CMMI. The Agile Performance Holarch. Jeff Dalton. President of Broadsword Chief Evangelist, AgileCxO.org

Transcription

1 The Agile Performance Holarch A new model for building and evalua9ng Agile Capability Jeff Dalton President of Broadsword Chief Evangelist, AgileCxO.org CMMI Presented By:! Copyright 2017 AgileCxO.org

2 gility, Capability, and Stability Copyright 2017 AgileCxO.org

3 nto the storm Copyright 2017 AgileCxO.org

4 gility and Values are Symbio9c VALUES Fly the plane Collaborate with the crew Strive to Survive Communicate Depend on your training The Pilot is in command Sterile cockpit! Copyright 2017 AgileCxO.org

5 apability is the Price of Admission CAPABILITY IF-THEN-ELSE-IF COLLABORATION Emergency checklist Level the wings Slow to minimum speed Switch gas tanks Carb heat on Radio Center/ATC Assign Tasks Focus on instruments Follow the FARs A hands-off subsvtute for FMEA, Five-Whys, or Decision Analysis and ResoluVon Copyright 2017 AgileCxO.org

6 tability Allows us to focus on success STABILITY Safe flight Enjoyable trip Longer life LifeVme hobby Easier travel Pass it on to my children Copyright 2017 AgileCxO.org

7 AGILITY

8 gility is about values part 1 We are uncovering be^er ways of developing so_ware by doing it and helping others do it. Through this work we have come to value: viduals & InteracVons OVER Processes & Tools Working So_ware OVER Comprehensive DocumentaVon

9 gility is about values - part 2 Customer ollaboravon sponding to Change OVER OVER Contract NegoVaVon Following a Plan That is, while there is value in the items on the right, we value the items on the le_ more. Copyright 2001: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham,MarVn Fowler, Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries,Jon Kern, Brian Marick, Robert C. MarVn, Steve Mellor, Ken Schw Jeff Sutherland, Dave Thomas

10 ore agile values* Openness Courage Focus Visibility Commitment Sense of humor Respect Fail Fast Transparency *Derived from Exploring Scrum: The Fundamentals by Dan Rawsthorne and Doug Shimp

11 Values traceability is cri9cal to stability. AGILE VALUES FRAMEWORKS METHODOLOGIES MODELS CERMONIES, TECHNIQUES, PROCESSES

12 Empirical process control framework

13 Agile Traceability Example: Scrum TRANSPARENCY, FAIL FAST SCRUM DAILY STANDUP, SPRINT DEMO, INFORMATION RADIATORS, SHORT TIMEBOXES

14 CAPABILITY

15 CxOs fear their capabilifes aren t strong enough. * *Boston ConsulVng Group, 2012

16 85% of CEOs believe business process helps them share knowledge across divisions and regions.* * McKinsey & Co

17 apability maturity model integra9on The CMMI is a set of models that help organizavons in the Technology, Services, AcquisiVon, and Human Capital sectors build world-class capability

18 Defined process control frameworks Early adopters of CMMI were Defense, Manufacturing, High Tech Companies that leaned heavily on Defined Process Control Frameworks

19 rowth in CMMI adoption by agile organizations Agile organizavons are overlaying Agility on top of the proven capabilives that CMMI brings to their operavons.

20 Everything is vague to a degree you do not realize 4 you have tried to make it precise. - Bertrand Russell

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22 The Guide demonstrates how to build capability within an Agile Empirical Process Control environment at the PracFce Technique, and Ceremony level using the CMMI

23 mpirical process control framework oject Management Category Engineering Category Process Management Support Category

24 eremonies & techniques should be strengthened The Scrum Guide idenvfies the Proce Areas that will help to improve capabil with each Agile ceremony or technique, and wo through the improvement recommendavons.

25 ach is evaluated for capability

26 mplementa9on and evalua9on are cri9cal Agile ceremonies and techniques are comprised of behaviors, and the CMMI breaks them down into specific behaviors that can be improved. This leads to a stronger, more resilien Agile implementavon.

27 STABILITY

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29 A holon (Greek: ὅλον, holon neuter form of ὅλος, holos "whole") is something that is simultaneously a whole and a part.

30 Copyright 2017 AgileCxO.org The Agile Performance Holarchy is a hierarchy o Holons, all which can sta alone, and be part of a greater whole.

31 Performance Circles - Circle of related roles and funcvons Holon - A standalone set of acvons t must be energized as part of a greater whole Each Holon has: - ObjecFves in Agile context - Agile Ceremonies - Agile techniques

32 gile Performance Levels As a self-organizing organizavon, we adopted agile across all segments of our team so that minimal oversight is required to be successful. As a transforming organizavon, we are consistentl using agile techniques so all of our projects can be more collaboravve and self-organizing. As an adopvng organizavon, we are learning to adopt agile techniques so we can become more se organizing and producvve. Copyright 2017 AgileCxO.org

33 eading Valuing Describes the objecvves, behaviors, and cere required to design and deploy the set of Agile that will drive organizavonal behavior Enabling: Describes the objecvves, behaviors, and cere required to design and deploy the set of Agile that define the Capability Levels Visioning: Describes the objecvves, behaviors, and cere required to set and communicate a vision tha compavble with Agile Values and the desire t a healthy Agile organizavon Copyright 2017 AgileCxO.org Engaging: Describes the objecvves and behaviors requi be an agile "servant leader" that engages, me and parvcipates with the Agile community in organizavon

34 HOLON: VALUING Describes the objecvves, behaviors, and ceremonies required to design and deploy the set of Agile Values that will drive organizavonal behavior ObjecVve: Define and Deploy Agile Values ObjecVve: Align Agile values with frameworks, ceremonies, and techniques ObjecVve: Communicate Agile Values to your teams ObjecVve: Sustain, inspect, and adapt Agile Vales Copyright 2017 AgileCxO.org

35 nvisioning Planning Describes the objecvves, behaviors, and ceremonies required to Envision, Plan, and achieve consensus on product direcvon, defin teams, and understand sizing Defining Describes the objecvves, behaviors, and ceremonies required to define and priorivze th product or service's funcvonality at the Epic an User story Copyright 2017 AgileCxO.org

36 a9sfying Clarifying Describes the objecvves, behaviors, and cerem required to iteravvely evolve the business need User Stories and child stories, and to be^er understand the customer's needs Planning Describes the objecvves, behaviors, and cerem required to esvmate and plan for the upcomin sprint or iteravon, and to groom the backlog m sprint. Solving Describes the objecvves, behaviors, and cerem required to design and build a soluvon, and convnuously improve the development team Copyright 2017 AgileCxO.org Delivering Describes the objecvves, behaviors, and cerem required to plan an implement the soluvon usi incremental and iteravve approach

37 roviding ContribuFng Describes the objecvves, behaviors, and cerem required to idenvfy, capture, and deploy lesso based on the empirical experience of Agile tea Partnering Describes the objecvves, behaviors, and cerem required to define relavonships and agreemen between teams and internal or external partn and suppliers Empowering Describes the objecvves, behaviors, and acvo required to support an Agile culture with tool facilives, and team agreements Copyright 2017 AgileCxO.org

38 ffirming Confirming Describes the objecvves, behaviors, and ceremo required to evaluate team members for their adherence to agile values, frameworks, and techniques. Understanding Demonstrate business is receiving expected bene of Agile adopvon Copyright 2017 AgileCxO.org

39 eaming OperaFng: Describes the objecvves, behaviors, and ceremonies required to a capable Agile team, including co-located facilives, tools, team agreements, charters, and management infrastructure. Growing: Describes the objecvves, behaviors, and ceremonies required to a training, mentoring, and learning environment ReflecFng: Describes the objecvves, behaviors, and ceremonies required to experiences and improve performance, including RetrospecVves Learned, and a_er-acvon reviews Showing: Describes the objecvves, behaviors, and ceremonies required to understand performance and progress of the product and suppo teams Governing: Describes the objecvves, behaviors, and ceremonies required to a strong agile governance infrastructure for both product and pr performance Organizing: Describes the objecvves, behaviors, and ceremonies required to implement self-organizavon, interfaces with non-agile teams, an definivon of project manager and/or non-agile roles Copyright 2017 AgileCxO.org

40 gile Performance Assessment: Approach n observavon approach that is iteravve and incremental like Agile! Backwardly compavble with CMMI As a self-organizing organizavon, we adopted agile a segments of our team so that minimal oversight is r be successful. As a transforming organizavon, we are consistently agile techniques so all of our projects can be more collaboravve and self-organizing. As an adopvng organizavon, we are learning to ado techniques so we can become more self-organizing producvve. Copyright 2017 AgileCxO.org

41 The real dividends of stability A_er 2,500 hours, over 1,000 landings, convnuous training, learning, and building capability, we ve enjoyed a lifevme of safety and success!

42 Download the Guide to Scrum and CMMI h^p://cmmiinsvtute.com/cmmi-and-agile

43 PEAKER RESOURCES (blog)