Meet an agile legend

Hey, readers. I have a question for YOU today. How many times in life do you get to meet someone who changed the course of your industry? ~ The CMMI Appraiser

Jim Highsmith, an outstanding author, and one of the original signatories of the Agile Manifesto, is such a man. And we all get a chance to meet him. Jim will be the Keynote Speaker at AgileDC 2012 on October 23.

Are you getting excited? This is a great opportunity to learn something new for those of you who work in the federal government sector. And it’s a great opportunity to meet Jim for agilistas, ScrumMasters, engineers, and software executives whose careers and lives have been shaped – like mine – by Jim’s work.

This CMMI Appraiser will be presenting at AgileDC as well. All are invited to come and learn about ways to make agile survive and thrive in the Federal Government.

If you’ve been reading Ask the CMMI Appraiser’s recent posts, you know how passionate I am about making agile survive by making it stronger. I think the way to make it stronger is with CMMI.

One point I emphasize in my presentation is that agile methods and values – indeed, every part of the agile architecture except for the techniques – are applicable to both agile and Waterfall. And CMMI is applicable to those also! This means, no matter what approach you take to developing software engineering solutions, the CMMI helps you get better at what you are ALREADY doing.

Here’s the link to register for the AgileDC conference, October 23, 2012, in Washington DC.

Come learn more!

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 running a successful CMMI program.

How do we strengthen our agile approach when the Federal Government keeps changing what we're doing?

Dear CMMI Appraiser,

Just found your blog.  We’re a Virginia-based contractor to the Federal Government and a “Waterfall” lifecycle company. For the past two years we’ve been switching some of our projects over to agile methods like Scrum, but so far we haven’t been able to scale it beyond the smallest projects. Part of the problem is that our government clients keep trying to change what we’re doing so it looks more "waterfall."  How would you deal with this? ~ Pete McC.

Pete, welcome to Ask the CMMI Appraiser. It’s good to have new readers. Thanks for your question.

The way this CMMI Appraiser sees it, you're fighting a two-headed monster.  And it's an ugly one, at that.

The first head of the monster that you face in adopting Scrum, or any of the agile methods, is internal. While you are off trying to be a Scrum team, your company’s leaders are off trying to be a Waterfall team.  In fact, I bet if I were to look through all of your departments, not just software engineering, but accounting, marketing and sales, operations, I would find that your CEO, CIO and COO are off living in a Waterfall world.  That's one reason Scrum projects can’t scale and why you might feel you're not getting much traction. 

The second head of the monster is external. By trying to change what you are doing, the Federal Government is actively, but probably un-knowingly, weakening your agile values. And if it’s a struggle between the Federal Government and agile, we all know who is going to win!

Both of these challenges are fixable, Pete.  But neither is going to get solved this year. The problem is bigger than you and I. I recommend that you start working on techniques you can use to strengthen Agile, and build a process integration layer to get your agile teams to talk to the business leaders. The CMMI is the perfect tool for that.

By using CMMI as a framework (as opposed to slavishly adhering to practices) you’ll be in a position to deal with BOTH heads of the monster. Consider:

First, the CMMI provides a framework for your agile teams to talk to the business leaders, helping them understand how well agile methods are working for THEM, and to communicate important information to other stakeholders like middle management, customers, and accounting. And when you're ready to test it - go ahead and have a CMMI Appraisal.

Yes, I said it.  CMMI Appraisals can be very beneficial for Agile organizations - assuming the Lead Appraiser you're working with gets it - not necessarily an easy task!

Second, the practices that CMMI makes available to you include those that help bring greater clarity and strength to the Scrum ceremonies themselves (the “Specific Practices” in the CMMI), and those that help strengthen the understanding, adoption, and continuous improvement of the Agile values and behaviors (the “Generic Practices” in the CMMI).  So, the way to make agile survive and flourish in the Federal Government is to make it stronger. And the way to make agile stronger is with CMMI.

Don't CHANGE it - make it better!

Now that you found us, keep checking this blog for updates, Pete.  I will be posting much more on the topic of using the CMMI to strengthen agile, so that you will be in a better position to defeat the two-headed monster once and for all.

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 running a successful CMMI program.

What's the different between a non-compliance and an observation?

Hey Appraiser,

We have internal auditors in our company, and they're always ranting on and on about "non-complaince" and "observations."  I don't get it, what's the difference?  ~Vib

Dear Vib,

You'll likely get different answers to this question since these words have different meanings depending on which process model or audit method you are employing.  Since this is a CMMI and agile blog, I'll use that as my baseline.  But if you are adopting ISO15504, 9001, or ITIL, these have their own meanings.

When I conduct SCAMPI Appraisals the findings fall into 3 categories - Strengths, Weaknesses, and Observations.  I typically don't use the "compliance" or "audit" words as I find them counter to the meaning and purpose of CMMI.  CMMI is not a standard we are "compliant" with, and a SCAMPI appraisal is not an "audit."

I suppose you could think about a weakness in a SCAMPI appraisal as something that is "non-compliant," but it is more complicated than that.  We consider the performance of the projects/individuals (the Specific Practices) and the characteristics and performance of the organization and process itself (the so-called Generic Practices), as well as the information from the community (through interviews with the extended organization).  It's entirely possible for a project to be fully-compliant with a specific practice, but we find a weakness within a Process Area due to a deficiency that is indicated by an interview with the extended community.  So are they compliant?  Non-compliant?  That just gives me a headache.

In reality there is a continuum of strength and weakness, and the information we gather in appraisals helps us identify where on that continuum the organization is performing.  

An Observation can be either an illumination of great strength, or a recommendation for improvement in performance (or in the process) that is not a weakness.  It is arrived at through the interpretation of the data by the appraisal team after a complex set of interactions that are both data-intensive and interpersonal.

Hope this helps!

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

Laura Adkins is a Senior CMMI Consultant with Broadsword Solutions Corporation. She has years of real world experience using pilot testing strategies and tactics to help her clients achieve their goals. Laura also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

Reason #2 to Attend SEPG Europe 2012: Promote Your Passion!

The #2 Reason to Attend SEPG Europe 2012: To Promote Your Passion

Buenos días Amigos!!  The matadors are brooding in their cafes.  The crowds are lining the streets and it is almost time for the bulls to start running towards SEPG Europe 2012 on June 5-7.  Yes, the world-renowned CMMI feria is almost here, and that must mean it’s time once again for my Top 5 Reasons to be there.

Come close to the railing.  You won’t want to miss a moment of the action as we get on with our list of Top 5 Reasons to attend SEPG Europe 2012.  And away we go with Reason #2!

Drum roll please …

Reason #2: SEPG Europe is where you can promote what you are passionate about.

What?  Self-promotion?  I can hear the click-click-click as people madly try to x-out of this blog post.  “You’ve got to be kidding me,” they say aloud.

But wait.  I know few things have the power to make an engineer more uncomfortable than self-promotion.  I realize that many of you would rather submit yourself to 100 process mandates, or 50 days without Jolt Cola, than utter a single boastful word.

The good news about SEPG Europe is, you’re among friends here.  We don’t think it’s boastful to share success stories.  Indeed, we are here to find out from each other what’s working.  So if you are doing something with the CMMI that is really helping put your company on the path to greatness, your peers would love to hear about it.

Remember, folks at SEPG Europe are coming from a variety of backgrounds.  Some are Certified Lead Appraisers seeking to get better at guiding their customers.  Some are CMMI program sponsors who are looking for innovative and creative solutions for delivering on-time, high-quality software to their customers back home.  Others are just learning how to spell “CMMI” for the first time.

What we all share is a common interest in process, performance, and organizational improvement.

And here’s a shocker.  Some of the conference attendees are actively looking for a potential SEI Partner.

If you are an SEI Partner, it would probably be a good idea to be at least a little bit visible, would you agree?

One great option is to take advantage of the sponsorship or exhibiting opportunities SEPG Europe offers.

Another option is simply to take the bull by the horns and talk with folks about what you do.  One time at an SEPG conference, when I gave a presentation called “The Agile SCAMPI: Taming the Savage Beast.”  There was a decent crowd (drawn, perhaps, by the free hats and books I was giving away) and I hope they received some good information about making Appraisals simpler and more Agile.

One company in the audience was in the process of tackling a large-scale, multi-site process improvement program.  They needed help with planning, training, and conducting a multi-site SCAMPI Appraisal.  They had already zeroed in on a small set of Partners to choose from but after my presentation they added me to the list.  Just like that!  I ultimately started working with them and it was a win for everyone involved.

You know what I’ve been saying ever since?  Come to SEPG conferences for the technical sessions, but stay for the networking.  You never know when you’re talking with your next big client – or your next Partner.

SEPG Europe 2012 is a great place to promote your passion.  And that’s no bull. Olé!

Click here to register.

Need one more reason to go?  Check back soon for Reason #1!

Jeff Dalton is President of Broadsword Solutions Corporation and Chairman of the SEI’s Partner Advisory Board.  He is a SCAMPI Lead Appraiser whose blog can be read at www.asktheCMMIAppraiser.com.  He can be reached at appraiser@broadswordsolutions.com.www.broadswordsolutions.com

Winds of change blow fresh air into the CMMI

Reaction from the market overwhelmingly positive.

As we often say in our business, change is good.  Change re-focuses us, it re-invirgorates us, and fills us with energy to fuel performance and take our companies, and our lives, to the next level of performance.  It's easy to become complacent, and a visit from the winds of change is something we all need from time to time.

Yesterday's news from the SEI, that the CMMI will be moved out from under the influence of the DOD to a new business unit, brought a blast of fresh air to the CMMI market.

Yes, change is always good, and in this case it was a long time coming.  Companies and consultants alike are celebrating the announcement with a unifying message: "BRING IT ON!"

The CMMI has been wildly successful for the SEI, and they deserve strong kudos for their efforts.  It's unlikely they anticipated the level of global interest in CMMI, and it's amazing that this organization, whose primary mission is science and research, has been able to operate a world-wide system that includes models, training, appraisals, certifications, QA, conferences, and marketing.  And that's just a partial list.

As herculean as their efforts have been, the SEI always struggled to be responsive to the market due to constraints imposed by their DOD sponsor.  These constraints made agility difficult when it came to rapid evolution of the model, SCAMPI appraisals, marketing, and the integration of Agile methods with the CMMI, to name a few.

Creation of a newly-formed business unit within Carnegie Mellon is an golden opportunity to learn from the more than 25 years of SEI experience to position the new organization for success - and deploy an infrastructure that catapults the CMMI to the next level.

We're excited to get started!

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 running a successful CMMI program.

Reason #5 to attend SEPG Europe 2012: Spark your Passion!

The #5 Reason to Attend SEPG Europe 2012: Spark Your Passion!

Buenos días, amigos! So you’re wondering whether to pack your suit and join us in Madrid, Spain, for this year’s SEPG Europe 2012 on June 5-7?  Just as there are many traditional flamenco songs, lyrics, dances and instrumental styles in Spain, there are many reasons to attend SEPG Europe this year.  For the next few weeks,  I’ll be counting down the top five.

La lista?  Here are my Top Five Reasons to attend SEPG Europe, starting today with Reason #5.

Drum roll please …

SEPG Europe is where you can spark your passion for your profession.

SEPG Europe is the premier software process improvement conference in all of Europe.   Here you will meet hundreds of professionals from around the world –   people who care as much as you do about learning, networking and exploring solutions to their process problems.  These are the same practitioners who have been driving the CMMI’s reputation as the global leader in performance and process improvement.  You have a place among them.

The program is compelling.  This year the technical tracks offer more experts and more information than ever before – and more ways to get you thinking about solutions.  Designed for both experienced professionals and those who are new in the field, the conference program will challenge assumptions with its comprehensive view of the changing landscape of engineering and process improvement.

The slate of programs has been expanded and enhanced to meet you where you are in your career, and move you forward. Take a look at the range of topics awaiting you:

• Agility and Rapid Process Improvement
• People, Teamwork, and Organizations
• Process as the Basis of Risk & Resilience
• Process Improvement in Small and Medium Business
• Leading Organizational Change
• Software and Systems Engineering Innovations
• Multi-Model Process Improvement
• High Maturity
• Professional Development

Is your heart pumping yet?  Within each track are technical sessions designed to dive into the principles and practices that can help your organization better understand how to harness the power of process improvement.

So let’s get fired up, amigos!  It’s a three-day process feria filled with real-life, practical and implementable solutions that will help you take your business to the next level. What’s not to love?

Click here to register.

Need more reasons to go?  Check back soon for Reason #4!

Jeff Dalton is President of Broadsword Solutions Corporation and Chairman of the SEI’s Partner Advisory Board.  He is a SCAMPI Lead Appraiser whose blog can be read at www.asktheCMMIAppraiser.com.  He can be reached at appraiser@broadswordsolutions.com

Can we use CMMI-DEV on short projects?

Dear Appraiser,  we're an IT Services firm in Ohio.  We need to know if it possible to use the CMMI-Dev model on projects that start and finish within 2 to 3 months?  It seems like a lot of work and documentation efforts to use the model for a 60 or 90 day effort?

If these are the only type of projects we have for an appraisal- will that suffice? ~Larry M.

Larry,

I understand your concerns.  You've heard that the CMMI requires TONS of documents, and a "full-lifecycle" data-dump in order to succeed with an appraisal.  Lot's of people have heard this too.  I'm sorry, you're beyond help.....NOT!

I could just tell you that you're wrong, but since I'm a teacher at heart let me try to help you understand WHY this nasty impression about CMMI exists in our industry.

Years ago there were some early adopters of CMMI.  These companies were working with, mostly, the Department of Defense, and they were building large, complex systems.  Back then, "agile" was just a rainbow and unicorn in Ken and Jeff's eyes, and was not nearly as popular.  And companies with 90-day projects didn't have much interest in process.  But the big-boys who adopted this model, the CMMI, did have a lot of interest.  They needed ways to manage their Engineering processes, and the CMMI was just the ticket.

Funny thing about these companies though . . . they ALREADY were doing work that required lots of documents, long phases, gates, audits, and measurement.  They ALREADY were top-down, command and control, and "low-trust."  So it stands to reason that this is the context that they adopted the CMMI with.  They set the standard - and boy did they!

Fast-foward a few years to short iterations, agile methods, fail fast-fail early, planning poker, and daily stand-ups.  What a difference!  The way information is managed is much different now.  

The unicorns have landed!

On a Scrum project, for instance, the entire Scrum team room is one massive "information radiator" where a simple visit provides evidence of dozens of CMMI practices.  Sure, some things end up in documents and in databases, but some things are just visual.

In some ways, the frequent iterations of agile projects produce way MORE evidence than those in a traditional "waterfall" project - it's broader, deeper, and constantly being improved.  What appraiser wouldn't like that?  Well....don't get me started on that one....

The practices in the CMMI do not indicate sequence, volume, or physical weight of deliverable.  The key is to do WHAT IS RIGHT for your company, and then find a Lead Appraiser that understands it.  I've appraised companies that backed a truck up full of documents, and I've appraised those who rode up on a scooter with an iPad.

It just depends....

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 running a successful CMMI program.

We want to be ML3 but out consultant says we have to be ML2 first. Is this true?

Hey Jeff,


Our boss says we need to CMMI ML3 ASAP.  We went out and found a CMMI consultant who told us we first had to be CMMI Level Two or else the SEI would not approve our appraisal. That doesn't seem fair - we hire really smart people and we're probably already ML5.  Please help before my boss does something dumb! ~Ernie

Ernie,

If you've been following my posts, you know how I feel about a lot of "consultants."  It's just too easy to get a business card printed up and start selling yourself as an expert.  There is a lot of misinformation out in our industry about the CMMI, so let me try and help.

First of all, if that's what you were told your consultant is wrong.  That's it.  There's no more to be said about it.  They obviously have never been trained, or even been close to a SCAMPI Appraisal.  In the very first, most basic, "Introduction to CMMI" Training Class the material clearly states that "Maturity Levels Should Not Be Skipped" (emphasis on the word "should") and even this is in relation to a process improvement focus, not appraisals.

Lead Appraisers have conducted many CMMI appraisals where ML3 was the company's first appraisal - and yet the SEI accepted them.  I say "accepted" because the SEI doesn't usually approve the appraisal per se, instead they verify it was conducted properly based on the requirements of SCAMPI.

Maybe what your consultant was trying to tell you was that you SHOULD not skip a CMMI ML2 appraisals. If that was their advice, I completely agree with it.   Almost every client I work with that skipped wished they hadn't.  But it's not a requirement.

The SEI has done a pretty good job of defining the foundation - and it's in Level 2.  Going directly to ML3 sometimes forces you to make decisions that you won't want to make - resulting in Process Debt that will be difficult to unload for a long, long time.

So do it right, take your time, and please - work with someone who is qualified to help you save time, money, and frustration.

Oh, and if you were ML5 - you wouldn't say "probably."  You would KNOW.


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 running a successful CMMI program.

My boss said we need to choose between Agile and CMMI. Which should we choose?

Hey Jeff,


My boss is a software guy, and he seems to know a lot of life-cycles and software development processes.  The other day he was having an all-hands meeting and he said to us "look, you guys gotta choose.  It's either Agile or CMMI - but not both.  So let's cut the crap and get our act together." 


We need to do SOMETHING.  What should it be - Agile or CMMI? ~Ross

To CMMI or to Agile - that is the question.... to paraphrase Billy Shakespeare.

Well Ross, your boss is right, you've gotta choose.  But the question is, choose what?   We COULD spend some time choosing between two completely different concepts, or we could make the right choice.

Choosing between CMMI and Agile is like choosing between a hamburger and a tractor.  One is good if you're hungry, the other is good if you need to plow some dirt.  Huh?

Agile is a philosophy that stems from a set of guiding principles known as the "Agile Manifesto."  It is purposely vague so as to allow people to make the right decisions based on their individual projects.  CMMI is a model that suggests a set of best-practices you might use to improve what you are doing.  It's a "what to" not a "how to" set of suggestions.  So if "what you are doing" is using an Agile method like "Scrum" you could use the CMMI to make it better.  If you are approaching life in a waterfall fashion, then CMMI could make that better.  And don't let any CMMI Consultant tell you otherwise!

CMMI is not a collection of methods, and Agile is not a best-practices model.  See?  A hamburger and a tractor.

So instead of choosing between CMMI and Agile, choose between being a good company or being a great company.  If that were my choice, I would not be choosing between CMMI and Agile, I would be embracing both CMMI and Agile even more!  Except be sure you understand what they both mean.

As Mr. Shakespeare liked to say "Let me embrace thee, sour adversity, for wise men say it is the wisest course"

Agile methods are an excellent way to manage software project using iterative and incremental techniques such as Scrum, Spiral, and XP.  CMMI is an excellent tool to both improve upon HOW you adopt those methods, and to fill in any gaps you (or your management) might have.

CMMI is also an excellent tool to help you understand how well Agile methods are working for you, and to communicate important information to other stakeholders like Management, Customers, and Accounting. And if you want to test it - go ahead and have a CMMI Appraisal.

Many of my Agile purista friends argue that all that matters is what goes on inside a Scrum team. As a matter of fact some insist that no one else is allowed into their daily standup.  This just is not realistic in the real world - and it's not useful.  Customers, management, accounting, and marketing all have a legitimate stake in software projects - no matter how annoying software developers believe them to be.

To paraphrase the Bard again - "me thinks they know not from where they're paid.  Perhaps a bodkin is in order."

So make the right choice Ross.  Choose to be a great company.    Wrap your arms around both and hold on tight!

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 running a successful CMMI program.

Can Issue Management be it's own Process Area?

Dear Appraiser, I am  currently working in Chrysler LLC as process engineer with 5+  years of experience in Project Management and as a CMMI Consultant.  I've met you in your capacity as a CMMI Appraiser and CMMI Instructor.  It will be great if you can answer the following.

In the CMMI model, why is issue management part of PMC, whereas Risk Management (RSKM) is it's own separate process area?  Can issue management be made it's own separate process area to help it be better managed? ~Sri

Sri,

It COULD be.  Maybe I should add an issue to the issue log on this.  It might read:

Issue #101: People still think process areas are processes.  Resolutions: write a post about how Process Areas are not Processes!

Seriously though, if you're going to create Process Areas for your own organization (good idea), they don't have to be the same as the CMMI Process Areas.  For instance, practices from PP, PMC, RSKM, and IPM can all be part of a  home-grown Process Area called "Project Management," or in your example, you could have your own PA named "issue management" if you'd like.  That's the beauty of process - you can make it your own (and you should).

But if you think of this in CMMI terms, risk management exist in BOTH PP/PMC and RSKM.  For companies who have not yet considered ML3, PP and PMC provide an entree' to Risk - with a little less structure.

On the issue of issues (now I'm sounding like the CMMI with it's circular references), practices exist in both ML2 and ML3.  For ML2 we see it in PP/PMC, and in ML3 we see it in Integrated Project Management (IPM) SG2 "Coordinate and Collaborate with Relevant Stakeholders," albeit indirectly.

But after it's all said and done, you need to make the process your own.  If you think having a better focus on issue management will help you, create your own - and use PMC SG2, IPM SG2, and a little dash of PP to create it and *poof!* instance process area!

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 running a successful CMMI program.