Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination)

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1 Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination) Neil Potter The Process Group neil@processgroup.com 1

2 Agenda Summary of PMBOK, CMMI & Scrum PMBOK vs. CMMI vs. Scrum Keeping Sane Comparison: CMMI / PMBOK / Scrum 4. Project Integration 5. Project Scope 6. Project Time 7. Project Cost 8. Project Quality 9. Project Human Resource 10. Project Communications 11. Project Risk 12. Project Procurement 13. Project Stakeholder Obstacles Summary CMMI: Capability Maturity Model Integration 2

3 Intro. to Neil Ex-developer, consultant since 1990 Focus on improving project & organizational results world-wide Teach new skills (Scrum, requirements, PM, CMMI..) Fix project & organizational problems Stitch process stuff together (Scrum, CMMI, PMBOK,?) into team workflows Degree in Computer Science Certified Scrum Master Certified CMMI appraiser/trainer Certified 6-Sigma Green Belt Developer & project manager Texas Instruments ( 85-91) Consultant The Process Group (1990-current) 3

4 Summary of PMBOK, CMMI & Scrum Summary of CMMI practices at processgroup.com/condensed-cmmi1p3-dev-v1.pdf 4

5 Summary of PMBOK Definition of PM (depth) Exam to demonstrate knowledge Continuing education 4. Project Integration 5. Project Scope 6. Project Time 7. Project Cost 8. Project Quality 9. Project Human Resource 10.Project Communications 11. Project Risk 12.Project Procurement 13.Project Stakeholder 5

6 Summary of CMMI (Level 2) v1.3 Level 5 Optimizing Focus Process Areas Causal Analysis and Resolution Organizational Performance Quality Productivity 4 Quantitatively Managed 3 Defined 2 Managed Allocate time for work Plan work Manage change Know status / quality 1 Initial Organizational Process Performance Quantitative Project Integrated Project (IPM) Risk (RSKM) Decision Analysis and Resolution (DAR) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Requirements (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Measurement and Analysis (MA) Configuration (CM) Process and Product Quality Assurance (PPQA) Supplier Agreement (SAM) Risk Rework 6

7 Visibility Into the Process Level 1 IN OUT Process is an amorphous entity Visibility into the project s process is limited Difficult to establish the status of the project s progress and activities Based Copyright on Intro CMMI class The Process Group. All rights reserved. 7

8 Visibility Into the Process Level 2 Chunks of work (increment, sprint, phase) IN OUT Customer requirements and work products are managed Basic project management practices have been established Project management practices allow visibility into the project on defined occasions reacts to problems as they occur Based Copyright on Intro CMMI class The Process Group. All rights reserved. 8

9 Level 5 Optimizing Summary of CMMI (Level 3) v1.3 Focus Process Areas Causal Analysis and Resolution Organizational Performance Quality Productivity 4 Quantitatively Managed Use / refine standard org. practices Estimate with data Coordinate projects Manage risk Systematic decisions Elicit requirements Design 3 Defined 2 Managed Defect removal Learn and improve 1 Initial Organizational Process Performance Quantitative Project Integrated Project (IPM) Risk (RSKM) Decision Analysis and Resolution (DAR) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Requirements (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Measurement and Analysis (MA) Configuration (CM) Process and Product Quality Assurance (PPQA) Supplier Agreement (SAM) Risk Rework 9

10 Visibility Into the Process Level 3 IN OUT Tasks in the project s defined process are visible Accurate and rapid status updates are available proactively prepares for risks that may arise processgroup.com/what-does-a-great-product-development-group-look-like/ Based Copyright on Intro CMMI class The Process Group. All rights reserved. 10

11 Summary of Scrum Daily standup (Scrum) Task Board Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Burndown Charts 11

12 PMBOK vs. CMMI vs. Scrum Definition of PM (depth) Exam to demonstrate knowledge Continuing education Project management framework - Early feedback + Agile requirements Scrum Master + Product Owner certification via simple test Definition of PM + Engineering + Process Improvement (practices + examples) Appraisal of an organization to demonstrate implementation and mastery Renewal appraisals required every 3 years to maintain a rating 12

13 Comparison 14

14 Level 5 Optimizing 4. Project Integration 5. Project Scope 4 Quantitatively Managed 6. Project Time 3 Defined 7. Project Cost 8. Project Quality 9. Project Human Resource 10.Project Communications 2 Managed 11. Project Risk 12.Project Procurement 13.Project Stakeholder 1 Initial Summary of Mapping Focus Process Areas Causal Analysis and Resolution Organizational Performance Organizational Process Performance Quantitative Project Integrated Project (IPM) Risk (RSKM) Decision Analysis and Resolution (DAR) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Requirements (REQM) (Scrum) Project Planning (PP) (Scrum) Project Monitoring and Control (PMC) (Scrum) Measurement and Analysis (MA) (Scrum) Configuration (CM) Process and Product Quality Assurance (PPQA) Supplier Agreement (SAM) Quality Productivity Risk Rework 15

15 Keeping Sane Follow the Flow You Want Project Supplier Process and Product Check Configuration PMBOK Project Planning with assets, data, program-level tracking Risk management Training Organizational improvement Backlog Planning REQM REQM REQM ò ò ò Sprint 1 Sprint 2 Sprint 3 Requirements / Elicitation / Scope Project Planning / Program Planning PMBOK Planning Green = Maturity Level 2 PAs Blue = Maturity Level 3 PAs Burgundy = PMBOK Requirements Design Code Test Integrate Test Release (Engineering) Requirements Design Code Test Integrate Test Release (Engineering) Requirements Design Code Test Integrate Test Release (Engineering) 16

16 Agenda Summary of PMBOK, CMMI & Scrum PMBOK vs. CMMI vs. Scrum Comparison: CMMI / PMBOK / Scrum 4. Project Integration 5. Project Scope 6. Project Time 7. Project Cost 8. Project Quality 9. Project Human Resource 10. Project Communications 11. Project Risk 12. Project Procurement 13. Project Stakeholder Obstacles Summary 17

17 Truly Managing a Project Achieve desired goal: Meet customer expectations Deliver within agreed constraints (cost, schedule, quality) Throughout: Manage expectations, risks, stakeholders, communication, changes, cost, schedule, quality PMBOK, CMMI & Scrum practices are used to: a) Address project management & engineering problems b) Address project goals 18

18 CMMI Maturity Level for this Process Area Weak 4. Project Integration PMBOK Practices CMMI Practices Scrum 4. Project Integration 4.1 Develop Project Charter 4.2 Develop Project Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase REQM [2] SG 1 PP [2] SG 1 SG 2 SG 3 PMC [2] SG 1 SP 1.7 Requirements are managed and inconsistencies with project plans and work products are identified. Estimates of project planning parameters are established and maintained. A project plan is established and maintained as the basis for managing the project. Commitments to the project plan are established and maintained. Actual project progress and performance of the project are monitored against the project plan. Review the project s accomplishments and results at selected project milestones. IPM [3] SP 1.7 Contribute process-related experiences to organizational process assets. REQM: Requirements IPM: Integrated Project PP: Project Planning PMC: Project Monitoring and Control 19

19 4.1 Develop Project Charter 4.2 Develop Project Plan 4.5 Perform Integrated Change Control Scrum 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work Daily standup (Scrum) Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Task Board Burndown Charts 20

20 5. Project Scope Scrum PMBOK Practices CMMI Practices 5. Project Scope 5.1 Plan Scope 5.2 Collect Requirements Traceability REQM [2] SG 1 SP 1.4 Requirements are managed and inconsistencies with project plans and work products are identified. Maintain bidirectional traceability among requirements and work products. 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope RD [3] SG 1 PP [2] SP 1.1 Stakeholder needs, expectations, constraints, and interfaces are collected and translated into customer requirements. Establish a top-level work breakdown structure (WBS) to estimate the scope of the project. VER [3] SG 3 VAL [3] SG 2 Selected work products are verified against their specified requirements. The product or product components are validated to ensure they are suitable for use in their intended operating environment. REQM: Requirements RD: Requirements Development PP: Project Planning VER: Verification VAL: Validation 21

21 Scrum / Agile + REQM + RD PMC (progress tracking and corrective action) MA (objectives & measures) CM (baselines & versions) SAM (supplier selection & management) PPQA (process & product check) IPM (planning w/ assets, data, program-level tracking) RSKM (risk management) OT (planned training program) OPF (process improvement focus) OPD (process asset creation / update) DAR (tradeoffs using criteria) Backlog Planning REQM REQM REQM ò ò ò Sprint 1 Sprint 2 Sprint 3 REQM / RD PP / IPM (plans, estimates) Green = Maturity Level 2 PAs Blue = Maturity Level 3 PAs Requirements (RD) Design (TS) Implement (TS) Test / Peer Review (VER) Integrate (PI) Test (VAL) Release Requirements (RD) Design (TS) Implement (TS) Test / Peer Review (VER) Integrate (PI) Test (VAL) Release Requirements (RD) Design (TS) Implement (TS) Test / Peer Review (VER) Integrate (PI) Test (VAL) Release 22

22 6. Project Time 24

23 6. Project Time Scrum PMBOK Practices CMMI Practices 6. Project Time 6.1 Plan Schedule 6.2 Define Activities PP [2] SP 1.2 SP 1.4 Establish and maintain estimates of work product and task attributes. Estimate the project s effort and cost for work products and tasks based on estimation rationale. 6.3 Sequence Activities 6.4 Estimate Activity Resources SP 2.1 SP 2.4 Establish and maintain the project s budget and schedule. Plan for resources to perform the project. 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule PMC [2] SP 1.1 IPM [3] SP 1.1 Monitor actual values of project planning parameters against the project plan. Establish and maintain the project's defined process from project startup through the life of the project. SP 1.5 Manage the project using the project plan, other plans that affect the project, and the project s defined process. SP 2.2 Participate with relevant stakeholders to identify, negotiate, and track critical dependencies. IPM: Integrated Project PMC: Project Monitoring and Control 25

24 Agile / Scrum Tracking Daily standup (Scrum) Monitor: Actual values (points, effort) Commitments (sprint goals) Risks Project data Stakeholder involvement Need to add to Scrum for PMC Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Burndown Charts 26

25 Manage the Project Using the Integrated Plans (SP 1.5) Example robustness includes: Using the defined entry and exit criteria to authorize the initiation and determine the completion of the tasks Monitoring the activities that could significantly affect the actual values of the project's planning parameters Tracking the project's planning parameters using measurable thresholds that will trigger investigation and appropriate actions Monitoring product and project interface risks Managing external and internal commitments based on the plans for the tasks and work products of implementing the project's defined process Reference - CMMI 1.3, PDF page

26 Example Threshold Using Earned Value (SP 1.5) Total Spent Earned Plan Total Plan Earned $ Spent If SPI < 0.8 replan If CPI < 0.9 replan SPI: Schedule Performance Index. CPI: Cost Performance Index. 28

27 Agile / Scrum Threshold Examples Daily standup (Scrum) Burndown rate < 20% of goal for >3 days >20% of work is incomplete after 50% of the sprint 30% of stories are incomplete after 75% of the sprint Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Burndown Charts 29

28 7. Project Cost 30

29 7. Project Cost Scrum PMBOK Practices CMMI Practices 7. Project Cost 7.1 Plan Cost 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs PP [2] SP 1.2 SP 1.4 SP 2.1 Establish and maintain estimates of work product and task attributes. Estimate the project s effort and cost for work products and tasks based on estimation rationale. Establish and maintain the project s budget and schedule. SP 2.4 Plan for resources to perform the project. Measurement and Analysis is used to define objectives, measures and analysis PMC [2] SP 1.1 IPM [3] SP 1.1 SP 1.5 Monitor actual values of project planning parameters against the project plan. Establish and maintain the project's defined process from project startup through the life of the project. Manage the project using the project plan, other plans that affect the project, and the project s defined process. 31

30 8. Project Quality 32

31 8. Project Quality (1 of 2) Project work flow Sprint 1 Sprint 2 Sprint 3 Process and Product Quality Assurance (PPQA) [2] Process and work product checks of all / selected project activities against defined practices E.g., audits, peer reviews with objective reviewer Verification (VER) [3] Activities to find errors between project start and final validation E.g., peer reviews, component test, simulation Validation (VAL) [3] Activities to check that the product/system works in the intended environment E.g., simulation, system test, acceptance test 33

32 8. Project Quality (2 of 2) Scrum PMBOK Practices CMMI Practices 8. Project Quality 8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Control Quality PPQA [2] SP 1.1 SP 1.2 SP 2.1 SP 2.2 VER [3] SG 1 SG 2 SG 3 Objectively evaluate selected performed processes against applicable process descriptions, standards, and procedures. Objectively evaluate selected work products against applicable process descriptions, standards, and procedures. Communicate quality issues and ensure the resolution of noncompliance issues with the staff and managers. Establish and maintain records of quality assurance activities. Preparation for verification is conducted. Peer reviews are performed on selected work products. Selected work products are verified against their specified requirements. VAL [3] Preparation for validation is conducted. SG 1 SG 2 The product or product components are validated to ensure they are suitable for use in their intended operating environment. 34

33 ScrumBut I do Scrum, but I don t do: User stories Automated testing Sprints Burndown charts Retrospectives What does your team do? Are they Agile or Agile-declared? 35

34 Adding Gates and Governance Establish gates at the end of each, or several, sprints: Negotiate upfront what will be available at the gates (some design, some code, some tests). Work with process QA staff early so that there is agreement as to what will be audited and when. Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Review Backlog Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Review Backlog Sprint Planning 36

35 9. Project Human Resource PMBOK Practices CMMI Practices Scrum 9. Project Human Resource 9.1 Plan Human Resource 9.2 Acquire Project Team PP [2] SP 2.4 SP 2.5 OPD [3] SP 1.7 Plan for resources to perform the project. Plan for knowledge and skills needed to perform the project. Establish and maintain organizational rules and guidelines for the structure, formation, and operation of teams. 9.3 Develop Project Team 9.4 Manage Project Team IPM [3] SP 1.6 SP 2.1 Establish and maintain teams. Manage the involvement of relevant stakeholders in the project. OT [3] SG 2 Training for individuals to perform their roles effectively is provided. OPD: Organizational Process Definition OT: Organizational Training 37

36 Skills: Framework vs. Complete Solution? Goal setting Setting priorities Eliciting, writing and analyzing requirements Release planning Project planning Design practices Stakeholder management Estimation Risk management Communication and expectation-setting with stakeholders Schedule creation (dependencies, resource leveling) Negotiation Work tracking, project status and metrics Configuration management Coding (language and domain) Peer reviews and verification Testing Supplier selection and management 38

37 10. Project Communications Scrum PMBOK Practices CMMI Practices 10. Project Communications PP [2] SP 2.6 Plan the involvement of identified stakeholders Plan Communications PMC [2] SP 1.6 Periodically review the project's progress, performance, and issues Manage Communications SP 1.7 Review the project s accomplishments and results at selected project milestones Control Communications IPM [3] SG 2 Coordination and collaboration between the project and relevant stakeholders are conducted. All PA s GP 2.7 Identify and involve the relevant stakeholders of the process as planned. PA: Process Area GP: Generic Practice 39

38 Communication and Process Maturity Maturity Level 1 A group of individuals called a team No common goal Communication sporadic PM performs little or no project management Loner Upset Clique Coding something Maturity Level 2 / Scrum A team Common goal among team Communication periodic PM / Scrum Master facilitates Maturity Level 3 Many teams work together Common group goal Systematic communication (teams, across teams) PM proactive 40

39 11. Project Risk 41

40 11. Project Risk PMBOK Practices CMMI Practice Scrum 11. Project Risk 11.1 Plan Risk 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks PP [2] SP 2.2 PMC [2] SP 1.3 RSKM [3] SG 1 SG 2 SG 3 Identify and analyze project risks. Monitor risks against those identified in the project plan. Preparation for risk management is conducted. Risks are identified and analyzed to determine their relative importance. Risks are handled and mitigated, as appropriate, to reduce adverse impacts on achieving objectives. Quantitative risk management (analysis of risk effects) is an advanced example implementation of SG 2, Risks are identified and analyzed. 42

41 12. Project Procurement Scrum PMBOK Practices 12. Project Procurement 12.1 Plan Procurement 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements SAM [2] SP 1.1 SP 1.2 SP 1.3 SP 2.1 SP 2.2 CMMI Practices Determine the type of acquisition for each product or product component to be acquired. Select suppliers based on an evaluation of their ability to meet the specified requirements and established criteria. Establish and maintain supplier agreements. Perform activities with the supplier as specified in the supplier agreement. Ensure that the supplier agreement is satisfied before accepting the acquired product. SP 2.3 Ensure the transition of the products acquired from the supplier. SAM: Supplier Agreement 43

42 13. Project Stakeholder Scrum PMBOK Practices CMMI Practices 13. Project Stakeholder PP [2] SP 2.6 Plan the involvement of identified stakeholders Identify Stakeholders 13.2 Plan Stakeholder PMC [2] SP 1.6 SP 1.7 Periodically review the project's progress, performance, and issues. Review the project s accomplishments and results at selected project milestones Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement IPM [3] SG 2 All PA s GP 2.7 Coordination and collaboration between the project and relevant stakeholders are conducted. Identify and involve the relevant stakeholders of the process as planned. PA: Process Area GP: Generic Practice 45

43 13. Project Stakeholder Program manager or Scrum of Scrums Ship Date Sprint start Sprint end Deliverable 2 Deliverable 8 Package & Ship Deliverable 1 Deliverable 7 Integrate & Test Deliverable 3 Deliverable 4 Deliverable 5 Deliverable 6 Jan Feb Mar Apr May Jun 46

44 Keeping Sane Follow the Flow You Want PMC (progress tracking and corrective action) MA (objectives & measures) CM (baselines & versions) SAM (supplier selection & management) PPQA (process & product check) PMBOK 4-13 IPM (planning w/ assets, data, program-level tracking) RSKM (risk management) OT (planned training program) OPF (process improvement focus) OPD (process asset creation / update) DAR (tradeoffs using criteria) Backlog Planning REQM REQM REQM ò ò ò Sprint 1 Sprint 2 Sprint 3 REQM / RD PMBOK 5 PP / IPM PMBOK 4-13 (plans, estimates) Green = Maturity Level 2 PAs Blue = Maturity Level 3 PAs Burgundy = PMBOK Section Requirements (RD) Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release Requirements (RD) Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release Requirements (RD) Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release 47

45 Obstacles Usually Hidden Behind Excuses Accountability: There is no way to estimate an IT project Sometime this year Wow, hmm, ha, it s a lot of work, hmm, [don t make me think or be accountable] PM Nature: The dislike of making decisions, conflict and negotiation. Not realizing the accountability leads to trust 48

46 Summary PMBOK, CMMI & Scrum are after the same things: Established goals, managed scope, visibility. No backbone, the dislike of decisions, negotiation, conflict and accountability will kill all schemes. Staying sane: Start with the workflow and results you want. Add practices from PMBOK, CMMI, Scrum. Stay focused on the project goal. Refine. Related articles at: processgroup.com/blog/ 49

47 Q & A 50

48 Additional Materials 51

49 Scrum & Waterfall Create something every sprint Req Design Code Unit Test Sys. Test Accept. Test Sprint Scrum 70% R 30% 70% R 30% 70% D 30% 70% D 30% 70% C 30% 70% C 30% 70% C 30% 40% T 60% 50% T 50% 60% T 40% 70% T 30% 80% T 20% 90% T 10% 100% T 0% 70% Requirements 30% Other (Requirements, Design, Code, unit Test, system Test, acceptance Test?) 52

50 Summary of Level 3 Other Engineering Practices Design: Architecture + design notes Peer-reviews to find defects Check interfaces for errors Component test System test Analyze the results: e.g., defect density, pass/escape rate, cause 53

51 Use Small Checklists Requirements þ~~~~~ þ~~~~~ þ~~~~~ þ~~~~~ Planning/Tracking þ~~~~~ þ~~~~~ þ~~~~~ þkickoff Engineering þ~~~~~ þ~~~~~ þ~~~~~ þsprint Review Summarize and reference existing best practices Sprint Retrospective þ~~~~~ þ~~~~~ þ~~~~~ Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Review Backlog Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Review Backlog Sprint Planning 54

52 Generic Practices Organizational Process Assets GP 3.1: Establish and maintain the description of a defined process. GP 3.2: Collect process-related experiences to support the future use Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Sprint 1 Sprint 2 Sprint 3 Project work flow Retrospective / progress / quality data Retrospective / progress / quality data Retrospective / progress / quality data Organize Assets Improve the process Add tailoring options Improve tools Train 55

53 Planning Using Best Practices and Data Use existing assets [IPM SG1] The Organization s Process Assets Organization's Set of Standard Processes Lifecycle Model Descriptions Work Environment Standards Team Rules and Guidelines Tailoring Guidelines Organization's Process Asset Library Organization's Measurement Repository Use Project A s Process Project A Plan Project B s Process Project B Plan Refine Project C s Process Project C Plan [IPM = Integrated Project ] 56

54 Source: CMMI-DEV, V1.3 Generic Practices Plan <activity>, Control <activity> GG 2 The process is institutionalized as a managed process. Establish and maintain an organizational policy for planning and performing the GP 2.1 process. 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 Establish and maintain the plan for performing the process. Provide adequate resources for performing the process, developing the work products, and providing the services of the process. Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process. Train the people performing or supporting the process as needed. Place selected work products of the process under appropriate levels of control. Identify and involve the relevant stakeholders of the process as planned. Monitor and control the process against the plan for performing the process and take appropriate corrective action. Objectively evaluate adherence of the process and selected work products against the process description, standards, and procedures, and address noncompliance. Review the activities, status, and results of the process with higher level management and resolve issues. 57

55 References 1. A Guide to the Project Body of Knowledge (PMBOK Guide), Fifth Edition. Project Institute. 2. Adding Practices to Scrum to Achieve Your Goals (and comparison with CMMI Level 3) processgroup.com/pgpostapr2013.pdf 3. CMMI: Guidelines for Process Integration and Product Improvement Potter, N., Sakry, M., Making Process Improvement Work - A Concise Action Guide for Software Managers and Practitioners, Addison-Wesley, processgroup.com/our-book 5. Expediting CMMI Maturity Level 3-10 Essential Tips and Their Demons 6. Blogs: 58

56 Services services/ 59

57 Agile/Scrum Workshop services18asdcs/ Coaching senior-managementone-on-one-and-teamcoaching/ Events & Webinars events/ anytime-webinars/ 60