SPaMCast Interview: How has adopting Holacracy changed your view on agile leadership?

Jeff, You recently leveraged, within your own firm, things like Holacracy. How has that changed your view on leadership? ~ Tom Cagley, SPaMCast

[Editor's Note: Over the coming weeks, this CMMI Appraiser will be sharing excerpts from a recent conversation with Tom Cagley on the Software Process and Measurement Cast (SPaMCast) about leadership, and whether leadership is more or less important in today’s Agile world. Listen to the full interview at SPaMCast 456.]

Tom, you and I have talked about our Holacracy journey before. Yes, we are still practicing and getting better at that. It’s a long journey, but one of the things that was really interesting in our embracing of Holacracy has been my realization that it’s so much like an orchestra. So I wasn’t shocked when I realized that we were starting to be successful with it. I said, “This really reminds me of something!” It really reminded me of when I was younger and making my living playing in orchestras. 

There are a lot of similarities. There are very clear role descriptions. People step up to the responsibilities that they have. There's a form of quasi leadership that’s helping you through the process. So many of the concepts in Holacracy are similar to being a professional orchestra musician. It really helped us reinforce the things that I wanted to do with the company, and gave me a language.

When I was introducing a lot of these concepts with my own company, I was having trouble expressing it. I often said to them, "You know, it's like an orchestra. It’s like you’re a section leader, and you’re practicing scales!" And they would all look at me, like, “I get it. Jeff is a little bit eccentric and he’s off on a music binge again.” 

But the cool thing with Holacracy is that it gives me a language that everybody understands. Now when I talk about accountabilities and roles and circles, it's a clear metaphor that makes sense. So I think Holacracy has really helped us establish a language, helped us with the discipline, and helped me get clarity around what I really wanted to do as a firm.

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I hope my readers have enjoyed this segment of my interview with Tom Cagley on SPaMCast #456. We'll be talking more about leadership, and whether leadership is more or less important in today’s Agile world, in the next segment. Please check back soon.

http://spamcast.libsyn.com/spamcast-456-jeff-dalton-agile-leadership

For those interested in a deeper dive into learning about Agile Leadership, please visit agilecxo.org for white papers, infographics, podcasts and performance models to help software and engineering executives guide their organizations to be more agile, from top to bottom.

Like this blog? Forward to your nearest engineering or software exec!
Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI training classes and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation, software process improvement and running a successful CMMI program.

SPaMCast Interview: How did you develop your philosophy for successful Agile leadership?

Jeff, How has your personal journey informed what you’ve come to believe is important for successful Agile leadership? Tom Cagley, SPaMCast

[Editor's Note: Over the coming weeks, this CMMI Appraiser will be sharing excerpts from a recent conversation with Tom Cagley on the Software Process and Measurement Cast (SPaMCast) about leadership, and whether leadership is more or less important in today’s Agile world. Listen to the full interview at SPaMCast 456.]

Tom. I don’t know if we've ever talked about this, but I started my career as a musician. My first degree was in classical music. I started my career as a classical musician, and for the first ten years after college, I played in orchestras all around the world.

Playing orchestras, I learned a heck of a lot about self-organization. I learned about excellence, practicing, process, procedures, being Agile, using my ear to adjust constantly, and to improve myself iteratively and incrementally. I’ve given a couple of talks on this, about how having classical music training aligns so well with the current movement of organizational excellence.

Being in an orchestra was my first exposure to all of these things that I later came to know as agile values.

When I entered the computer science business, I almost forgot about my experience as a classical musician. I didn’t really make the connection at first, when I was 30 years old, about how these two things were so similar. But as my career progressed, I started to really make these connections and realized that this notion of self-organization and leadership were intertwined, and that iterative, incremental learning needed to be tied with discipline.

This is where I see a lot of Agile organizations missing the boat. They miss tying in with discipline. See, you’ve got this triangle of leadership, self-organization and discipline. These three things need together like a symphony, in a very orchestrated way, in order for a company to really see the all of the benefits of Agile and fly to the next level. The organizations that have this figured out really do experience success beyond what they ever imagined. 

So, Tom, I’ve come to where I am today because of those experiences. Starting out way back in 1980, when I graduated music school, and then when I went back to get a degree in Computer Science, I have been following this path in my career. It led me to become a leader in several software development organizations, and it taught me to focus on values and self-organization and real leadership.

I’ll be the first to admit that I don’t enjoy focusing on numbers and schedules and some of the more administrative things. I accommodate that by surrounding myself with people that are great at that. I think of myself as the conductor and they are the members of the orchestra that make things happen. I have this orchestral metaphor in my head all the time and I think that has had a lot to do where I ended up today.

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I hope my readers have enjoyed this segment of my interview with Tom Cagley on SPaMCast #456. We'll be talking more about leadership, and whether leadership is more or less important in today’s Agile world, in the next segment. Please check back soon.

For those interested in a deeper dive into learning about Agile Leadership, you are invited to join me and other Agile leaders at The 2017 Agile Leadership Summit, hosted by AgileCxO.org on September 22nd in Washington, DC. I look forward to meeting many of you in person for the first time!

Click here to register for The 2017 Agile Leadership Summit.

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI training classes and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation, software process improvement and running a successful CMMI program.

SPaMCast 456 Interview: What Guidelines Do You Recommend for Agile Leaders?

Jeff, If you were stopped on the street tomorrow afternoon by a CXO who said, "Hey, tell me two things that should be in a set of guidelines for someone leading," what would a couple of those be? ~ Tom Cagley, SPaMCast

[Editor's Note: Over the coming weeks, this CMMI Appraiser will be sharing excerpts from a recent conversation with Tom Cagley on the Software Process and Measurement Cast (SPaMCast) about leadership, and whether leadership is more or less important in today’s Agile world. Listen to the full interview at SPaMCast 456.]

Tom, I would say the biggest and most important set of guidelines to help people in leadership roles would be around self-organization. I think that’s the mystery that so many leaders are still scratching their heads over: “How do I get performance from a self-organizing team without riding them and without providing egregious oversight?”

That would be one set of guidelines: How to scale self-organization.

You know I’m a big fan of this. We talked about this in the past. There are some models out there that are starting to get some traction at the team level. For leaders, however, things are different.

Quick aside. This notion of leadership and self-organization is really interesting. I’ve noticed that the people that are really advocating pure self-organization are advocating no leadership.

I don’t think “no leadership” is the way to go. I think we need leaders to help manage the empowerment mechanisms. I’m not saying leaders should be granting empowerment because that’s counter-intuitive. However, there’s an infrastructure that has to be put in place to manage empowerment. Leaders need to transform themselves to become empowerment managers, or infrastructure managers, let’s call it. They need to help manage the organization’s values so that they can train their people how to become truly self-organized.

That would be the second major set of guidelines in a model that leaders could really benefit from: How to set strategic goals and strategic direction. 

See, most leaders really struggle with this notion of creating a strategic plan that leads a self-organizing company through the journey of self-organization and transformation, and leads them to strong profits and strong product delivery. They really struggle to understand what a strategic plan looks like for something like that. So it would be helpful to have guidelines around using open space technologies, for instance, to help them really step through strategic planning efforts, and the management of that strategic plan, long-term. 

Those are the two areas that I would focus on, followed very closely by enterprise leadership and craftsmanship. Now, craftsmanship is all the rage these days in Agile circles. In my opinion, this is a fantastic thing that developers at the organic level that have gotten together and decided that craftsmanship is important.

I am completely in support of them doing that. But the only thing I would change is the scope of this idea. Craftsmanship doesn’t begin and end with development. It applies to business analysis. It applies to project management. It applies to all levels of leadership.

There isn’t a movement in leadership, as there should be. That would be the third set of guidelines that I would encourage any leader to focus on.

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I hope my readers have enjoyed this segment of my interview with Tom Cagley on SPaMCast #456. We'll be talking more about leadership, and whether leadership is more or less important in today’s Agile world, in the next segment. Please check back soon.

For those interested in a deeper dive into learning about Agile Leadership, you are invited to join me and other Agile leaders at The 2017 Agile Leadership Summit, hosted by AgileCxO.org on September 22nd in Washington, DC. I look forward to meeting many of you in person for the first time!

Click here to register for The 2017 Agile Leadership Summit.

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI training classes and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation, software process improvement and running a successful CMMI program.

SPaMCast 456 Interview: Why haven’t we seen a model for Agile Leaders?

Jeff, with the plethora of leadership books, business books for CIOs – whether that’s paper or online – why haven’t we seen a model for leadership? Why haven’t we seen at least something that says, “Here are the things to think about,” whether it’s a model or a guide post, as you’ve called it? ~ Tom Cagley, SPaMCast

[NOTE: Over the coming weeks, this CMMI Appraiser will be sharing excerpts from a recent conversation with Tom Cagley on the Software Process and Measurement Cast (SPaMCast) about leadership, and whether leadership is more or less important in today’s Agile world. Listen to the full interview at SPaMCast 456.]

Tom,

That’s a really good question. I don’t know that I have a definitive answer for why no model exists for leaders, let alone Agile Leaders. You and I have both been leaders, and it seems to me that leaders have been reluctant to embrace anything like that. I don’t think they’ve even asked the industry for something like that. It could be that nobody has come out with a model that illuminates people in the way that they want to be illuminated. So I think there’s an opportunity, especially in the Agile space, for a leadership model or guide post.

Our friends at the Nationwide Insurance are doing some really neat things with this concept, however. They’ve created their 21 agile tea leaves, which they are applying not only to their teams but to their leaders. They’ve really done a nice job of organizing their leaders around this servant leadership idea, and adopting Agile values.

I would say when it comes to scaling Agile to the executive level, Nationwide is a pretty decent model for that. They are really doing some nice work. But again, I don’t think anybody has come out with an industry framework that really excites anybody. There’s room in the market for that.

And by the way, Kevin Fisher, AVP of the Application Development Center of Nationwide, will be one of our keynote speakers at the Agile Leadership Summit on September 22, 2017 in Washington, DC. [See below.]

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I hope my readers have enjoyed this segment of my interview with Tom Cagley on SPaMCast #456. We'll be talking more about leadership, and whether leadership is more or less important in today’s Agile world, in the next segment. Please check back soon.

For those interested in a deeper dive into learning about Agile Leadership, you are invited to join me and other Agile leaders at The 2017 Agile Leadership Summit, hosted by AgileCxO.org on September 22nd in Washington, DC. I look forward to meeting many of you in person for the first time!

Click here to register for The 2017 Agile Leadership Summit.

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI training classes and has received an aggregate satisfaction score of 4.97 out of 5 from his students

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation, software process improvement and running a successful CMMI program.

SPaMCast Interview: Why don’t we have more effective Agile leaders?

Jeff, for anyone that’s been in the business for any length of time, we understand that good, solid leadership is important to drive, lead, help facilitate, and make a transformation happen. Why are we still, in many cases, stuck in the “Thou Shalt” mode as a leadership style, in terms of transformation? ~ Tom Cagley, SPaMCast

[Editor's Note: Over the coming weeks, this CMMI Appraiser will be sharing excerpts from a recent conversation with Tom Cagley on the Software Process and Measurement Cast (SPaMCast) about leadership, and whether leadership is more or less important in today’s Agile world. Listen to the full interview at SPaMCast 456.]

Tom,

So true. It’s really interesting that things haven’t changed much in this regard. I was talking to client the other day, who said, “You have a really good job, and you get to do this year after year, because companies don’t change.”

It certainly seems as though we are dealing with some of the same issues that we were dealing with 20 years ago.

Why is that? I think part of it is that leaders don’t feel that change matters to them. Or they don’t believe that change applies to them. As a result, they sometimes insulate themselves from getting the help they need to make change happen.

The other component that’s missing from companies – particularly in the Agile space – is a leadership model for executives to refer to and lean on. They could really use something that lays out for them: “Here’s what great leaders focus on.”

I know I never had that. I was the CIO of two different companies, and I never had something that I could open up that read: “Here are the things that great CIOs and CTOs do, and here’s what you focus on. Here are the areas that are important. Here are the areas that you have to improve on.”

For a long time, we've needed a sort of a SAFe or ITIL or CMMI for leadership. But that just has not existed in the market.

So it's a combination of things. Leaders believe that change doesn’t apply to them, and refuse to get the help they need. And the industry hasn't provided a framework to guide leadership and show them, “Here’s what you have to improve on.”

In the absence of this kind of framework for leaders in Agile organizations, there is no one evaluating performance. It’s the wild west out there. And it's time for change.

#     #     #

I hope my readers have enjoyed this segment of my interview with Tom Cagley on SPaMCast #456. We'll be talking more about leadership, and whether leadership is more or less important in today’s Agile world, in the next segment. Please check back soon.

For those interested in a deeper dive into learning about Agile Leadership, you are invited to join me and other Agile leaders at The 2017 Agile Leadership Summit, hosted by AgileCxO.org on September 22nd in Washington, DC. I look forward to meeting many of you in person for the first time!

Click here to register for The 2017 Agile Leadership Summit.

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI training classes and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation, software process improvement and running a successful CMMI program.

For a Mentor-Protégé Program mentor, what resources do you recommend?

CMMI Appraiser – my company is getting involved in the Department of Defense’s Mentor-Protégé Program. What resources do you recommend for a mentor? ~ Jay A.

Congratulations on getting involved in the Mentor-Protégé Program (MPP)! It’s pretty cool that the DoD (along with a dozen or so other federal agencies) is giving opportunities to companies like yours an opportunity to help small businesses learn to get on the path to being a great company, and compete for contract awards. Done right, everybody wins.

Of course, great companies don’t just happen. As mentor, your job is to help them learn how to change the way that they think, so that they can align themselves with success. That’s really what performance innovation and process improvement are all about — changing the culture and changing the way we think.

But change is hard. To be successful, you need a good understanding of the complexity of culture change, and the consulting skills to help them set goals, communicate, solve problems, and help them transform in a positive way.

Some mentors think they need to tell their proteges what they should do. Process improvement is NOT about telling people what they should do. It's helping your protege' company finding out what they're good at, and what they can do even better.  

The biggest impact you can make as a mentor is to help them figure how they are going to DEPLOY process improvement to their community. Because that’s the biggest question they are going to struggle with: “How will we get our people to embrace the process and use it?”

It’s a valid concern. If you look at the many, many process implementations that have failed, you’ll see companies making the same (avoidable) mistake, over and over. They tried to throw a big binder at their employees, or a huge website, and said: “Here’s the process. Thou shalt use it!”

That’s like asking people to eat an elephant in one bite.

There are a lot of ways to deploy process improvement.

The best way for me, over the past dozen years or so, has been to take an iterative and incremental approach similar to Scrum.

Our approach is to use agileCMMI.  It uses agile techniques, such as incremental at iterative delivery, continuous build, collaboration, etc. to deploy process and get people to embrace process. It applies the same techniques we use when writing software. This helps people embrace and adopt it.

Not only does it help your protege take an incremental and iterative approach to design and deployment, it presents everything to developers in a language they understand. Rather than trying to shove them into the process world, which is a world they don’t want to be in, agileCMMI allows the use of UML diagrams and data flow diagram, for example. These are things people are used to using, and will accept.

That makes sense, right? After all, the best process in the world is useless if you can’t get people to embrace it and adopt it. And until they embrace it and adopt it, you don’t even know if the process they developed is even useful!

Whether it takes several weeks or a few months, everything they need will eventually be implemented. Then you’ll see them start to embrace their new behaviors and processes, and use them successfully. They may even start using it in other parts of their business, like sales, marketing, HR and finance. When that happens, you’ll know it has become their “Way” of doing business. They have learned how to get on the path to being a great company.

As a mentor, what could be more rewarding?

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI trainings and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation, software process improvement and running a successful CMMI program.

SPaMCast Interview: Are success and failure attributable to methodology or leadership?

Jeff, I have been recently asking people whether or not leadership is important to change. Is it true that failure really doesn’t have anything to do with Agile, non-Agile, RUP per se, it’s a leadership failure? ~ Tom Cagley, SPaMCast

[Editor's Note: Over the coming weeks, this CMMI Appraiser will be sharing excerpts from a recent conversation with Tom Cagley on the Software Process and Measurement Cast (SPaMCast) about leadership, and whether leadership is more or less important in today’s Agile world. Listen to the full interview at SPaMCast 456.]

Tom, that’s a fantastic point and this is something I try to talk about in the speeches that I give. This entire discussion … Agile versus Waterfall versus RUP versus chaos … is missing the point. There are attributes of strong leadership and well-run organizations -- as well as weak leadership and poorly run organizations -- that exist regardless of what methodology we choose.

I remember giving a partner speech with one of the main participants of the Agile manifesto. I won’t name him here but he started out by saying, “Agile is better than Waterfall because Agile projects are always on time and customers are happy.”

You know, that’s a pretty interesting statement. I ran lots of great projects in the 80s and 90s, where my customer were happy and the project was on time and on budget. So what really strikes me is that the thing that makes Agile so powerful isn’t the frameworks or the methodologies that are out there today. Because SAFe, Scrum, DAD and XP are all fantastic ideas. I fully support them, and think my customers should use them. But it’s the values part that nobody is really talking about.

Back when I was running software teams in the 80s and 90s, I tried very hard to be transparent, collaborative, high trust, and to fail fast. If you remember rapid application development, I was a big proponent. Sure, we didn’t have Scrum back then. We didn’t have XP, and those things are great. But it's the values, and leading through the demonstration of values, that really gets you the bang for the buck as an organization.

I tell my clients, “You know what, if Waterfall makes sense to you and it makes sense for your business, you should do that. Just make sure the values are in place. Make sure you have high trust, fail fast, collaboration, transparency and visibility, etc.” 

Back the 80s, we had big posters of our plans and our requirements on the wall. I remember I used to put a thermometer up there, so people would always know, “Here’s what’s going on.”

Going back to 1994, I was leading a team that wrote the point-of-sale system for Sears. We wrote the world’s first touch screen system, Windows 1.0. I won’t get even to that nightmare, but one of the things we did is we had calendar on the wall. It was a tear-off calendar so every day we tore it off, and that was an indication that our deadline was coming up. We used to do these types of things. This was before Agile, was you know Agile with a capital A.

The point is that the differentiator for leaders is not the methods you use. It's not Agile, Waterfall, RUP, etc. It’s values. If you look back at who the great leaders were in your career, you’ll probably think of people who demonstrated values that are consistent with the nine core Agile values, some which I’ve listed. Values are what really matter. Those are the things leaders work with and focus on trying to strengthen, because without values, nothing’s going to change.

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I hope my readers have enjoyed this segment of my interview with Tom Cagley on SPaMCast #456. We'll be talking more about leadership, and whether leadership is more or less important in today’s Agile world, in the next segment. Please check back soon.

For those interested in a deeper dive into learning about Agile Leadership, you are invited to join me and other Agile leaders at The 2017 Agile Leadership Summit, hosted by AgileCxO.org on September 22nd in Washington, DC. I look forward to meeting many of you in person for the first time!

Click here to register for The 2017 Agile Leadership Summit.

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI training classes and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation, software process improvement and running a successful CMMI program.

SPaMCast Interview: What has to happen to get an organization to change?

Jeff, if we turn to leadership to make changes in an organization, what has to happen to actually get an organization to change? ~ Tom Cagley, SPaMCast

[Editor's Note: Over the coming weeks, this CMMI Appraiser will be sharing excerpts from a recent conversation with Tom Cagley on the Software Process and Measurement Cast (SPaMCast) about leadership, and whether leadership is more or less important in today’s Agile world. Listen to the full interview at SPaMCast 456.]

Tom,

That’s such a great question because in the industry that we’re in, there’s a lot of model-based change management going on. Whether it’s SAFe or CMMI or ITIL, or even DAD or Scrum, a lot of executives are saying, “Let’s take a look at these models, and let’s tell our people to implement these models. Therefore, we shall be the change that we believe in.”

I’m sorry, but that’s been a failure. Of all the models that have been developed, I think the models developed in the Agile space have been the most successful. I have great, great admiration for the people that put those together, but they’ve all failed to make change happen.

In the software business, there’s a defect known as “type mismatch.” A type mismatch is when one data type tries to communicate with another data type and it blows up most programs. For instance, an integer tries to talk to a string inside of an application, and this creates a type mismatch.

Leaders are causing an organizational type mismatch by forcing Agile teams to use these models instead of seeking to understand and care about – not change – the way Agile teams do their work, and the values they uphold. We’ve got some fantastic things going on at the project level: Teams are being transparent. They are being Agile. They are collaborating. They are working very hard to live and breathe Agile values. Some have been almost militant about upholding Agile values.

But leadership is often completely oblivious to this! Especially in the government sector. They are asking for detailed, long-term project plans, Basis of Estimates that go out five years, and they’re asking requirements to be clearly defined in a 900-page stream of consciousness work product that nobody reads.

The problem is, they are treating their people in a very non-Agile, non-transparent, non-collaborative, low-trust way. They’re beating their people up like they always have.

It’s clear that these frameworks have not changed that behavior. Instead, I believe they need to focus on a framework that aligns Agile values with the Agile ceremonies that Agile teams are using, so that they can be understood and made better. Without this type of approach, management is trying to push a rope uphill.

You work in this business too, Tom. You know you can have the most beautiful Scrum team on the planet, a work of art. We used to say that back in my Ernst & Young days: “We’ve produced a work of art, but nobody noticed!”

When nobody notices, and management isn’t on board, we really have this type mismatch, which creates a lot of friction and unhappiness in the organization. It mostly affects credibility and productivity of the teams.

I believe that if we can conquer this leadership issue in the Agile space, we can take it to a whole new level that’s no one even anticipated.

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I hope my readers have enjoyed this segment of my interview with Tom Cagley on SPaMCast #456. We'll be talking more about leadership, and whether leadership is more or less important in today’s Agile world, in the next segment. Please check back soon.

For those interested in a deeper dive into learning about Agile Leadership, you are invited to join me and other Agile leaders at The 2017 Agile Leadership Summit, hosted by AgileCxO.org on September 22nd in Washington, DC. I look forward to meeting many of you in person for the first time!

Here's how to register for The 2017 Agile Leadership Summit.

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI training classes and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation, software process improvement and running a successful CMMI program.