort.
They must set aside adequate time to work on this task as a team.
Some substantial off-site meetings may be needed for education
purposes and to work through major decisions together.
Regular meetings will be needed to review progress and
to make routine decisions.
Traditionally, this team is referred to as the Management Steering
Group (MSG).

Enabling Rookies to Perform as Champions- 8


MSG Role: The Enablers
Link the PI program to the organizations vision and mission.
Develop the PI strategic plan.
Build the infrastructure (i.e., allocate the people and resources
needed to do the improvement work).
Empower the EPG to do its work and help it by providing guidance
and encouragement.
Demonstrate sponsorship for PI and commitment to the goals
of the improvement effort.
Remove barriers and obstacles that block the improvement effort.
Develop a learning environment for the EPG and the Technical
Working Groups (TWGs) to support training needed to perform the
work.

Enabling Rookies to Perform as Champions- 9


The Other Teams
Clearly, the Management Steering Group cannot conduct
operational planning and implement the day-to-day tasks that are
required to bring about major change. And the Change Agent
cannot do it alone.

Engineering Process Group (EPG)


The Change Agent will need a teama network to support the
change effort. Key to the success of the change effort is the quality
of this team which we refer to as the Engineering Process Group
(EPG).

Technical Working Groups (TWGs)


Typically, subteams are formed to implement specific components
of the organizations vision. We refer to these teams as Technical
Working Groups (TWGs).

Enabling Rookies to Perform as Champions- 10


PG Role: The Facilitators
Serve as the focal point for defining, maintaining, and improving
the organizations processes.
Operate at a high level of process maturity serving as a role
model.
Coordinate and monitor improvement activities.
Serve as a resource center for TWGs (e.g., chartering, training,
facilitating, planning, implementing).
Advise and assist the MSG and report PI progress and issues.
Champion the cause of PI.
Coach and mentor the organization members throughout the PI
effort.

Enabling Rookies to Perform as Champions- 11


TWG Role: The Implementers
Address a specific area for improvement.
Define existing processes.
Evaluate processes and compare them to the model and the
organizations business objectives.
Define new processes.
Assist in the development of whole-product solutions
that help organization members adopt
improved processes and technologies.

Enabling Rookies to Perform as Champions- 12


Keys to Performing as a Champion
A compelling need for change has been identified and articulated
in ways that are meaningful across the organization
Commitment to lead the PI initiative by the top executive and to
sustain the PI effort over time
Designation of a primary change agent (the EPG leader) and an
supported mandate for change
Motivational business goals and sound process performance
measures that will drive the change
Formation of the Management Steering Group (MSG) and the
Engineering Process Group (EPG)
Taking the plunge and getting started

Enabling Rookies to Perform as Champions- 13


Questions?

Enabling Rookies to Perform as Champions- 14


For More Information:

Steve Masters
Principal, Masters Process Improvement Consulting
[email protected]
+1.412.260.9534

CMMI Institute certifications:


SCAMPI High Maturity Lead Appraiser and CMMI Instructor
for CMMI-DEV, CMMI-SVC, and CMMI-ACQ

Enabling Rookies to Perform as Champions- 15


Navigating the Capability Framework Quagmire

Pascal Rabbath
CMMI Institute
Overview

Group discussion setting the scene


Whats out there
Relationship amongst the frameworks
The business justification for models
Some perspectives on the capability of the workforce
Food for thought on what Agile truly means
Group discussion lets frame this session

I have a few observations and lessons


learned Id like to share with you
But first how about I hear from you :

Do you get confused with whats out there?


Do you have a clear understanding of why you
would use a framework and when?
More to the point, do you think there are lots of
duplication, overlaps and conflicts?
Whats out there? Well, a lot & here a small
sample

PSM
CMMI ISO9000
ISO15288
ISO31000
ITIL
Regulatory frameworks

COBIT ISO15939 Agile

DO178 DMMSM
People-CMM Legislation 6 Sigma
Relationship between models, standards &
methodologies
Capability Models:
Define characteristics needed to achieve business capability
Used to measure business capability
Examples: CMMI, DMMSM, People-CMM
Standards:
Define requirements that must be enacted
Used to evaluate compliance
Examples: Regulatory frameworks, ISO standards, DO178
Methodologies:
Define discipline specific techniques
Used as implementation methods
Examples: Agile, ITIL, 6 Sigma, PSM
5
So whats the answer to which one is the right
one to use?
Well the answer to that is Its the wrong question to ask:
Frameworks sit at different layers because they address
different things
Models help to define the problems space and are used to
measure the effectiveness of the solution:
They answer the question: how capable is my organization
in achieving what it wants to achieve?
Standards define compliance criteria that must be met:
They answer the question: how repeatable is my quality?
Methodologies provide an approach to solve a problem:
They provide, techniques, proven methods, an asset base
So if the frameworks are stratified whats
the problem?
General misunderstanding of what each one does and does
not do for an organization:
Perceived duplication
Temptation to oversimplify and just pick one
Models, standards and methods sit at different layers and
hence are not meant to compete:
Yet they still compete for the same bucket of money
Even within a layer, there are critical distinctions
So which one should an organization invest in first?
That depends on where you hurt the most
There is a business justification though for using a model to
first figure out where you hurt
Key benefit of model based appraisals and
improvements

Output
Actual improvement
timescale is a function of
Target size, complexity, diversity
Performance and distribution Planned Process
Improvement Program
Follows controlled
Follow-up growth path
Appraisals
Desired
Effect Continual and
Incremental
Improvements
Change
event - Loss of corporate knowledge
- Low morale due to uncertainty
Current
Actual - Instability in the workplace
Performance
Initial Effect - Defect injection due to process learning
Appraisal - Rework due to defects

Time

8
Example appraisal output

9
But beware the common improvement pitfall
chasing the traffic light

10
But beware the common improvement pitfall
chasing the traffic light (cont.)

11
But beware the common improvement pitfall
chasing the traffic light (cont.)

12
Tailoring your approach one size does not
fit all
Examples: Information systems solutions,
Output Commercial software development,
Simple acquisition environment

Examples: Defense systems development,


Complex acquisition environment

Examples: Safety critical systems development


Mission critical operations

Quantity of documentation

13
The three CMMI constellations

CMMI for Acquisition (acceptance authority process responsibilities)

Defining the needs Acquiring Acquiring the services


the system
Customer system Acquired Customer service
requirements system requirements

Preliminary studies, Developing


Servicing the system
analysis & estimates the system
Product
Delivering services
requirements
Managing capacity & availability
Product Managing incidents
Product design integration Managing transitions
development verification Ensuring continuity
& implementation & validation
Transition
CMMI for Development CMMI for Services
(design authority (service agency
process responsibilities) process responsibilities)

14
A perspective on workforce capability

Strategic
objectives

Agile
workforce

Core
competencies

Workforce
Workforce capability
competencies

Knowledge, skills,
process abilities

Business practices

15
Characterizing the organization

Workforce

Innovators Early Early Late Laggards


adopters majority majority

Workforce
behaviour

Source: C. Everett Rodgers, Diffusion of Innovations, Free Press, 5th edition, 2003

16
Innovative organizations

Workforce

Innovators Early Early Late Laggards


adopters majority majority

Workforce
behaviour

17
Reactive organizations

Workforce

Innovators Early Early Late Laggards


adopters majority majority

Workforce
behaviour

18
P-CMM objectives - a roadmap towards Employer of Choice
Maturity
Levels Developing Building Motivating & Shaping
Individual Workgroups & Managing the
Capability Culture Performance Workforce

5 Organizational Continuous
Continuous Capability Improvement Performance Workforce
Optimizing Alignment Innovation

Competency
Mentoring
4 Integration Quantitative Organizational
Performance Capability
Predictable Competency
Empowered Management Management
Based Assets
Workgroups

Competency
Workgroup Competency
3 Development
Development Based Practices
Workforce Planning
Defined Competency Participatory Culture Career Development
Analysis

Compensation

2 Training Communication
Performance
& & Staffing
Managed Management
Development Coordination
Work Environment

19
Parting thought

The People-CMM defines an agile workforce as one which


is empowered with delegations of authority to:
Make decisions on the solution they will adopt to meet
current and emerging customer needs;
Make decisions on the processes that will be used (or not
used) to execute the work;
Make decisions on how the workforce will be managed
This concept first comes into play at ML4 of the People-
CMM, after the workforce has attained sufficient capability
and process know-how
How does this contrast with how Agile methods are adopted
by many organizations?
Organizational Culture and
Process Improvement
Glyn Davies

SCAMPI High Maturity Lead


Appraiser
Its a Tough Job

Key Success Factors


Sponsorship
Trust
Awareness
Tools
Expectations
Data

Source: http://plpnetwork.com/2010/04/08/educator-as-change-agent/
http://www.litscape.com/word_tools/contains_only.php
especially If you dont have sponsorship
Recognize the Challenge

Were not interested in process, we want results.


- George W. Bush
August 14, 2006

Never sell the product. Sell the results.

6
The Spirit is Willing, but the Flesh is Weak

Process improvement is like diet and exercise. Almost


everyone wants to be fit, but few want to put in the
necessary effort.

Just another way of saying


Most want to go to heaven, but few want to die to get there.

Related to the principle of least effort


Attempting to get the most out of life for the least effort is
simply human nature.
Success in Challenging Environments

Process is the enemy of innovation.


Risks arent Always Apparent

Youll always be too something to someone.


Taking the 1st Step

Average leaders blame others. Exceptional leaders take responsibility.


The 5 Orders of Ignorance

0th Order Ignorance Lack of Ignorance i.e. I know how to do


something and can display by lack of ignorance with some sort
of output
1st Order Ignorance Lack of Knowledge i.e. I dont know
something but I know that I dont know how to do it and I know
what I need to learn in order to be able to do it.
2nd Order Ignorance Lack of Awareness i.e. I dont know that
I dont know something.
3rd Order Ignorance Lack of Process i.e. I dont know a
suitability efficient way to find out I dont know that I dont know
something
4th Order Ignorance Meta Ignorance i.e. I dont know about
the five orders of ignorance

http://www-plan.cs.colorado.edu/diwan/3308-07/p17-armour.pdf
You have options

By three methods we may learn wisdom: First, by reflection,


which is noblest; Second, by imitation, which is easiest;
and third by experience, which is the bitterest.
- Confucius

Take advantage of what is at your fingertips.


Where are You on the Influence Totem Pole?

Mechanical

Electrical

Software

Systems

Test

Quality

Process
3 Basic Types of Trust

Strategic Trust
Confidence in Mission, Vision, Competence

Personal Trust
How we treat each other

Organizational Trust
Consistency, Fairness

REF: https://hbr.org/2003/02/the-enemies-of-trust
Enemies of Trust

Inconsistent Messages
Inconsistent Standards
Misplaced Benevolence
False Feedback
Failure to Trust Others
The Elephant in the Room
Rumors in a Vacuum
Consistent Corporate Underperformance

REF: https://hbr.org/2003/02/the-enemies-of-trust
Same Thing Goes for Process, too
Why Cultures are So Resilient

People are loyal to culture, not strategy


Cultures generally survive tough times
Culture is more efficient than strategy
Culture is a differentiator
Culture is a contrarian business strategy
A brittle culture can doom an organization
Cultural missteps are more costly than strategic ones
Cultures cant be easily copied
Culture is very disciplined

http://www.slideshare.net/joetye/12-reasons-culture-eats-strategy-for-lunch-25988674/
Know Your Culture

Clan oriented cultures are family-like,


with a focus on mentoring, nurturing, and
doing things together.
Adhocracy oriented cultures are dynamic
and entrepreneurial, with a focus on risk-
taking, innovation, and doing things
first.
Market oriented cultures are results
oriented, with a focus on competition,
achievement, and getting the job done.
Hierarchy oriented cultures are
structured and controlled, with a focus on
efficiency, stability and doing things
right.

http://artsfwd.org/4-types-org-culture/ Quinn, Cameron University of Michigan


Understand Behavioral Styles

http://lewishowes.com/podcast/build-relationships-chris-lee-personality-matrix/#comments
http://www.slideshare.net/michellevillalobos/get-connected-stay-connected
Finding the Right Approach

https://en.wikipedia.org/wiki/Cynefin_Framework
http://weblog.tetradian.com/2008/06/19/cynefin-again/
One size doesnt fit all

Science
Scientists apply the scientific method to
explore the natural world.

Engineering
Engineers apply scientific principles to
solve problems and design processes and
products.

Technology
Technicians draw from scientific
discoveries and engineering designs to
make products that are needed or wanted
by society.

http://chemistry.about.com/od/branchesofchemistry/ss/Relationship-Among-Science-Engineering-And-Technology.htm
https://en.wikipedia.org/wiki/TRIZ
No Silver Bullets, but with the Right Tools

https://versionone.com/pdf/VersionOne-10th-Annual-State-of-Agile-Report.pdf
Managing Expectations

Dont oversell!

Communicate!

Youre in this for the long-haul

Change Small, change often.


Handle Data/Metrics with Great Care

Measure what is measurable, and make measurable what is not so.


- Galileo Galilei

"There are three kinds of lies: lies, damned lies, and statistics.
- Benjamin Disraeli

the most important figures that one needs for management are
unknown or unknowable, but successful management must
nevertheless take account of them. Lloyd S. Nelson

not everything that can be counted counts, and not everything that
counts can be counted. William Bruce Cameron
Ascending the Knowledge Pyramid

REF: http://blogs.gartner.com/rob-addy/2012/11/25/the-ascent-of-knowledge-mountain/
https://en.wikipedia.org/wiki/DIKW_Pyramid
Success isnt Easy, but the Rewards are Great

REF: http://blogs.gartner.com/rob-addy/2012/11/25/the-ascent-of-knowledge-mountain/
https://en.wikipedia.org/wiki/DIKW_Pyramid
Choosing a Successful Path

To lead people, walk beside them.


As for the best leaders, the people do not notice their
existence.
The next best, the people honor and praise.
The next, the people fear; and the next, the people hate.
When the best leader's work is done the people say,
We did it ourselves!

Lao Tzu
Remember the S-T-A-T-E-D Elements

Sponsorship
Trust
Awareness
Competence
Culture
Behavior styles
Tools
Expectations managed
Data used effectively
References
Robert D. Austin Measuring and Managing Performance in Organizations,
Dorset House Publishing (June 1996) ISBN-13: 978-0-932-63336-1
David J. Hand Measurement Theory and Practice: The World Through
Quantification, Wiley (August 2009) ISBN-13: 978-0-470-68567-9
Glenn J. Myatt Making Sense of Data: A practical guide to exploratory data
analysis and data mining, Wiley and Sons (2007) ISBN-13: 978-1-118-407417
Glenn J. Myatt, Wayne P. Johnson Making Sense of Data II: A practical guide
to data visualization, advanced data mining methods, and applications, Wiley
and Sons (2009) ISBN-13: 978-0-470-22280-5

Much more at:


https://drive.google.com/open?id=0B04ObK4PlMRPdllqN0pzdV9TTlk
http://tinyurl.com/jb22lcq

29
Questions

30
Truly Managing a Project and Keeping Sane While
Wrestling Elegantly With PMBOK, Scrum and CMMI
(Together or Any Combination)

Neil Potter
The Process Group
Lead Appraiser / Improvement Coach

Copyright 2014-2016 The Process Group. All rights reserved. V2


Organization Overview

Summary of PMBOK, CMMI & Scrum


PMBOK vs. CMMI vs. Scrum
Comparison: CMMI / PMBOK / Scrum
4. Project Integration Management
5. Project Scope Management
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
9. Project Human Resource Management
10. Project Communications Management
11. Project Risk Management
12. Project Procurement Management
13. Project Stakeholder Management
Keeping Sane
Summary
Obstacles

Copyright 2014-2016 The Process Group. All rights reserved. V2


Business Challenge

Where to start? What to do? How to simplify?

Copyright 2014-2016 The Process Group. All rights reserved. V2


We are all after the same result, but the description is
not always clear!

Copyright 2014-2016 The Process Group. All rights reserved. V2


The Plan
Level Focus Process Areas Quality
Productivity
4. Project Integration
5 Optimizing Causal Analysis and Resolution
Management Organizational Performance Management
5. Project Scope
4 Quantitatively
Management Organizational Process Performance
Managed Quantitative Project Management
6. Project Time
3 Defined Management Integrated Project Management (IPM)
7. Project Cost Risk Management (RSKM)
Decision Analysis and Resolution (DAR)
Management Requirements Development (RD)
8. Project Quality Technical Solution (TS)
Management Product Integration (PI)
9. Project Human Verification (VER)
Resource Validation (VAL)
Management Organizational Process Definition (OPD)
Organizational Process Focus (OPF)
10.Project Organizational Training (OT)
Communications
2 ManagedManagement Requirements Management (REQM) (Scrum)
Project Planning (PP) (Scrum)
11. Project Risk Project Monitoring and Control (PMC) (Scrum)
Management Measurement and Analysis (MA) (Scrum)
12.Project Procurement Configuration Management (CM)
Management Process and Product Quality Assurance (PPQA)
Supplier Agreement Management (SAM) Risk
13.Project Stakeholder
1 Initial Management Rework

Copyright 2014-2016 The Process Group. All rights reserved. V2


PMBOK vs. CMMI vs. Scrum

Definition of PM (depth) Project management framework


Exam to demonstrate - Early feedback + Agile
knowledge requirements
Continuing education Scrum Master + Product Owner
certification via simple test

Definition of PM + Engineering + Process Improvement (practices + examples)


Appraisal of an organization to demonstrate implementation and mastery
Renewal appraisals required every 3 years to maintain a rating

Copyright 2014-2016 The Process Group. All rights reserved. V2


Truly Managing a Project

Achieve desired goal: PMBOK, CMMI & Scrum


Meet customer expectations practices are used to:
Deliver within agreed constraints (cost, a) Address project
schedule, quality) management &
engineering problems
Throughout: Manage expectations, risks, b) Address project goals
stakeholders, communication, changes, cost,
schedule, quality

Copyright 2014-2016 The Process Group. All rights reserved. V2


Weak
4. Project Integration Management Highlight

CMMI Maturity Level for this Process Area

PMBOK Practices CMMI Practices Scrum


4. Project Integration REQM [2] Requirements are managed and
Management SG 1 inconsistencies with project plans and work
products are identified.
4.1 Develop Project Charter
PP [2] Estimates of project planning parameters are
4.2 Develop Project
SG 1 established and maintained.
Management Plan
4.3 Direct and Manage SG 2 A project plan is established and maintained
as the basis for managing the project.
Project Work
4.4 Monitor and Control SG 3 Commitments to the project plan are
established and maintained.
Project Work
4.5 Perform Integrated PMC [2] Actual project progress and performance of
Change Control SG 1 the project are monitored against the project
plan.
4.6 Close Project or Phase
SP 1.7 Review the projects accomplishments and
results at selected project milestones.

IPM [3] Contribute process-related experiences to


SP 1.7 organizational process assets.
REQM: Requirements Management PP: Project Planning
IPM: Integrated Project Management PMC: Project Monitoring and Control

Copyright 2014-2016 The Process Group. All rights reserved. V2


4.3 Direct and Manage Project
Scrum Work
4.4 Monitor and Control
Project Work
4.1 Develop 4.5 Perform Integrated
Project Change Control
Charter
4.2 Develop
Project
Management
Plan

Daily standup (Scrum)


Task Board
Release Planning
Product Backlog

Sprint Planning

Sprint Retrospective
Sprint Review
Analysis
Design
Code
Test

Burndown Charts

Copyright 2014-2016 The Process Group. All rights reserved. V2


5. Project Scope Management
Scrum
PMBOK Practices CMMI Practices
5. Project Scope Management REQM [2] Requirements are managed and inconsistencies
with project plans and work products are
5.1 Plan Scope Management SG 1
identified.
5.2 Collect Requirements Maintain bidirectional traceability among
SP 1.4
5.2.3.2 Traceability requirements and work products.
5.3 Define Scope
RD [3] Stakeholder needs, expectations, constraints, and
5.4 Create WBS SG 1 interfaces are collected and translated into
5.5 Validate Scope customer requirements.

5.6 Control Scope PP [2] Establish a top-level work breakdown structure


SP 1.1 (WBS) to estimate the scope of the project.
VER [3] Selected work products are verified against their
SG 3 specified requirements.
VAL [3] The product or product components are validated
SG 2 to ensure they are suitable for use in their
intended operating environment.
REQM: Requirements Management PP: Project Planning
RD: Requirements Development VER: Verification
VAL: Validation

Copyright 2014-2016 The Process Group. All rights reserved. V2


6. Project Time Management

Copyright 2014-2016 The Process Group. All rights reserved. V2


6. Project Time Management
Scrum
PMBOK Practices CMMI Practices
6. Project Time Management PP [2] Establish and maintain estimates of work product
and task attributes.
6.1 Plan Schedule SP 1.2
Management SP 1.4 Estimate the projects effort and cost for work
products and tasks based on estimation rationale.
6.2 Define Activities
6.3 Sequence Activities SP 2.1 Establish and maintain the projects budget and
schedule.

6.4 Estimate Activity
Resources SP 2.4 Plan for resources to perform the project.
6.5 Estimate Activity PMC [2] Monitor actual values of project planning parameters
Durations against the project plan.
SP 1.1
6.6 Develop Schedule IPM [3] Establish and maintain the project's defined process
6.7 Control Schedule SP 1.1 from project startup through the life of the project.

SP 1.5 Manage the project using the project plan, other


plans that affect the project, and the projects defined
process.
IPM: Integrated SP 2.2 Participate with relevant stakeholders to identify,
Project Management negotiate, and track critical dependencies.

Copyright 2014-2016 The Process Group. All rights reserved. V2


Agile / Scrum Tracking

Monitor: Need to
add to
Actual values (points, effort)
Scrum
Commitments (sprint goals) for PMC
Risks
Daily standup (Scrum) Project data
Stakeholder involvement
Sprint Retrospective
Release Planning
Product Backlog

Sprint Planning

Sprint Review
Analysis
Design
Code
Test

Burndown Charts

Copyright 2014-2016 The Process Group. All rights reserved. V2


Agile / Scrum Threshold Examples

Burndown rate < 20% of goal for >3 days


>20% of work is incomplete after 50% of
the sprint
30% of stories are incomplete after 75% of
Daily standup (Scrum) the sprint

Sprint Retrospective
Release Planning
Product Backlog

Sprint Planning

Sprint Review
Analysis
Design
Code
Test

Burndown Charts

Copyright 2014-2016 The Process Group. All rights reserved. V2


7. Project Cost Management

Copyright 2014-2016 The Process Group. All rights reserved. V2


8. Project Quality Management

Copyright 2014-2016 The Process Group. All rights reserved. V2


8. Project Quality Management (1 of 2)

Sprint 1 Sprint 2 Sprint 3


Project work flow

Process and Product Quality Assurance (PPQA) [ML 2]


Process and work product checks of all / selected project activities against defined practices
E.g., audits, peer reviews with objective reviewer

Verification (VER) [ML 3]


Activities to find errors between project start and final validation
E.g., peer reviews, component test, simulation

Validation (VAL) [ML 3]


Activities to check that the product/system works in the intended environment
E.g., simulation, system test, acceptance test

Copyright 2014-2016 The Process Group. All rights reserved. V2


8. Project Quality Management (2 of 2)
Scrum

PMBOK Practices CMMI Practices


8. Project Quality PPQA [2] Objectively evaluate selected performed processes against
SP 1.1 applicable process descriptions, standards, and procedures.
Management
SP 1.2 Objectively evaluate selected work products against applicable
8.1 Plan Quality process descriptions, standards, and procedures.
Management SP 2.1 Communicate quality issues and ensure the resolution of
noncompliance issues with the staff and managers.
8.2 Perform
Quality SP 2.2 Establish and maintain records of quality assurance activities.
VER [3] Preparation for verification is conducted.
Assurance
SG 1
8.3 Control SG 2 Peer reviews are performed on selected work products.
Quality
SG 3 Selected work products are verified against their specified
requirements.

VAL [3] Preparation for validation is conducted.


SG 1
SG 2 The product or product components are validated to ensure
they are suitable for use in their intended operating
environment.

Copyright 2014-2016 The Process Group. All rights reserved. V2


9. Project Human Resource Management

Scrum
PMBOK Practices CMMI Practices
9. Project Human Resource PP [2] Plan for resources to perform the project.

Management SP 2.4
SP 2.5 Plan for knowledge and skills needed to
9.1 Plan Human Resource perform the project.
Management OPD [3] Establish and maintain organizational rules
SP 1.7 and guidelines for the structure, formation, and
9.2 Acquire Project Team
operation of teams.
9.3 Develop Project Team IPM [3] Establish and maintain teams.

9.4 Manage Project Team SP 1.6
SP 2.1 Manage the involvement of relevant
stakeholders in the project.

OT [3] Training for individuals to perform their roles
SG 2 effectively is provided.

OPD: Organizational Process Definition


OT: Organizational Training

Copyright 2014-2016 The Process Group. All rights reserved. V2


10. Project Communications Management
Communication and Process Maturity
Maturity Level 1
A group of individuals called a team
No common goal
Coding
Communication sporadic Loner Clique something
PM performs little or no project management
Upset
Maturity Level 2 / Scrum
A team
Common goal among team
Communication periodic
PM / Scrum Master facilitates

Maturity Level 3
Many teams work together
Common group goal
Systematic communication (teams, across teams)
PM proactive

Copyright 2014-2016 The Process Group. All rights reserved. V2


10. Project Communications Management

Scrum

PMBOK Practices CMMI Practices


10. Project Communications PP [2] Plan the involvement of identified
SP 2.6 stakeholders.
Management

10.1 Plan Communications PMC [2] Periodically review the project's progress,
Management SP 1.6 performance, and issues.

10.2 Manage SP 1.7 Review the projects accomplishments and


Communications results at selected project milestones.
IPM [3] Coordination and collaboration between the
10.3 Control project and relevant stakeholders are
SG 2
Communications conducted.
All PAs Identify and involve the relevant stakeholders of
GP 2.7 the process as planned.

PA: Process Area


GP: Generic Practice

Copyright 2014-2016 The Process Group. All rights reserved. V2


11. Project Risk Management

Copyright 2014-2016 The Process Group. All rights reserved. V2


11. Project Risk Management

Scrum
PMBOK Practices CMMI Practice
11. Project Risk Management PP [2] Identify and analyze project risks.
11.1 Plan Risk Management SP 2.2

11.2 Identify Risks PMC [2] Monitor risks against those identified in the
SP 1.3 project plan.
11.3 Perform Qualitative Risk
RSKM [3] Preparation for risk management is conducted.
Analysis SG 1
11.4 Perform Quantitative SG 2 Risks are identified and analyzed to determine
their relative importance.
Risk Analysis
SG 3 Risks are handled and mitigated, as
11.5 Plan Risk Responses appropriate, to reduce adverse impacts on
achieving objectives.
11.6 Control Risks

Quantitative risk management (analysis of risk effects) is an advanced


example implementation of SG 2, Risks are identified and analyzed.

Copyright 2014-2016 The Process Group. All rights reserved. V2


12. Project Procurement Management

Scrum
PMBOK Practices CMMI Practices
12. Project Procurement SAM [2] Determine the type of acquisition for each
Management SP 1.1 product or product component to be acquired.

12.1 Plan Procurement SP 1.2 Select suppliers based on an evaluation of their


ability to meet the specified requirements and
Management
established criteria.
12.2 Conduct Procurements SP 1.3 Establish and maintain supplier agreements.
12.3 Control Procurements
SP 2.1 Perform activities with the supplier as specified
12.4 Close Procurements in the supplier agreement.
SP 2.2 Ensure that the supplier agreement is satisfied
before accepting the acquired product.

SP 2.3 Ensure the transition of the products acquired


from the supplier.

SAM: Supplier Agreement Management

Copyright 2014-2016 The Process Group. All rights reserved. V2


13. Project Stakeholder Management

Scrum
PMBOK Practices CMMI Practices
13. Project Stakeholder PP [2] Plan the involvement of identified
SP 2.6 stakeholders.
Management

13.1 Identify Stakeholders PMC [2] Periodically review the project's progress,
SP 1.6 performance, and issues.
13.2 Plan Stakeholder
SP 1.7 Review the projects accomplishments and
Management results at selected project milestones.
13.3 Manage Stakeholder IPM [3] Coordination and collaboration between the
Engagement SG 2 project and relevant stakeholders are
conducted.
13.4 Control Stakeholder All PAs Identify and involve the relevant stakeholders of
Engagement GP 2.7 the process as planned.

PA: Process Area


GP: Generic Practice

Copyright 2014-2016 The Process Group. All rights reserved. V2


The Results: Keeping Sane Follow the Flow You Want

PMC (progress tracking and corrective action) IPM (planning w/ assets, data, program-level tracking)
MA (objectives & measures) RSKM (risk management)
CM (baselines & versions) OT (planned training program)
SAM (supplier selection & management) OPF (process improvement focus)
PPQA (process & product check) OPD (process asset creation / update)
PMBOK 4-13 DAR (tradeoffs using criteria)

REQM REQM REQM


Backlog Planning

Sprint 1 Sprint 2 Sprint 3
REQM / RD PP / IPM
PMBOK 5 PMBOK 4-13 Requirements (RD)
(plans, Design (TS)
estimates) Code (TS)
Test (VER)
Integrate (PI) Requirements (RD) Requirements (RD)
Test (VAL) Design (TS) Design (TS)
Green = Maturity Level 2 PAs Release Code (TS) Code (TS)
Test (VER) Test (VER)
Blue = Maturity Level 3 PAs Integrate (PI) Integrate (PI)
Burgundy = PMBOK Section Test (VAL) Test (VAL)
Release Release

Copyright 2014-2016 The Process Group. All rights reserved. V2


Lessons Learned

PMBOK, CMMI & Scrum are after the same things:


Established goals, managed scope, work visibility.
Obstacle:
A PM with no backbone, the dislike of decisions,
negotiation, conflict and accountability will kill all
schemes.
Staying sane:
Start with the workflow and results you want.
Add practices from PMBOK, CMMI, Scrum.
Stay focused on the project goal.
Refine.

Copyright 2014-2016 The Process Group. All rights reserved. V2


Q &A

Copyright 2014-2016 The Process Group. All rights reserved. V2


Contact and References

Neil Potter
The Process Group
[email protected]
www.processgroup.com

1. A Guide to the Project Management Body of Knowledge (PMBOK Guide),


Fifth Edition. Project Management Institute.
2. Adding Practices to Scrum to Achieve Your Goals (and comparison with
CMMI Level 3)
processgroup.com/pgpostapr2013.pdf
3. CMMI: Guidelines for Process Integration and Product Improvement.
processgroup.com/10tr033-DEV-1p3-final.pdf
4. Potter, N., Sakry, M., Making Process Improvement Work - A Concise Action
Guide for Software Managers and Practitioners, Addison-Wesley.
processgroup.com/our-book
5. Expediting CMMI Maturity Level 3 - 10 Essential Tips and Their Demons
processgroup.com/pgpostdec2013.pdf

Copyright 2014-2016 The Process Group. All rights reserved. V2


Staged or Continuous?
- Why Not Use Both?
Agenda
Determining Capability Levels
Staged Equivalence
Using Staged and Continuous Representations.

Staged or Continuous Why Not BOTH?


2
Determining Capability Levels (0-3)

REQM PP PMC SAM MA PPQA CM OPF OPD


SG1 Sat Sat Sat Sat Sat Sat Sat Sat Sat
SG2 Unsat Sat Sat Unsat Sat Sat Sat Sat
SG3 Sat Sat Unsat
GG1 Sat Unsat Sat Sat Unsat Sat Sat Unsat Sat
GG2 Sat Sat Unsat Sat Sat Sat Sat Unsat Sat
GG3 Unsat Sat Unsat Unsat Unsat Sat Sat Unsat
GG4 Sat Sat Unsat Sat Sat Sat
GG5 Sat Sat Unsat Sat Sat

CL?

Staged or Continuous Why Not BOTH?


3
Agenda
Determining Capability Levels
Staged Equivalence
Using Staged and Continuous Representations.

Staged or Continuous Why Not BOTH?


4
Staged Equivalence
Name Abbr. ML CL1 CL2 CL3
Configuration Management CM 2
Measurement and Analysis MA 2
Project Monitoring and Control PMC 2
Target
Project Planning PP 2
Profile 2
Process and Product Quality Assurance PPQA 2
Requirements Management REQM 2
Supplier Agreeement Management SAM 2
Decision Analysis and Resolution DAR 3
Integrated Project Management IPM 3
Organizational Process Definition OPD 3 Target
Organizational Process Focus OPF 3 Profile 3
Organizational Training OT 3
Product Integration PI 3
Requirements Development RD 3
Risk Management RSKM 3
Technical Solution TS 3
Validation VAL 3
Verification VER 3
Organizational Process Performance OPP 4 Target
Quantitative Project Management OPM 4 Profile 4
Causal Analysis and Resolution CAR 5 Target
Organizational Performance Management OPM 5 Profile 5
Staged or Continuous Why Not BOTH?
5
Staged Equivalence 1
Appraised at Appraised at
Process
Staged Capability Engineering: Staged Capability
Mgt:
at ML: Level: at ML: Level:
OPF 3 3 RD 3 3
OPD 3 2 TS 3 3
OT 3 2 PI 3 2
VER 3 1
Project VAL 3 0
Mgt:
REQM 2 3
PP 2 3 Support:
PMC 2 3 CM 2 3
SAM 2 2 PPQA 2 3
IPM 3 0 MA 2 2
RSKM 3 1 DAR 3 1

Staged or Continuous Why Not BOTH?


6
Staged Equivalence - 2
Appraised at Appraised at
Process
Staged Capability Engineering: Staged Capability
Mgt:
at ML: Level: at ML: Level:
OPF 3 3 RD 3 3
OPD 3 2 TS 3 3
OT 3 2 PI 3 2
VER 3 1
Project VAL 3 0
Mgt:
REQM 2 3
PP 2 3 Support:
PMC 2 3 CM 2 3
SAM 2 2 PPQA 2 3
IPM 3 0 MA 2 1
RSKM 3 1 DAR 3 1

Staged or Continuous Why Not BOTH?


7
Staged Equivalence - 3
Appraised at Appraised at
Process
Staged Capability Engineering: Staged Capability
Mgt:
at ML: Level: at ML: Level:
OPF 3 3 RD 3 3
OPD 3 3 TS 3 3
OT 3 3 PI 3 3
VER 3 3
Project VAL 3 3
Mgt:
REQM 2 3
PP 2 3 Support:
PMC 2 3 CM 2 3
SAM 2 2 PPQA 2 3
IPM 3 3 MA 2 3
RSKM 3 3 DAR 3 3

Staged or Continuous Why Not BOTH?


8
Staged Equivalence - 4
Appraised at Appraised at
Process
Staged Capability Engineering: Staged Capability
Mgt:
at ML: Level: at ML: Level:
OPF 3 0 RD 3 0
OPD 3 0 TS 3 0
OT 3 0 PI 3 0
VER 3 0
Project VAL 3 0
Mgt:
REQM 2 2
PP 2 2 Support:
PMC 2 2 CM 2 2
SAM 2 2 PPQA 2 2
IPM 3 0 MA 2 2
RSKM 3 0 DAR 3 0

Staged or Continuous Why Not BOTH?


9
Staged Equivalence - 5
Appraised at Appraised at
Process
Staged Capability Engineering: Staged Capability
Mgt:
at ML: Level: at ML: Level:
OPF 3 2 RD 3 1
OPD 3 1 TS 3 1
OT 3 0 PI 3 1
VER 3 2
Project VAL 3 2
Mgt:
REQM 2 2
PP 2 2 Support:
PMC 2 2 CM 2 2
SAM 2 2 PPQA 2 2
IPM 3 0 MA 2 2
RSKM 3 1 DAR 3 0

Staged or Continuous Why Not BOTH?


10
Agenda
Determining Capability Levels
Staged Equivalence
Using Staged and Continuous Representation
Constageduous Representation.

Staged or Continuous Why Not BOTH?


11
Why BOTH?
Staged Representation
Management and customers love it: 1 simple number
Organizational Change Model
Continuous Representation
Different organizations have different needs/pain
Finer level of planning and tracking improvements
There are 11 process areas at maturity level 3!
Hybrid Approach
Use Staged to establish long range goal
Used Continuous to plan, execute, and track.

Staged or Continuous Why Not BOTH?


12
Maturity Level 2 Example
Staged at Jan 1
1Qtr 2Qtr 3Qtr 4Qtr
Maturity Class B
Plan Plan Act Plan Plan Act
Level Appraisal
Project Mgt
PP 2 2 2 2 2 2
PMC 2 1 1 2 2 2
SAM 2 0 1 1 2 2
Engineering
REQM 2 1 2 2 2 2
Support
CM 2 2 2 2 2 2
PPQA 2 2 2 2 2 2
MA 2 0 0 1 1 2
Staged or Continuous Why Not BOTH?
13
Maturity Level 3 Example
Staged at Jan 1
1Qtr 2Qtr 3Qtr 4Qtr 5Qtr 6Qtr 7Qtr 8Qtr
Maturity Class B
Plan Plan Act Plan Plan Act Plan Plan Act Plan Plan Act
Level Appraisal
Process Mgt
OPF 3 1 1 2 2 2 2 3 3 3
OPD 3 0 1 1 1 2 2 2 3 3
OT 3 1 1 1 1 2 2 2 3 3
Project Mgt
PP 2 2 2 2 3 3 3 3 3 3
PMC 2 1 1 2 2 2 3 3 3 3
SAM 2 0 1 1 2 2 2 3 3 3
IPM 3 0 0 0 0 1 1 1 2 3
RSKM 3 1 1 1 1 1 1 2 2 3
Engineering
REQM 2 1 2 2 2 2 3 3 3 3
RD 3 1 2 2 2 2 2 3 3 3
TS 3 1 1 1 1 1 1 2 2 3
PI 3 1 1 1 1 1 2 2 2 3
VER 3 1 1 1 1 1 2 2 3 3
VAL 3 0 0 1 1 1 2 2 3 3
Support
CM 2 2 2 2 2 2 3 3 3 3
PPQA 2 2 2 2 3 3 3 3 3 3
MA 2 0 0 1 2 2 2 2 3 3
DAR 3 0 0 0 1 1 1 2 2 3

Staged or Continuous Why Not BOTH?


14
Questions?
Pat OToole
[email protected]
www.PACTCMMI.com

Staged or Continuous Why Not BOTH?


15
OSSP Streamline Tailoring for Productivity and Success
The China Buffet

Will McKnight
Edaptive Systems
Process Improvement Specialist
Introduction

Describe what the teams actually do

Thin process
Feedback loops
Tailor to fit
Be on the same page

Monitor and measure


Communicate

2
The Process Improvement Structure

Management
Steering
Committee
PATs

EPG
PATs
PATs
PATs

3
The Project Improvement Structure

PPQA
EPG
Projects

MA
PAL
CM
The Business Challenge

Change
behavior

Write
process
The Business Challenge

Model focused
process definition
The Team Challenge

7
The Plan
The Plan
The Results
1. Purpose
<Describe the value of the main output created by this procedure. Start paragraph with This
procedure>

1.1 Entry Criteria


<Condition(s) that must be satisfied prior to entering this procedure>
<One criteria per line>

1.2 Input
<Work product that is already in existence and consumed by a step within this procedure>
<Template consumed by a step within this procedure>
<One input per line>

Step Executed By Description


1. <Responsible Role> <Action taken to produce result>

2. <STANDARD: Only one action / result per step>

1.3 Output
<Final work product(s) created by executing this procedure>
<One output per line>

1.4 Exit Criteria


<Condition(s) that must be met to exit this procedure>
<One criteria per line>
The Engine

11
The Process Flow

Input
Phases

Entry Criteria Procedure Procedure Exit Criteria

Copyright 2016 Edaptive Systems. All rights reserved.

Output

12
The Procedure Template

Entry Criteria

Inputs

Procedure

Outputs

Exit Criteria

13
The Results

Each new
procedure
becomes a
selection
available on the
china buffet
The Selection

LC Phase
Procedure Selection

Initiation and EPLC Kick Off Kick Off Lite Remote Kick Off
Planning EPLC PMP PMP Lite Hi Risk PMP
PMP Supplement PMP Supplement Lite New Client Supplement
EPLC PPA PPA Lite PPA Full
EPLC Schedule Schedule lite
The Tailoring Matrix
Project Name:
LC Phase Lifecycle Activity Selected Procedure
Initiation and Planning Kick off Remote Kick Off
Project Management Plan EPLC PMP
Project Management Plan Supplement PMP Supplement Lite
PPA Population PPA Full
Project Schedule EPLC Schedule
Requirements EPLC BRD
Business Requirements Documentation
Peer Review BRD PR
BRD Approval EPLC BRD Approval
Design System Design Document EPLC SDD
SRS Full
System Requirements Specification
Test Case Specification TCS Detailed
The Finale

17
The Lessons Learned

Capture the as-is first


Dont fix what isnt broken

Dont deploy until you are


ready to audit and measure

Its never done in one pass


be prepared to do and do
again

The EPG is the facilitator


the project team is the
content SME

Make sure everyone is on


the same page
TWELVE SECRETS OF CMMI SUCCESS!

Copyright 2016 Broadsword Solutions Corporation


0
Welcome back my friends to the show that never ends!

Jeff Dalton
President of Broadsword

Certified Lead Appraiser


Certified CMMI Instructor
Certifiable Blogger, Twitterer, and social media fanatic
Airplane Builder
Agile Instructor and Coach
http://www.askTheCMMIAppraiser.com
http://www.broadswordsolutions.com

CMMI and SCAMPI are registered servicemarks of Carnegie Mellon University

Copyright 2016 Broadsword Solutions Corporation


1
Process Improvement is not a death-march that saps
your powers and transforms you in zombies . . . .

Copyright 2016 Broadsword Solutions Corporation


2
If thats what you think, you may have been a victim of
a well-meaning, but bad, implementation

Copyright 2016 Broadsword Solutions Corporation


3
Its about solving problems

Unhappy customers

Late projects

Requirements change often

In the dark about project status

Too many meetings

Customers discovering defects


for you

Projects are unpredictable

Always dealing with the


same problems

Copyright 2016 Broadsword Solutions Corporation


4
Think the CMMI as a set of knobs that change behavior

Want to change an
outcome?

Increase or decrease the


volume of a practice.

But tread carefully


unintended results are
likely to occur.

Copyright 2016 Broadsword Solutions Corporation


5
Yea, but how do I USE the CMMI
on MY team?

Copyright 2016 Broadsword Solutions Corporation


6
Process Oriented Architecture

Values include Fail fast, iterative and incremental,


Guiding the work collaboration, focus on people, continuously
improve.

Methods include Scrum, XP, Kanban, Spiral,


Managing the work Crystal, RUP, etc
Techniques

Techniques including Planning Poker, Daily


Doing the work Standup, Retrospectives, Sprint Demo, Story-
time

Copyright 2016 Broadsword Solutions Corporation


7
But our Agile teams dont use process!

Planning Poker Sprint Demos


PP SP1.1, SP1.2 VAL SP2.1, RD SP3.1

Refactoring Pair Programming


REQM SP1.5 VER SP2.2

Value Velocity Test-Driven


PMC SP1.1 Development
RD SP3.4, SP3.5

Copyright 2016 Broadsword Solutions Corporation


8
Lets turn CMMI on its head.

Copyright 2016 Broadsword Solutions Corporation


9
Dont FOLLOW the CMMI

Dont be COMPLIANT with CMMI

DO ask the CMMI Questions *

How are we doing?


How does it work?
How do we know?
How much is enough?
Do we know how to do it?
Do we know when to do it?
Whats the plan?
.
* See my Cutter IT article Scrum + CMMI!

Copyright 2016 Broadsword Solutions Corporation


10
Copyright 2016 Broadsword Solutions Corporation
11
The CMMI give us the tools

to make IMMEDIATE improvements

The Twelve Secrets!

Copyright 2016 Broadsword Solutions Corporation


12
CMMI Version: GP2.1 Establish an Organizational Policy

Question version: Are we


setting clear expectations
across the enterprise which
values, methods, and
techniques will be deployed
and adopted?

Processes are the behaviors of real people and events not documents! People need to
know what is expected for them to be successful.

You can help them by clearly setting those expectations.

Copyright 2016 Broadsword Solutions Corporation


13
CMMI Version: GP2.2 Plan the Process

Question version: How should we


carefully plan the roll-out and
deployment of values, methods, and
techniques? Should we use Agile?
Waterfall?

Processes are made up of roles, events, and work products. All of these things require
planning to be successful.

For instance, code reviews can improve code quality. They include people, events, and
work products. Plan them out to get maximum value.

Copyright 2016 Broadsword Solutions Corporation


14
CMMI Version: GP2.3 Provide Resources

Question version: What


are the right tools and
facilities to successfully
deploy values, methods,
and tools?

Processes represent real work that needs to get done, and it takes tools,
equipment, money, and other resources.

For instance, if you were performing as an administrative assistant, you might


need some of the resources pictured above. If you are a member of a Scrum
team, you need a team room, board, sticky notes, or software.

Copyright 2016 Broadsword Solutions Corporation


15
CMMI Version: GP2.5 Train People

Question version: Does everyone


know the values, methods, and
techniques well enough to teach them?

The productivity difference between a new trained team member, and one who
is dropped into the fire? Really High.

If thats not enough to convince you, theres nothing I can do!

Copyright 2016 Broadsword Solutions Corporation


16
CMMI Version: GP2.6 Control Work Products

Question version: Which work


products, artifacts, and systems are
important to you, your team, and your
organization, and how will ensure the
IP is protected?

This seems obvious, but isnt. Especially with Agile teams.

Expand your perspective to include ALL relevant participants.

Copyright 2016 Broadsword Solutions Corporation


17
CMMI Version: GP2.7 ID and Involve Relevant Stakeholders

Question version: Who do we need


to collaborate with (and when), and
who needs to participate at each
event? How do you we know if they
do? (Hint: TeamScore it represents
project risk!)

Remember GP2.2 Plan the Process? Now heres your chance? Who are the
people, and did they participate (curious minds are dying to know!)?

Stakeholders who do not participate as planned are injecting risk into the
project, and, well, I just dont like that.

Copyright 2016 Broadsword Solutions Corporation


18
CMMI Version: GP2.8 Monitor and Control the Process

Question version: How well is our


team performing? How do we
communicate that to non-agile leaders
from accounting, marketing, and
management?

Remember GP2.2 Plan the Process (again?). That pesky practice keeps
coming back. How are we doing? Are Agile values, methods, and techniques
WORKING?

Because if theyre not working, we should change it!

Copyright 2016 Broadsword Solutions Corporation


19
CMMI Version: GP2.9 Objectively evaluate adherence

Question version: Are people living


up to the values? Are they using the
techniques? Are they adhering to
the methods?

How are Agile values, methods, and techniques working? Are people using it?
If not, why not?

This is less an audit and more mentoring. Dont turn into the process police.

Copyright 2016 Broadsword Solutions Corporation


20
CMMI Version: GP2.10 Review Status with Higher Level Management

Question version: Does


management care about how we
work? Tell them! This is about
operations AND Politics!

Are we getting the results we hoped for? Why? Why not? What are the
issues?

Management does a great job of reviewing PROJECT information, but when it


comes to PROCESS information . . . Uh, not so much.

Copyright 2016 Broadsword Solutions Corporation


21
CMMI Version: GP3.1 Establish a Defined Process

Question version: Where can we


go to learn about (and remind
ourselves) about adopting values,
methods, and techniques? Define
what can effectively be supported
across the enterprise.

ML3 does not mean we have a single DEFINED organizational process!

It means each project defines THEIR process using processes derived from the
organization SET (more than one.).

Copyright 2016 Broadsword Solutions Corporation


22
CMMI Version: GP3.2 Collect Process Related Experiences

Question version: How will the


project down the hall benefit from
the lessons we have learned?

Many companies collect lessons learned . . . into a black hole on a network


drive.

Dont make that same mistake. Build a SYSTEM to ensure OTHER projects
learn from your mistakes.
Copyright 2016 Broadsword Solutions Corporation
23
Copyright 2016 Broadsword Solutions Corporation
24
http://www.asktheCMMIAppraiser.com

Copyright 2016 Broadsword Solutions Corporation


25
Get MORE useful and timely information

TEXT CMMI to 313131

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26

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