agile maturity v11 ppt
TRANSCRIPT
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Agile MaturitySCRUM + CMMI = SCRUMMI?
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About Me
Project Management
25+ Years
PMP since 2001
CSM since 2010
RolesSCRUM Master and Coach
Program ManagerProject Manager
CTO
VP Operations, AFCEA Fort Knox Gold Vault Chapter
CMMI Process Consultant
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Agenda
Overview of CMMI
Agile Manifesto
Life Cycles
Life Cycle Division
Maturity Artifacts
Tools
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Overview of CMMI
Process Models (There are 3) Acquisitions
Development
Services
Goals and Practices (there are 2) Specific
Generic
Process Areas (there are 22) Measurements and Analysis (MA)
Integrated Project Management (IPM) Process and Product Quality Assurance (PPQA)
Project Planning (PP)
Etc.
Goals are the only required component of CMMI.
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Agile Manifesto
We are uncovering better ways of developing software bydoing it and helping others do it. Through this work wehave come to value [the following]:
Individuals and interactions over processes and tools Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, wevalue the items on the left more.
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Life Cycle Confusion
The Project
This diagram has all of the PMLC and SDLC
Life Cycle phases represented.
You can not pull out what is project
management vs. what is system
development.
A challenge: Show this
to your team and ask
them, Where do wedo peer reviews?. You
will get different
answers from different
team members.
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Life Cycle Division
There are separated lifecycles.
The Project Management onthe left belongs to the projectmanager and his designees.
The System Developmentclearly is owned by thedevelopment team lead andhis designees.
In all of this Monitoring andControl functions need to beapplied to both sides. Project Monitoring (Quality)
Product Monitoring (Quality)
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Demonstrate a DivisionInitiation
Charter (High LevelScope)
Assumption/Constraints
High LevelRequirements
Planning
Schedule(dependencies)
Processes to be planned
Execution Monitoring
Status Reporting
Close Lessons Learned
Archival
Estimates vs. Actual
Inception
High Level RequirementElaboration Detailed Req.
Design Detailed Design
Peer Reviews
Construction Code
Executables
Peer Reviews
Testing Test Cases
Req. Traceability
Implementation Product
Post Imp. Lessons Learned
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Maturity Artifacts Key Artifacts
Project Schedule (Traditional) Product and Sprint Backlog (Agile) with resources
Work Breakdown Structure WBS (Traditional)
Product Backlog (Agile)
Velocity / Burndown Charts Easy Management Reporting
Measurements (Estimates vs. Actuals)
Earned Value
Traditional Must be a mature organization to obtain value from Earned Value
Management.
Agile Does this bring value to the organization above and beyond what Agile
reporting already provides.
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Agile Life CycleAgile Project Management
Project Management Plan (Overarching for all Agile Projects)
Risk Mgmt. Issue Mgmt. Change Mgmt. etc.
Product Backlog (WBS)
Sprint Backlog (Schedule, dependencies, assignments, etc..
System Development
Technical Specifications
Architecture diagrams, etc.
Peer Reviews
Requirements Management and Traceability
Test Plans and Cases
Deployment Strategy
Defect Tracking/Bug Fixes
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Demonstration
Excel Example: Sprint Backlog
http://localhost/var/www/apps/conversion/tmp/scratch_2/Project%20Summary.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_2/Project%20Summary.xls -
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Sprint Burn Down
0
100
200
300
400
500
600
700
1/1/20
12
1/3/20
12
1/5/20
12
1/7/20
12
1/9/20
12
1/11/201
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1/13/201
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1/15/201
2
Date
Work
Planned work
Actual work
Agile Tools
Product Burn Down
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6
Sprints
Velocity Incomplete Stories
New Stories
Actual Velocity
Planned Velocity
Standard Agile toolscan help meetpractices and goals.
Estimates vs. Actuals
Burn down chart can
serve as your Basisof Estimate (BOE) aswell as requirementstracking.
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Measures and Analysis
Sprint Burn Down
0
100
200
300
400
500
600
700
1/1/20
12
1/3/20
12
1/5/20
12
1/7/20
12
1/9/20
12
1/11/201
2
1/13/201
2
1/15/201
2
Date
Work
Planned work
Actual work
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Measures and Analysis
Product Burn Down
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6
Sprints
Velocity Incomplete Stories
New Stories
Actual Velocity
Planned Velocity
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SummaryGeneric Practices
Establish an Organizational Policy
Identify and Involve Relevant Stakeholders
Provide Resources
Train People
Plan the Process
Assign Responsibility
Manage Configurations
GP 2.1 Management Commitment
GP 2.2
GP 2.3
GP 2.4
GP 2.5
GP 2.6
GP 2.7
Sprint Planning
Sprint Backlog
Agile Roles
Deployment Approach
Interim Work Products
Stand Up Meetings
Burn Down Rates
Objectively Evaluate Adherence
Monitor and Control ProcessGP 2.8
GP 2.9 Continuous Oversight
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SummaryGeneric Practices
Review Status with Higher Level Management
Collect Improvement Information
Establish A Defined Process
GP 2.10 Analytics
GP 3.1
GP 3.2
Define Agile Method
Reviews and Retrospectives
Agile Methodologies overlap with
CMMI engineering and project
management practices, which,
enhances both Agile and CMMI.
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Questions?
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Thank you!
Twitter: @ProfMartyScrum
LinkedIn:http://www.linkedin.com/in/martinlharboltpmp
Blog: http://askthescrummaster.blogspot.com/
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