This presentation was provided at the Cincinnati Day of Agile 2012.

1. Agile Maturity
SCRUM + CMMI = SCRUMMI?

2. About Me
Project Management
25+ Years
PMP since 2001
CSM since 2010
Roles
SCRUM Master and Coach
Program Manager
Project Manager
CTO
VP Operations, AFCEA Fort Knox Gold Vault Chapter
CMMI Process Consultant

3. Agenda
• Overview of CMMI
• Agile Manifesto
• Life Cycles
• Life Cycle Division
• Maturity Artifacts
• Tools

4. Overview of CMMI
• Process Models (There are 3)
– Acquisitions
– Development
– Services
• Goals and Practices (there are 2)
– Specific
– Generic
• Process Areas (there are 22)
– Measurements and Analysis (MA)
– Integrated Project Management (IPM)
– Process and Product Quality Assurance (PPQA)
– Project Planning (PP)
– Etc.
• Goals are the only required component of CMMI.

5. Agile Manifesto
“We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we
have come to value [the following]:
• 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.”

6. Life Cycle Confusion
The Project
• This diagram has all of the PMLC and SDLC
Life Cycle phases represented.
• You can not pull out what is project
management vs. what is system
development.
• A challenge: Show this
to your team and ask
them, “Where do we
do peer reviews?”. You
will get different
answers from different
team members.

7. Life Cycle Division
• There are separated life
cycles.
• The Project Management on
the left belongs to the project
manager and his designees.
• The System Development
clearly is owned by the
development team lead and
his designees.
• In all of this Monitoring and
Control functions need to be
applied to both sides.
– Project Monitoring (Quality)
– Product Monitoring (Quality)

8. Demonstrate a Division
Initiation Inception
• Charter (High Level • High Level Requirement
Scope)
• Assumption/Constraints
Elaboration
• Detailed Req.
• High Level
Requirements Design
Planning • Detailed Design
• Schedule • Peer Reviews
(dependencies) Construction
• Processes to be planned • Code
Execution • Executables
• Monitoring • Peer Reviews
• Status Reporting Testing
Close • Test Cases
• Lessons Learned • Req. Traceability
• Archival Implementation
• Estimates vs. Actual • Product
Post Imp.
• Lessons Learned

9. Maturity Artifacts
• Key Artifacts
– Project Schedule (Traditional)
– Product and Sprint Backlog (Agile) with resources
• Work Breakdown Structure
– WBS (Traditional)
– Product Backlog (Agile)
• Velocity / Burndown Charts
– Easy Management Reporting
– Measurements (Estimates vs. Actuals)
• Earned Value
– Traditional
• Must be a mature organization to obtain value from Earned Value
Management.
– Agile
• Does this bring value to the organization above and beyond what Agile
reporting already provides.

10. Agile Life Cycle
Agile Project Management
Project Management Plan (Overarching for all Agile Projects)
Risk Mgmt. Issue Mgmt. Change Mgmt. etc.
Product Backlog (WBS)
Sprint Backlog (Schedule, dependencies, assignments, etc..
System Development Test Plans and Cases
Technical Specifications Deployment Strategy
Architecture diagrams, etc. Defect Tracking/Bug Fixes
Peer Reviews
Requirements Management and Traceability

11. Demonstration
Excel Example: Sprint Backlog

12. Agile Tools
Standard Agile tools Sprint Burn Down
can help meet 700
practices and goals. 600
500
Work
400
Estimates vs. Actuals 300
200
Planned work
Actual work
100
0
Product Burn Down
12
12
12
12
12
2
2
2
01
01
01
20
20
20
20
20
/2
/2
/2
1/
3/
5/
7/
9/
11
13
15
1/
1/
1/
1/
1/
1/
1/
1/
Date
Incomplete Stories
Velocity
New Stories
Actual Velocity
Planned Velocity
Burn down chart can
serve as your Basis
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Sprints
Sprint 5 Sprint 6
of Estimate (BOE) as
well as requirements
tracking.

13. Measures and Analysis
Sprint Burn Down
700
600
500
Work
400
Planned work
300 Actual work
200
100
0
12
12
12
12
12
2
2
2
01
01
01
20
20
20
20
20
/2
/2
/2
1/
3/
5/
7/
9/
11
13
15
1/
1/
1/
1/
1/
1/
1/
1/ Date

14. Measures and Analysis
Product Burn Down
Incomplete Stories
Velocity
New Stories
Actual Velocity
Planned Velocity
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6
Sprints

15. Summary – Generic Practices
GP 2.1 Establish an Organizational Policy Management Commitment
GP 2.2 Plan the Process Sprint Planning
GP 2.3 Provide Resources Sprint Backlog
GP 2.4 Assign Responsibility Agile Roles
GP 2.5 Train People Deployment Approach
GP 2.6 Manage Configurations Interim Work Products
GP 2.7 Identify and Involve Relevant Stakeholders Stand Up Meetings
GP 2.8 Monitor and Control Process Burn Down Rates
GP 2.9 Objectively Evaluate Adherence Continuous Oversight

16. Summary – Generic Practices
GP 2.10 Review Status with Higher Level Management Analytics
GP 3.1 Establish A Defined Process Define Agile Method
GP 3.2 Collect Improvement Information Reviews and Retrospectives
Agile Methodologies overlap with
CMMI engineering and project
management
practices, which, enhances both
Agile and CMMI.

17. Questions?

18. Thank you!
Twitter: @ProfMartyScrum
LinkedIn:
http://www.linkedin.com/in/martinlharboltpmp
Blog:
http://askthescrummaster.blogspot.com/