The presentation material in this seminar is copyrighted by AgileDigm, Incorporated, 2010. For further information, please contact

Sana08.06.2018
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The presentation material in this seminar is copyrighted by AgileDigm, Incorporated, 2010. For further information, please contact:

  • The presentation material in this seminar is copyrighted by AgileDigm, Incorporated, 2010. For further information, please contact:

      • AgileDigm, Inc.

      • 11 Twelve Oaks Trail

      • Ormond Beach, Florida 32174 U.S.A.

      • Phone: +1.386.673.1384

      • Email: info@agiledigm.com

  • Terms like these are often used in the following material:

  • CMMI

      • SCAMPIsm and SCAMPI Lead Appraisersm

  •  CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.

  • SM SCAMPI and SCAMPI Lead Appraiser are service marks of Carnegie Mellon University.



What is in it for me?

  • What is in it for me?

    • Getting to Hyperproductive Scrum
      • Hyperproductive Scrum is really fun!!
    • More time to surf
  • What is in it for my enterprise?

    • Getting to Hyperproductive Scrum
      • Money for nothing
      • Change for free
    • Leads to developing products quickly
    • Leads to developing the right products
    • Obtaining a CMMI level rating for organizational recognition


Scrum Primer

  • Scrum Primer

    • 22 pages double side 8 ½ by 11
  • CMMI 2nd Edition

    • 676 page hardback book
  • Interpreting the CMMI

    • 404 page hardback book


What the CMMI is not:

  • What the CMMI is not:

    • CMMI is not “Waterfall”.
  • CMMI does not require any particular lifecycle.



Agile Methods includes:

  • Agile Methods includes:

    • Scrum
    • eXtreme Programming
    • Lean Software Development
    • Feature-Driven Development
    • Test-Driven Development
    • and many others
  • Lots of available books



Scrum

is an iterative incremental process of software development commonly used with agile software development.
  • Scrum

    is an iterative incremental process of software development commonly used with agile software development.
    • Despite the fact that "Scrum" is not an acronym, some companies implementing the process have been known to adhere to an all capital letter expression of the word, i.e. SCRUM. This may be due to one of Ken Schwaber's early papers capitalizing SCRUM in the title.


In Jeff Sutherland’s, “Hyperproductive Distributed Scrum Teams” presentation Google TechTalk, July 2008 he documented:

  • In Jeff Sutherland’s, “Hyperproductive Distributed Scrum Teams” presentation Google TechTalk, July 2008 he documented:

    • Excellent Scrum

      – annual revenue

      up 400%

      • Patient Keeper
      • Others in Scandinavia, “I cannot name”
    • Good Scrum

      – revenues

      up 300%

      • Companies in Scandinavia, “I cannot name”
    • Pretty Good Scrum

      – revenues

      up 150-200%

      • Google 160%
      • Systematic Software Engineering 200% (pre 2008)
    • ScrumBut – revenues up 0-35%

      • Yahoo, most companies”


The first Scrum used all the XP engineering practices, set-based concurrent engineering, and viewed software development as maintenance, not manufacturing.

  • The first Scrum used all the XP engineering practices, set-based concurrent engineering, and viewed software development as maintenance, not manufacturing.

  • Most high performance teams use Scrum and XP together.

  • It is hard to get a Scrum with extreme velocity without XP engineering practices.

  • You cannot scale XP without Scrum.



eXtreme Programming covers

  • eXtreme Programming covers

    • Programming

      (test-first programming, automated unit tests, Simple Design (YAGNI), Refactoring)
    • Planning

      (Planning game, frequent/small Releases, short iterations, flexible plans, 40 hour week)
    • Customer

      (Dedicated, Onsite, Automated Acceptance Tests, Customer Steers)
    • Pair

      (Pair Programming, Open Workspace, Collective Ownership, Integration Machine)
    • Team

      (Continuous Integration, Coding Standard, Metaphor)


CMMI

  • CMMI

  • A structured collection of best practices

  • “What” you should do

  • Focus is on improving product quality through process performance



Misunderstanding what Scrum is (and is not)

  • Misunderstanding what Scrum is (and is not)

  • Software not tested at end of sprint (definition of Done)

  • Backlog not ready at beginning of sprint (definition of Ready)

  • Lack of facilitation or bad facilitation

  • Lack of management support

  • Lack of client, customer, or end user support



Overall Planning and Tracking

  • Overall Planning and Tracking

  • Training

  • Risk Management

  • Organizational Learning

  • Organizational Visibility

  • Measurement

  • Institutionalization



Too heavy a process definition

  • Too heavy a process definition

  • Lack of management support

  • Different understandings of mission and goals

  • Process adoption not well planned

  • Process and procedure definition forced on staff

  • Pilots of process too limited



Practical processes and work aids contain enough information to be useful.

  • Practical processes and work aids contain enough information to be useful.



Anvil Project Weekly Status Report

  • Anvil Project Weekly Status Report



Scrum (and XP)

  • Scrum (and XP)

    • simple set of rules
    • product backlog
    • defined roles
    • self organizing team
    • XP engineering practices
    • continuous integration


Systematic A/S is a success story using Agile Methods in a CMMI Implementation.

  • Systematic A/S is a success story using Agile Methods in a CMMI Implementation.

  • Addresses their business objectives

    • doubled productivity
    • cut defects by 40%
    • on top of years of other CMM and CMMI improvements.
  • Reappraised at CMMI Maturity Level 5 in May 2009



Systematic A/S is a Danish company

  • Systematic A/S is a Danish company

  • There improvement story is covered in detail in three published papers:

    • Scrum and CMMI Level 5: the magic potion for Code Warriors
      • Jeff Sutherland, Kent Johnson, & Carsten Jakobsen
    • Mature Agile with a Twist of CMMI
      • Carsten Jakobsen and Kent Johnson
    • Scrum and CMMI: Going from Good to Great
      • Carsten Jakobsen and Jeff Sutherland


Agile/Scrum + CMMI

  • Agile/Scrum + CMMI

    • provide synergy
    • support going from Good Scrum to Great Scrum (Hyperproductive)
    • ensure no Scrumbutts
    • lead to organizational improvement
  • An agile implementation of CMMI can help institutionalize Scrum in an organization



Time for some questions?

  • Time for some questions?



Kent A. Johnson

  • Kent A. Johnson

  • Chief Technical Officer

  • AgileDigm, Inc.

  • 11 Twelve Oaks Trail

  • Ormond Beach, FL 32174 USA

  • +1 386 673 1384

  • kent.johnson@agiledigm.com

  • www.agiledigm.com



Features includes

  • Features includes

  • Guides you through a proven approach for designing the process improvement effort, for monitoring and controlling the effort, and measuring its success

  • Presents the pros and cons of attempting process improvement and implementing CMMI®

  • Offers advice for implementing several process improvement projects simultaneously to avoid added costs and missteps

  • Discusses older methods of assessing organizations and compares them to the new SCAMPI method

  • Available from Auerbach / CRC Press Publications and Amazon.com



Data driven removal of impediments using control charts

  • Data driven removal of impediments using control charts



When work allocated to sprint is READY, flow and stability are achieved

  • When work allocated to sprint is READY, flow and stability are achieved


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