thailand spin day: cmmi vs.agile มิตร ศัตรู...
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Thailand SPIN Annual Event 2014
CMMI vs. Agile มิตร ศัตรู
หรือ ความไม่รู้ต่างหากที่หลอกเรา
Thailand SPIN Annual Event 2014CMMI vs. Agile: มิตร ศัตรู หรือ ความไม่รู้ต่างหากที่หลอกเรา
CMMI และ Agile เกี่ยวข้องกับกระบวนการพัฒนา
Software อย่างไร?
Khwanduen T. Senior Consultant PKT Consultant Co., Ltd. email: khwanduen@pkt-consult.com
Prathan Dansakulcharoenkit ScrumMaster and Agile Practitioner Siam Chamnan Kit Co., Ltd., email: prathan@sprint3r.com twitter: @zyracuze facebook: facebook.com/zyracuze
6
7
Process Areas by Category
8
Process Areas by Maturity Level
Agile is...
Photo 12:12:12 12/12/12 by Mim Eisenberg http://flic.kr/p/dAAa2q
Photo History of by Mamluke http://flic.kr/p/6KgxqB
Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning
Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin
Steve Mellor Dave Thomas Jeff Sutherland Ken Schwaber
On February 11-13, 2001, 17 people
Snowbird ski resort Wasatch mountains, Utah
Photo by John-Morgan - http://flic.kr/p/71qqyN
talking relaxing eating skiing and ...
agreed what is means to be Agile
Photo by Caitlinator - http://flic.kr/p/5fps6f
individuals and
interactions over
processes and tools
Photo by JoeInSouthernCA - http://flic.kr/p/8pRfVZ
working
software over
comprehensive documentation
Photo by BISSON http://flic.kr/p/am8TTV
customer
collaboration over
contract negotiation
responding to
change over
following the planPhoto Change by Gilad Benari http://flic.kr/p/68Froh
individuals and interactions
working software
customer collaboration
responding to changeprocesses and tools
comprehensive documentation
contract negotiation
following the plan
to be Agile, we value all these core values, we just value the left one more
Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning
Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin
Steve Mellor Dave Thomas Jeff Sutherland Ken Schwaber
17 people
NOT
they inscribed AGILE PRINCIPLES
12 Principles
Photo 12:12:12 12/12/12 by Mim Eisenberg http://flic.kr/p/dAAa2q
Satisfy the Customer
our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
welcome
welcome changing requirements, even late in development. agile processes harness change for the customer's
competitive advantage
deliver frequently
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
working as a team
business people and developers must work together daily throughout the project
motivate people
build projects around motivated individuals. give them the environment and support they
need, and trust them to get the job done
talk, face-to-face
the most efficient and effective method of conveying information to
and within a development team is face-to-face conversation
measure working software
working software is the primary measure of progress
maintain pace
agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain
a constant pace indefinitely
Continuous attention to technical excellence and good design enhances agility
excellent at quality
keep it simple
simplicity -- the art of maximizing the amount of work not done --
is essential
self-organize team
The best architectures, requirements, and designs emerge from self-organizing teams.
reflect & adjust regularly
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behavior accordingly
4 core valuesindividuals and interactions over processes and tools
working software over comprehensive documentation
customer collaboration over contract negotiation
responding to change over following a plan
12 principlessatisfy the customer
welcome change deliver frequently work as a team motivate people talk, face-to-face
measure working software maintain pace
excellent at quality keep it simple
self-organize team reflect & adjust regularly
4 core values +
12 principles
you’re Agile
agile is quick fix?
agile is easy?
agile is fast?
agile is no document?
agile is no plan?
ready to use
Traditional v Agile
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49
Insufficient EvidencesFor Agile/Scrum Implementer
For Maturity Level 2
Project Planning: Estimation effort, Project Schedule
Project Monitoring & Control: Project Closure Report
Requirement Management: Traceability Record, Change Requirement
Supplier Agreement Management: Select supplier, Agreement, Monitor
Configuration Management: CM Plan, CM Checklist, CM Record/Report
Process & Product Quality Assurance: QA Plan, QA Checklist, QA ReportMeasurement & Analysis: Measurement Objective & Specification, Metrics
50
Insufficient EvidencesFor Agile/Scrum Implementer
For Maturity Level 3
Risk Management: Risk iden/fy, Risk Assessment, Risk Monitoring
Integrate Project Management: Project Defined Process (Tailoring)
Requirement Development: Requirement Spec (Non-functional Req.)
Technical Solution: Select solution, Design, Support Documents
Product Integra/on: Integra/on criteria, Review Interface
Verification: Verified Criteria, Peer Review: Verified Result
Validation: Validated Criteria, Analyse Validate Result
Decision Analysis & Resolution: Guideline, Record
Organisation Process Focus: Process Improvement Plan & monitoring record
Organisation Process Definition: Organisation Process Assets
Organisation Training: Training need analysis, Training Plan, Training record, Evaluation
Fixed
Flexible
Features
Time Budget Features
Time Budget
Traditional Agile
Fixed vs Flexible
Risk vs Time
Time
Traditional
Agile
Agile vs Traditional Waterfall
Metric Waterfall Agile
Planning Scale Long-Term Short-Term
Distance between customer and developer Long Short
Time between specification and implementation Long Short
Time to discover problmes Long Short
Project schedule risk High Low
Ability o respond quickly to change Low High
Photo Question Mark by Farside Hues http://flic.kr/p/6P7Sod
Questions &
Answer &
Not Answer
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