Cmmi Lessons Learned
Cmmi Lessons Learned
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
Definition is everything.
The Results
Achieving a maturity or
capability level doesnt
necessarily indicate performance
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
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
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
This session will provide the new user some tips on pursuing
a capability improvement journey using the CMMI models as
navigation guides.
People
CMM
The Reality
CMMI-ACQ
Acquiring Products or Services
Human Product
Resources Development
Delivery,
Procurement Operations,
/ Purchasing Maintenance,
Support
P-CMM
Personnel Development
Delivery,
Procurement Operations,
/ Purchasing Maintenance,
Support
the process used to manage and develop the workforce People CMM
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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
Requirements Development
Technical Solution
Product Integration
Verification
Validation
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
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
28
CMMI Supports Process Capability
Organizational
performance relies on
people, process and
technology.
- Defects
- Cost
- Time
- Risk
Capabilities
+ Quality
+ Time to Market
+ Customer Satisfaction
+ Performance
Which Way to Go?
Process
OPF; OPD; OT OPP OPM
Management
REQM; PP/WP;
Project/Work IPM/IWM; RSKM
PMC/WMC; QPM
Management CAM; SCON; SSD
SAM
Acquisition
ARD ATM; AVER; AVAL
Engineering
Service
Establishment and SD IRP; SST; STSM
Delivery
A Consistent Scale
PA
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?
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?
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?
Fewerquality issues
Reduced rework and cost
Client-
facing
activities
All other
activities
CONTEXT
Three CMMI Constellations (Context Counts)
SVC DEV
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
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?
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
2
Presentation Agenda
Training / Certifications
3
Governance Tool
for Cultural Shift
Governance and the Top Data Job
30%
5
Data Management Maturity (DMM)SM Model
6
DMM Themes
7
Data is Big - Expand your horizons
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?
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
14
The Assessment
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
17
Adoption and Case Studies
Adoption to Date by Industry
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
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
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
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.
Processes
Processes and
and Functions Functions
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
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.
Steve Masters
Principal, Masters Process Improvement Consulting
[email protected]
+1.412.260.9534
Pascal Rabbath
CMMI Institute
Overview
PSM
CMMI ISO9000
ISO15288
ISO31000
ITIL
Regulatory frameworks
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
Quantity of documentation
13
The three CMMI constellations
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
Workforce
behaviour
Source: C. Everett Rodgers, Diffusion of Innovations, Free Press, 5th edition, 2003
16
Innovative organizations
Workforce
Workforce
behaviour
17
Reactive organizations
Workforce
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
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
6
The Spirit is Willing, but the Flesh is Weak
http://www-plan.cs.colorado.edu/diwan/3308-07/p17-armour.pdf
You have options
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
http://www.slideshare.net/joetye/12-reasons-culture-eats-strategy-for-lunch-25988674/
Know Your Culture
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!
"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
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
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
Sprint Planning
Sprint Retrospective
Sprint Review
Analysis
Design
Code
Test
Burndown Charts
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
Sprint Retrospective
Release Planning
Product Backlog
Sprint Planning
Sprint Review
Analysis
Design
Code
Test
Burndown Charts
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.
Maturity Level 3
Many teams work together
Common group goal
Systematic communication (teams, across teams)
PM proactive
Scrum
10.1 Plan Communications PMC [2] Periodically review the project's progress,
Management SP 1.6 performance, and issues.
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
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.
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.
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)
Neil Potter
The Process Group
[email protected]
www.processgroup.com
CL?
Will McKnight
Edaptive Systems
Process Improvement Specialist
Introduction
Thin process
Feedback loops
Tailor to fit
Be on the same page
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>
1.2 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>
1.3 Output
<Final work product(s) created by executing this procedure>
<One output per line>
11
The Process Flow
Input
Phases
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
Jeff Dalton
President of Broadsword
Unhappy customers
Late projects
Want to change an
outcome?
Processes are the behaviors of real people and events not documents! People need to
know what is expected for them to be successful.
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.
Processes represent real work that needs to get done, and it takes tools,
equipment, money, and other resources.
The productivity difference between a new trained team member, and one who
is dropped into the fire? Really High.
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.
Remember GP2.2 Plan the Process (again?). That pesky practice keeps
coming back. How are we doing? Are Agile values, methods, and techniques
WORKING?
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.
Are we getting the results we hoped for? Why? Why not? What are the
issues?
It means each project defines THEIR process using processes derived from the
organization SET (more than one.).
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
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