Existen muchos mitos alrededor de Agile vs CMMI/ISO. Muchos de ellos tienen su origen en una mala o inapropiada aplicacion de dichos enfoques mas que en una real diferencia en su escencia. Si bien tienen principios diferentes y hasta alcances distintos, su mision es similar: la calidad integral del producto final, en terminos de funcionalidad y atributos no funcionales, como tambien de optimizacion de costos y tiempos. No es menos cierto que nacieron en contextos y epocas diferentes, pero a pesar de ello se encuentran muchos puntos en comun cuando no complementarios. Segun mi experiencia hemos tenido aciertos y errores en su utilizacion, sobre los que hemos evolucionado en base al aprendizaje continuo. Una de las principales conclusiones es que el mejor enfoque y conjunto de practicas y tecnicas a aplicar en un proyecto depende de cada caso particular, y tenemos que evitar la generalizacion y/o creacion de preceptos excluyentes, definiendo mas bien criterios generales de
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
Agiles 2009 - An Evolutive Approach From Cmmi Iso - Miguel Insaurralde
1. Agile: an evolutive approach
from CMMI-ISO
Miguel Insaurralde
Motorola Argentina Software Center
Motorola Public
2. This presentation
It is not ….
• a compilation of industry experience nor…
• a model for Agile adoption
It is …
• sharing the experience of a SW center
introducing Agile process…
• within an existing CMMI-ISO culture and set of
practices …
• and proposing a postulate:
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3. Postulate
Agile evolution rather than substitution
• SW dev changes with technology & market
Experience best practices throughout time
• Properly used help to reuse knowledge
CMMI/ISO + Agile can boost mutually
• Complemented and empowered
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4. Motorola Argentina Software Center
Variety of projects since 2001
• Embedded and Platform for mobile
communications & devices management
• Applications for public safety, assets tracking,
multimedia content management
Quality standards
• CMM-3 in „03, CMM-5 in „04, CMMI-5 in „07
• ISO 9001:2000 in „06, ISO 9001:2008 in „09
Agile first project „07 org adoption „08
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5. SW development evolution
THE MYTHICAL NO SILVER KNOWLEDGE & TEAMWORK &
THE INTERNET
MAN-MONTH BULLET PRACTICES COLLABORATION
UPFRONT MODELS CHANGEABLE
SOFTWARE AS
TO MINIMIZE WORKING
UNIQUE MEASURE
CHANGES SOFTWARE
Technology„s capacity of change
Business velocity
Motorola Public Miguel Insaurralde, Oct-09 5
7. What “Agile adoption” means for us…
• New Agile process definition
• Integrated within existing Quality Management
System
• Integrated with some existing practices
• Different certainty and commitment basis
• Demanding interaction with pairs and
stakeholders
• Different involvement in decision-making process
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8. Some myths to overcome…
• Main focus only on intermediate artifacts, not
in real product
• Team members just limit to follow a plan of
upfront assigned tasks
• Release date is only a best guessing, true
deadline is iteration end-date
• Do not make any mid / long-term decision,
you are not going to needed
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9. Ideal context
• Balanced timing… not too early / too late
• Stakeholders aligned to decisions timing
• Base decisions on facts and feedback (from
product increments) and previous experience
• Continuous Integration & Test Automation
• Decision-making spread among affected
groups, ready for breaking changes
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10. Different “real” contexts
• Life-cycle creation / enhancements / maintenance
• Dependencies customized / single version,
framework / solutions
• Teams & decision-makers co-located / distributed
• Team volatile, different skills & experience levels
• Obligation exploratory / intermediate / customer
delivery
• Defects impact repair, recall, company image
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11. Adaptability to different contexts
Wide range of
projects can
Lack of Product Owner
adopt Agile
availability
Continuous Integration / Test
Many require
significant Automation not feasible
tailoring Separate QA team (product
certification: interoperability,
capacity)
Gap:
beware, and Parallel teams or distributed
adjust product mgmt
accordingly
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12. AGILE
ADOPTION
What Agile empowers
CONTRIBUTION
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13. Requirements understanding Contributions
Progressive
Upfront
agreement over
assumptions
expected results
Frequent feedback and testing
Visibility of business value
Better trade-off decisions
Motorola Public Miguel Insaurralde, Oct-09 13
14. Technology usage Contributions
Release early, release often test
early, test often
Continuous integration and test
automation require deep
understanding
Support from pairs
Understood Comprehended
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15. Teamwork & collaboration Contributions
Daily exposure at Standup meetings
Commitment with pairs
Work progress visibility in Reviews
Commitment Ownership
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16. Team learning & improving Contributions
Per-iteration
Per-project
product & team
wide spectrum
focused
Monthly and short-duration
Reviews outcome is a key
input
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17. AGILE
ADOPTION
What empowers Agile
INTEGRATED
Motorola Public Miguel Insaurralde, Oct-09 17
18. CMMI-ISO & Lean (1) Integration
Eliminate waste – org level
• Feedback (engineers, customers, metrics)
• CMMI Org Innovation & Deployment
(business case definition, pilot & deploy)
• CMMI Organizational Process Definition
• CMMI Causal Analysis
Amplify learning – from teams to org
• Knowledge area teams, Org training plan
Motorola Public Miguel Insaurralde, Oct-09 18
19. CMMI-ISO & Lean (2) Integration
Build integrity in
• Independent audits & control
• Customer feedback mechanisms
See the whole
• “System thinking” through organizational
groups: OPG / SEPG, Security Council, CM /
Agile forums
Motorola Public Miguel Insaurralde, Oct-09 19
20. CMMI-ISO & Lean (2) Integration
… ALL OF THESE CONTRIBUTE TO DETERMINE
WHAT “ADDS VALUE” TO THE BUSINESS
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21. AGILE
ADOPTION
After some time doing Agile
CONCLUSIONS
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22. Agile requires strong discipline
Focus on goals and deliveries
Clear “Working SW” and
“Done” concepts
Backlogs consistency
throughout project life
Product Owner
involvement
Demanding tools integration
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23. Risks to have in mind
Do not discard valuable pre-
existing practices
Do not assume it will work
smoothly
Keep an eye on
organizational effort
Motorola Public Miguel Insaurralde, Oct-09 23
24. Impact in Culture
Planned training
& coaching Newbie team members
Personal interaction
New certainty basis
Organizational
follow-up Understanding Agile
values & culture takes
time
Be prepared for
Time and learning
diverse required to find balance
reactions
Motorola Public Miguel Insaurralde, Oct-09 24
25. Summary
Agile within our CMMI-ISO organization...
Makes significant contributions even for very different contexts
Can be powered with existing organizational assets
Requires investment in training, coaching and assessment
Needs wise tailoring to keep product & org vision
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26. Some more slides…
BACKUP
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27. CMMI-ISO organization Integration
Quality Management System + Process Areas
IMPROVEMENT CONTROL
Audits
Input: feedback,
metrics & trends Preventive
and corrective
Output: trainings,
actions
process, support
May stop a
Who: engineers
shipment
EXECUTION
Process & tools
Best practices & experience
Motorola Public Miguel Insaurralde, Oct-09 27
29. Engineering practices (1) Integration
Requirements management
• Elicitation techniques, classification
• Requirements Specification , Use Cases
when suitable (interfaces, etc.)
Coding standards & static analysis
• Organizational standards and support
(Security Council, CM forum, SEPG)
Motorola Public Miguel Insaurralde, Oct-09 29
30. Engineering practices (2) Integration
Estimations
• Existing techniques & tools
Change management
• Experience with distributed teams & different
stakeholders structures
Quality Assurance
• Test development techniques & guidelines
• Test management
Motorola Public Miguel Insaurralde, Oct-09 30
31. Management practices Integration
Risk management
• State & classify, define actions, follow-up
• Historical data and taxonomies
Cost management
• Cost ≠ Progress, but both need tracking.
Every project has somehow an allocated
budget for a given scope
• Buffers, trends, deviations are useful tools
Motorola Public Miguel Insaurralde, Oct-09 31
32. Risks to have in mind (1)
Do not discard valuable pre-existing practices
• Manage risks of having changes that can be
anticipated
• Use detailed specifications when needed
• Estimation & scheduling techniques for high and low-
level
• Scope management to improve decisions timing
Motorola Public Miguel Insaurralde, Oct-09 32
33. Risks to have in mind (2)
Do not assume it will work smoothly
• Collaboration & Involvement is not easy to reach, use
HR management techniques
• Possible tools integration and setup issues
Keep an eye on organizational effort
• Team members „Organizational time‟ is hard to obtain
Motorola Public Miguel Insaurralde, Oct-09 33