Winning Ways 2010 EMC Black Belt Summit

Using Scrum to Avoid Bad CMMI

Implementations
Capability Maturity Model Integration.

29 October 2010
is an acronym for

CMMI is registered with the U.S. Patent and Trademark Office CMMI

Kent A. Johnson Jeff Sutherland

2010

2010 Kent Johnson and Jeff Sutherland

Kent A. Johnson
Chief Technical Officer of AgileDigm, Incorporated
AgileDigm is an international consulting company that was formed in 2001 to support an agile paradigm for process improvement. SEI-certified SCAMPI High Maturity Lead Appraiser, an SEIauthorized CMMI instructor, and a Certified ScrumMaster Has helped clients in over 25 countries to improve their ability to develop products - including one of the world s only Agile Organizations to achieve CMMI Maturity Level 5. Co-author of Interpreting the CMMI: A Process Improvement Approach, Second Edition, Auerbach (2008) and numerous peer reviewed papers on Agile and CMMI.

kent.johnson@agiledigm.com www.agiledigm.com

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Jeff Sutherland, Ph.D.

" Chairman, Scrum Foundation (formerly Scrum Training Institute) " Lithespeed local partner Sanjiv Augustine " CEO Scrum, Inc. and Senior Advisor, OpenView Venture Partners " Agile coach for OpenView Venture Partners portfolio companies " CEO/CTO/VP Engineering for 11 software companies " Created first Scrum at Easel Corp. in 1993. " Achieved hyperproductive state in all companies. Signatory of Agile Manifesto and founder of Agile Alliance
http://scrum.jeffsutherland.com jeff@scruminc.com

+1 617 606 3652

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Our Message
Great synergy comes from using Scrum with CMMI Scrum brings value to CMMI CMMI brings value to Scrum Experience from 15+ organizations embracing CMMI and Scrum Summarized in three experiences A.Initial Scrum and CMMI Implementation B.Failed Scrum Back to Life C.CMMI Level 5 using Scrum
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Agile and CMMI Misconceptions

CMMI organizations are bureaucratic and inflexible. (misconception) CMMI organizations are as flexible as the people in the organization. CMMI supports organizational change and improvement. (reality) Agile organizations are extremely flexible because they have no real rules. (misconception) Agile organizations are as flexible as the people in the organization. Agile methods support change particularly within the team. (reality)
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CMMI Does Not Require Waterfall

What the CMMI is not: CMMI is not Waterfall . CMMI does not require any particular lifecycle.

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Scrum CMMI Comparison (1/2)

Scrum Primer
22 pages double side 8 by 11

CMMI 2nd Edition

676 page hardback book Examples not friendly to Scrum

Interpreting the CMMI

404 page hardback book

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Scrum CMMI Comparison (2/2)

CMMI
A structured collection of best practices What you should do Focus is on improving product quality through process performance

Scrum
A set of rules that constrains behavior How you should do it Focus is on increasing customer satisfaction

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AgileDigm, Incorporated 2009

Agile Manifesto
www.agilemanifesto.org We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

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, we value the items on the left more.

Don't misread as there is no value to the things on the right.

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CSM v10.21 Jeff Sutherland 1993-2009

Experience A: Initial Scrum & CMMI

Organizations that introduce Scrum and CMMI together. Examples include a US defense contractor, commercial consulting companies, and product companies. They had either a corporate directive, client directive, or government directive to embrace CMMI. Initial goal: CMMI Level Two Used Scrum to focus on the Common Failures with CMMI (next slide).
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Common Failures with CMMI

1. Too heavy a process definition 2. Lack of management support 3. Different understandings of mission and goals 4. Process adoption not well planned 5. Process and procedure definition forced on staff 6. Pilots of process too limited
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Scrum Helped CMMI with

Clear customer focus Lightweight process definition Explicit team roles Support from developers

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What is Disciplined Scrum?

Product Backlog Backlog items selected for release Sprint backlog S3 backlog S2 backlog S1 backlog Sprints in this release

Product Backlog

Sprint 1
Product Owner Team Daily Scrum
Burndown

Sprint 2

Sprint 3

Retrospec?ve
Agenda

Scrum Master

Demo
Agenda

Sprint backlog

Check Ready

Check Done

Product (increment) 13

http://demo.callis.dk/scrum

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Ready 13 checklist

Done checklist

Scrum Checklist Examples

Right Level of Process (1/2)

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

2010 AgileDigm, Inc

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Scrum Status Report Example

Right Level of Process (2/2)

Anvil Project Weekly Status Report
User Stories Completed
As a User, I want to be able to use my anvil 24/7 As a User (all personas), I want to be able to carry my anvil

Lessons Learned during the sprint

Breaking down stories into 20 points or less is a big help

Impediments (not closed during week)

Testers assigned to multiple projects

Risks
User environment may not be ready on time for final acceptance testing . 15 2010 AgileDigm, Inc 2010

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Process Areas by Maturity Level

Maturity Level
5 Optimizing 4 Quantitatively Managed 3 Defined

Process Areas
Organizational Innovation and Deployment Causal Analysis and Resolution Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Decision Analysis and Resolution Validation Organizational Process Focus Organizational Process Definition +IPPD Organizational Training Integrated Project Management +IPPD Risk Management Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management

2 Managed

ML 2 excluding SAM

1 Initial
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ML2 Scrum Focus

Process Area Requirements Management Project Planning Project Monitoring and Control Measurement and Analysis Scrum Focus Product Backlog (annotated) Product Owner Interactions Product Backlog (annotated), Sprint Planning, Release Planning, Scrum Definition Daily Stand Up Meetings, Sprint Reviews, Sprint Retrospective Measurement specifications outside of Scrum Measures: # user stories, story point estimates, burn down chart, velocity, audit results
These still need to be done for ML2
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Process and Product outside the scope of Scrum Quality Assurance Configuration Management outside the scope of Scrum
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Experience B: Failed Scrum Back to Life

This experience comes from organizations that introduced Scrum across their projects. They considered it a failure because:
Many of the projects reverted to doing ScrumBut. (We are doing Scrum but<pick from the list> no daily meetings, no product owner, no burndown, etc.> Projects did not get the great benefits that they had heard about.

Initial goal: Use Real Scrum Used CMMI principles to focus on the Common Failures with Scrum.
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Benefits from Scrum

Excellent Scrum annual revenue up 400% Patient Keeper Pegasystems (stock price up 400%) Good Scrum revenues up 300% Some companies in Scandinavia Pretty Good Scrum revenues up 150-200% Google 160% Systematic A/S 200% (pre 2008) ScrumBut revenues up 0-35% Yahoo, most companies
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Common Failures with Scrum

1. Misunderstanding what Scrum is
(and is not)

2. Software not tested at end of sprint

(definition of Done)

3. Backlog not ready at beginning of sprint

(definition of Ready)

4. Lack of facilitation or bad facilitation 5. Lack of management support 6. Lack of client, customer, or end user support Jeff Sutherland and Kent Johnson 2010
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Consistent Performance
Difficulty: Agile often adopted on an ad hoc basis
Results in inconsistency across projects Impacts large projects and programs

Approach: Define an Organizational Standard

Define organization s Agile processes along with project tailoring guidelines Train staff in defined Agile Processes Using Organizational Process Definition and Organizational Training Process Areas

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Key CMMI Attributes support Scrum

1. 2. 3. 4. 5. 6. 7. Overall Planning and Tracking Training Risk Management Organizational Learning Organizational Visibility Measurement Institutionalization and Compliance
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Example CMMI Attribute

4. Organizational Learning
Vision The organization obtains knowledge from the use of processes by the team, project, program, and enterprise. This knowledge is shared across the organization. CMMI Support for Agile includes: Leveraging experience across the organization Knowledge sharing
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Example CMMI Attribute

7. Institutionalization (1/2)
Institutionalization is the ingrained way of doing business that an organization follows routinely as part of its culture.
Support for Agile includes: Introducing new methods Ensuring appropriate use of methods
This attribute is supported by CMMI generic practices.
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Example CMMI Attribute

7. Institutionalization (2/2)
Generic Goal 2 Institutionalize a Managed Process GP 2.1 GP 2.2 GP 2.3 GP 2.4 GP 2.5 GP 2.6 GP 2.7 GP 2.8 GP 2.9 GP 2.10 GP 3.1 GP 3.2 Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with High Level Management Establish a Defined Process Collect Improvement Information
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GP -Generic Practice

Generic Goal 3 Institutionalize a Defined Process

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Objectively Evaluate Adherence

A practical process shows what should be done. An enterprise-wide function is usually created to ensure that what should be done is done to avoid the ScrumBut. Such a function may be implemented in different ways, for example:
Agile Coaches Agile Program Management Office

The Nokia Test is one kind of evaluation that could be done. (next two slides)
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Nokia Test (1/2)

Created by Bas Vodde, Nokia Networks in Finland and refined by Jeff Sutherland, co-creator of Scrum Nine questions with answers between zero and ten (only showing extreme answers in example)
Question 1 Iterations 2 Testing 3 Specifications 4 Product Owner 0 points No iterations No dedicated testers on team No Requirements No Product Owner 10 points Fixed 4 weeks or less Software is fully tested and deployed each sprint Good user stories tied to specifications Product Owner who motivated team

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Nokia Test (2/2)

Question 5 Product Backlog 0 points No Product Backlog 10 points Single Product Backlog, clearly specified, prioritized, and Product Owner can measure Return on Investment Estimates produced by team and estimate error < 10% Burndown based on DONE, velocity known, Product Owner plans based on velocity No one disrupting team, only Scrum roles Team in hyperproductive state
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6 Estimates 7 Sprint Burndown Chart

Product Backlog not estimated No burndown chart

8 Team Manager or Project Disruptions Leader disrupt team 9 Team Tasks assigned to team members
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Experience C: CMMI Maturity Level 5 Scrum

This experience comes from organization that was CMMI Maturity Level 5. The organization determined that their processes were too heavy weight.
They embraced Lean Principles and determined that Scrum was the best approach for them.

Goal: Become lean while maintaining a high maturity CMMI rating They introduced Scrum across all their projects in a disciplined way.

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High Maturity Success Story

Systematic A/S is a success story using Scrum and XP in a high maturity CMMI Implementation. Addressed their business objectives with
doubled productivity cutting defects by 40% on top of years of other CMM and CMMI improvements.

Reappraised at CMMI Maturity Level 5 in May 2009 One of the world s first Agile CMMI Maturity Level 5 Companies
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Systematic A/S Papers

Systematic A/S is a Danish company Their 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
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Agile CMMI Performance Analysis

Project effort
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% CMMI 1

100 % CMMI

Rework Work Process focus

50 %

69 % 9% Adding SCRUM 35 %
4%

50 %

50 % 10 %
CMMI 5

25 % 6%
CMMI 5 SCRUM

Source: Systematic A/S

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Impediments
Data driven removal of impediments using control charts
Examples on causes:
Special competences Disk full Setup misunderstood COTS failed

Source: Systematic A/S

$Revision: : $Revision $ $

Root cause analysis of time to fix automatically generates ScrumMaster s impediment list. 33
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Story Process Efficiency

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

$Revision:

Objective: 60%
Source: Systematic A/S
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Objective: 50h
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Conclusion
Scrum + CMMI
Scrum avoids too much bureaucracy CMMI avoids ScrumBut and other mistakes support going from Good Scrum to Great Scrum (Hyperproductive) lead to organizational improvement

An agile implementation of CMMI can help institutionalize Scrum in an organization

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Questions?
Time for some questions?

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Certified ScrumMaster Course

Scrum Inc. provides a Certified ScrumMaster Course with an additional day to cover Scrum and CMMI For this and other offerings see: www.scrumfoundation.com

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More Detailed Information on the Subject

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 Second Edition released in March 2008
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