Trends 2015: Case Study - Primavera by Miguel Barroso
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Presentation of Miguel Barroso, from Primavera BSS about the implementation of CMMI and Scrum at the company. - Organization - Success factors - The journey and challenges - Conclusions Supported by Strongstep's consultancy services.
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Trends 2015: Case Study - Primavera by Miguel Barroso
- 2. CMMI & SCRUM @PRIMAVERA Miguel Barroso MSc, PMP, CSP, CSM
- 3. Agenda • Organization • Success factors • The Journey and challenges • Conclusions
- 4. Organization 27.000 Customers with Contract 500 highly specialized partners 6 offices: Portugal, Spain, Angola, Mozambique, Cape Verde and United Arab Emirates 280 employees, 6 nationalities
- 6. Organization THE SOFTWARE OF CHOICE IN PORTUGAL OVERALL PORTUGUESE MARKET SHARE VS BRAND AWARENESS ABOVE 50 WORKERS Leader in the portuguese market 19% market share 53% spontaneous awareness Leader on brand awareness 0% 20% 15% 5% 10% 10% 20% 30% 60%40% 25% 50% PHC ETICADATA Microsoft SAP Winrest PRIMAVERASAGE Brandawareness Market share Source: IDC, december 2014
- 8. The Journey Organizational restructure 2013 2014 2015 (Q2) Process & Tool definition Challenges: First impact Mindset shift Learning curve Scampi-C appraisal Readiness Review Scampi-A appraisal Goals definition Evangelization Dissemination Piloting Challenges: People adaption Process adaption Integration Challenges: Fine-tuning Consolidation Maintain pace CMMI- DEV level 2!
- 9. In a nutshell 12 SCRUM Teams TFS Features Epics User stories Tasks Tests Risks Product Conception Release Management Software Development Requirements Management Configuration Management Audits Metrics Testing Teams Processes Tools
- 10. Conclusions Building it takes time, changing it takes even more time, so be patient Doing Agile is not being Agile People don’t resist change, they resist being changed CULTURE AGILE CHANGE
- 11. To improve is to change; to be perfect is to change often W. Churchill
Notas do Editor
- Business model based on an international network of over 500 certified partners. Customers in more than 20 countries.
- Try explaining to an individual which is already being challenged because of the change, that they’ll even get worst at first! You need to manage this frustration carefully so they don’t quit. Empresa com mais de 20 anos a utilizer processos => grande desafio de mudança Evolução do modelo de organização Equipas multi-disciplinares 1993 Organização por especialidade 2007 Versão 3.0 2014
- An organization working together with the same objectives in mind. We need to embrace the principles and values to really become Agile. It has to be part of us, the way we think and the way we act individually and with others. Peter Senge, author of the book “The Fifth Discipline”