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Funded by the U.S. government as a research & development lab; (FFRDC)
Funded by the U.S. government as a research & development lab; (FFRDC)
Created in 1984 and administered by Carnegie Mellon University
Headquartered in Pittsburgh, PA; offices and support worldwide

Outline
Adoption Statistics
CMMI & Agile
CMMI & High Maturity
Three Constellations
A Toolkit for Superior Performance

CMMI-DEV Adoption Has Been Rapid
Intro: 100+K trained as of 3/31/09
35K in last two years
Growth now linear, not exponential
SEI-sanctioned translations available
Japanese
Traditional Chinese (DEV and ACQ)
French
German
SCAMPI A appraisals
About 1000 per year
(Rightmost bar represents a partial year)

28 countries with 10 or more appraisals (Aug 06 -> Dec 08):
28 countries with 10 or more appraisals (Aug 06 -> Dec 08):
USA     598 -> 1272
China     158 -> 745
India    177 -> 409
Japan     155 -> 267
France    65 -> 141
Korea (ROK) 56 -> 138
Taiwan    31 -> 117
Brazil    39 -> 106
Spain    25 -> 105
U.K.    42 -> 93
Germany 28 -> 64
Argentina 15 -> 64
Canada    18 -> 51
Malaysia 15 -> 56
Mexico    <10 -> 57
Australia 23 -> 32
Egypt    10 -> 34
Chile    <10 -> 30
Philippines 14 -> 20
Colombia <10 -> 22
Italy    15 ->31
and Israel, Philippines, Singapore,
Turkey, Vietnam, Hong Kong, and Pakistan

The Process Improvement Landscape
CMMI and Agile Are Perceived to be at Odds with Each Other
The “What”
Reliant on process definitions, measures, and artifacts
Predictive
Generally driven by management

SEI Report on CMMI & Agile
To build awareness of the synergies, the SEI has co-authored a report:
   CMMI or Agile: Why Not Embrace Both!
   http://www.sei.cmu.edu/publications/documents/08.reports/08tn003.html
SEI’s co-authors include expert Agile practitioners in the Agile community:
Hillel Glazer
author of one of the first articles on CMM and Agile (2001) and Hillel Glazer’s Blog at http://www.agilecmmi.com/, and a SCAMPI Lead Appraiser
Jeff Dalton
co-author of the forthcoming Agile CMMI (to be published by Auerbach) and author of Jeff Dalton’s Blog: Ask The CMMI Appraiser at http://askthecmmiappraiser.blogspot.com/, and a SCAMPI Lead Appraiser
Dave Anderson
co-author of The Declaration of Interdependence, program manager for MSF for CMMI, author of one of the first books on an Agile methodology (FDD), and author of Dave Anderson’s Website and Blog at http://www.Agilemanagement.net

CMMI Users Need to Know
Agile arose, in part, as a backlash to CMM and CMMI Misuse
Agile applies sounds SWE principles in certain project contexts
Practitioners need to be involved in implementing CMMI
Address business needs and priorities
Capture what is already done well
Use understandable language and formalisms
Balance standardization and tailoring
Ensure and support deployment to new projects (OPF SG3, IPM SP1.1)
Make the project process transparent
Encourage, evaluate, and implement feedback and improvement suggestions
Periodically revise
Articulate benefits

CMMI Use Should Be Like the Left

Skill in CMMI Interpretation is Necessary
Goals are required, not practices
Practices are expected, not subpractices, typical work products
But informative material is still important as it clarifies practice intent
a practice statement is a summary of the larger concept characterized by the informative material around it
supports correct interpretation and implementation
helps understand dependencies with other parts of model
describes implementation typical of large, high-risk, complex projects
Failing to understand the above either leads to superficial processes or over-prescriptive standard processes (causing waste and frustration)
Instead, each level (required, expected, informative) serves as the starting point for the level above
How important is that PA goal to achieving the business’s objectives?
What activities are necessary to achieving the goal?

What Agile Addresses that CMMI Doesn’t
Lightweight proven approaches that work well for small co-located teams with embedded customer (e.g., XP)
In some cases, larger teams as well (FDD, more-recent Scrum and TSP variants, and more robust versions of Crystal)
A set of “how to’s” to standardize and build a process infrastructure around (OSSP, PAL, etc.)
Providing practitioners more voice in the processes they use
Providing customers more voice in the products and services they receive

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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:

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.”

Typical Agile Concepts
Iterative, incremental, and time-boxed development
Customer embedded with developer
Tacit knowledge is the key
Low risk when trust (with customer) is high
Continuous integration
Each increment delivers value
Test written first, then the code
Tools reverse engineer artifacts
Everyone is responsible for quality
“Fail early” attitude
Requirements development JIT
Change is “embraced”
Empowered co-located teams
Status meetings: ceremony replaced with frequent interactions
Periodically evaluate and adjust process
Rolling-wave planning

Agile Use/Misuse
A frequent form of misuse is treating the words of the Agile Manifesto or Agile Principles as absolutes rather than conditional or relative, e.g., many ignore the last line and assume things on the right have 0 value.
Serves as “justification” for no processes, plans, designs, documents
Can lead to chaos; and Agile opponents get distracted by a red herring
As with CMMI Interpretation, nuance appropriate to a situation is everything.
And yet thinking of the misuse/abuse mentioned earlier, is the Agile Manifesto really so unreasonable?

Agilistas Need to Know
The SEI acknowledges “level mania” and imposing processes from outside (or exclusively top-down) as misuse.
While CMMI retains its CMM roots with a focus on process, when introduced correctly, it provides transparency, and learning and reuse of what works well.
CMMI is method and tools agnostic
Iteration is just as consistent with CMMI as is Waterfall
CMMI & SCAMPI focus on What not How
CMMI embodies sound systems engineering and SWE principles applicable in some project contexts that Agile approaches might not be

What CMMI Addresses that Agile Doesn’t*
Systems engineering (including risk management) practices that extend Agile to work in more complex situations
Align and coordinate across teams on: larger strategy, objectives, architecture choices, interfaces, changes, and overall VER and VAL
Maintain visibility into status, predicted completion, and risk
High maturity assets and practices that help project teams exercise greater control and prediction
An infrastructure for best practice deployment, learning, improvement
Benefits projects even before they start
Supports use of processes, measurement, training, and improvement
Reduces waste
A “safety net” that helps identify gaps and lapses in attention
Helps address lack of management support and resistance to change
*Generally

A Survey of Systems Engineering Effectiveness: Initial Results
Summary of Relationships - Composite

Req’ts + Tech Solution controlled by
Project Challenge

CMMI & Agile: Why Not Both!
CMMI and Agile are synergistic
Share similar goals (happier customer, superior execution, capable organization)
Each addresses principles of good software engineering
Each addresses something the other lacks
For small co-located teams, committed customer, low cost-of-failure (CoF)
Use Agile for product development (SEI recommends you consider the TSP)
Use CMMI to provide a supporting organizational environment
For large complex projects with geographically and organizationally-dispersed teams (“high-challenge programs”)
Use Agile approaches proven to work in such contexts
But ensure adequate coverage of Systems engineering practices found in CMMI
CMMI-based process improvement can alienate practitioners
Concurrent introduction of Agile practices can mitigate
Agile approaches may not fully scale up or deploy broadly
At a minimum, CMMI provides “safety net;” a set of practices that help close the gap
And proven guidance for deploying best practices and project support

Central themes
Central themes
Baselines
Control Charts
Statistical management of subprocesses

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Identify outcomes: what makes for a successful product or service – and project – performance?
Identify outcomes: what makes for a successful product or service – and project – performance?
Identify controllable factors tied to earlier sub-processes that may be predictive of one or more of the outcomes (interim and final) we need to predict.
Determine what type of data our outcome (Y) is and what type of data our factors (x’s) are.

Using the data types, begin to identify the statistical methods to help with performance modeling.

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Process Performance Modeling and Statistical Management – Keys to Maturity Level 4
Subprocesses selected for statistical management are controlled at the event level as opposed to an aggregated level and are periodically evaluated:
Is the variation experienced too large?
Should event data be disaggregated by type or source?
Should a subprocess be decomposed further into more fine-grained subprocesses?
Are sufficient attributes of the selected subprocesses included?

This implies a routine and correct use of data and statistical analyses to both statistically manage the subprocess and to take timely corrective action when warranted
Properly implemented, PPMs and subprocess statistical management work synergistically together to help a project (and the organization) predict & control how its processes will behave

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   CMM - improve the capability of an organization’s processes

CMMI - improve the capability of an organization’s processes within specific domains such as development, acquisition, or service

   CMM - improve the capability of an organization’s processes

CMMI - improve the capability of an organization’s processes within specific domains such as development, acquisition, or service

   People CMM – improve the capability of an organization’s workforce through enhanced management and human capital processes

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A service is an intangible, non-storable product. Examples include operations, maintenance, logistics, and information technology.
A service is an intangible, non-storable product. Examples include operations, maintenance, logistics, and information technology.
Services imply on-going relationships governed by service agreements.
Services are delivered through the operation of a service system.
Services are simultaneously produced and consumed.

Services have a different business rhythm:

Some Components of SEI’s Proposed Toolkit for
Superior Performance
A de-facto standard for responsible practice (CMMI)
A mechanism for identifying gaps with CMMI (SCAMPI®)
A tailorable method that empowers developers to define, self-manage, and do quality work (Team Software Process® [TSP])
Measures that provide feedback, both detailed and in real-time
An analytic framework for reasoning about a situation (Six Sigma)
An organizational group (e.g., Engineering Process Group [EPG]) that facilitates establishing standard processes and supports their effective use
Appropriate training
The SEI has developed a strategy for introducing the above; however, additional practices and methods beyond those mentioned, e.g., for product line management, operational resiliency, and service continuity may also be required.

The TSP strategy for improving performance is to build high-performance teams from the bottom-up.
The TSP strategy for improving performance is to build high-performance teams from the bottom-up.

TSP permits whatever development strategy makes the most business and technical sense.
TSP permits whatever development strategy makes the most business and technical sense.
The team determines the strategy and cycle length
Each cycle starts with a launch or re-launch.
Projects can start on any phase or cycle.
TSP encourages teams to
develop in increments
use multiple phases or cycles

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TSP reduced defects found in system test by 60% over the previous two releases of QuickBooks 2007 release.
TSP reduced defects found in system test by 60% over the previous two releases of QuickBooks 2007 release.
Intuit has also recently reported a savings of $20M from a reduction in customer support calls on QuickBooks 2007.

From a study published in 2000
From a study published in 2000
fifteen projects in four organizations
CMM ML1, ML2, ML3, and ML5
TSP improved effort and schedule predictability at all maturity levels

By putting a quality product into system test Intuit improved productivity and reduced cost while delivering 33% more functionality than planned.
By putting a quality product into system test Intuit improved productivity and reduced cost while delivering 33% more functionality than planned.

People are your most important resource.
People are your most important resource.
Finding and retaining good people is critical to long-term success.
Intuit found that TSP improved work-life balance, a key factor in job satisfaction.

Improved work-life balance with TSP is reflected in job satisfaction surveys.
Improved work-life balance with TSP is reflected in job satisfaction surveys.

Implementing Such an Infrastructure Requires an Integrated Improvement Strategy
Establish a foundation with TSP pilot projects.
In parallel, CMMI-based improvement begins.
EPG is trained and launched as a TSP team.
EPG defines and implements organizational use and storage of TSP measurements as well as TSP-augmented process assets used by pilot projects.
Six-Sigma methods then used by the EPG to fill gaps and address high maturity issues.
TSP training and launching for remaining teams changes the entire organization over smoothly to the high performance processes tailored to the organizational environment.

What Else and What is Next?
CMMI V1.3 Scope
Clarifications to High Maturity Practices
Harmonized DEV, ACQ, SVC around a common CMF
Refinements to the Generic Practices
Improved SCAMPI efficiency
Smart Grid Maturity Model
http://www.sei.cmu.edu/smartgrid/

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