Ultrasist
High Maturity & Agile

High Maturity & Agile

  • Written by obriz
  • Posted 5 años ago
  • Noticias

Tuesday, May 6, 3:30-5:00 PM 

High Maturity & Agile

Many now understand that CMMI and Agile methods can work together. But do they only work together at CMMI Levels 2 and 3? If you think so, be prepared to change your mind. In this session, you’ll learn from several case studies about how agile and high maturity practices can work together to enhance the other.

Integrating Scrum Retrospectives and CMMI High-Maturity Practices for High-Value Performance Payback – Paul McMahon 
Is it possible that integrating Scrum retrospectives and CMMI high-maturity practices could be the right approach for your organization to break through and rapidly achieve a high-value performance payback? In this presentation, attendees will learn about two case studies of organizations that used the CMMI high-maturity practices in different ways.

In the first case study, attendees will hear about an organization that used their lead process engineer and software engineering process group to implement the high-maturity practices. Attendees will learn about the pitfalls this organization encountered that led to minimal measurable performance gains.

The second case study will feature an organization that took a different approach, involving their project Scrum teams more actively in the implementation of their high-maturity practices. Specifically, attendees will discover how integrating Scrum retrospectives and  CMMI high-maturity practices can overcome the pitfalls observed in the first case study, leading the organization to rapid, high-value performance payback.

Beyond the two case studies, attendees will learn the fundamentals of statistical process control through simple language—without a need to delve deeply into the math. The discussion will address how statistical process control can be implemented by practitioners in a practical way today—together with Agile retrospectives to help organizations to achieve and sustain the high-value performance payback they seek.

 

Keeping Healthy by Doing More with Less: Lightweight Quality Assurance for Agile Organizations – Sally Ginsburg & Michele Shaw

Relatively recently, quality professionals in software development organizations usually came from outside the software development group, working to ensure product and process quality and compliance. Nowadays, software organizations adopting the CMMI are generally smaller and more nimble and usually do not have as many resources to perform the quality role. In fact, quality personnel in small, agile settings usually take on various roles, which means their work needs to be done efficiently to maximize contributions.

In small organizations, the quality analyst has enormous responsibility since their activities result in evidence for important practices in the process and product quality assurance process area. They also need to assess performance objectively in every process area to ensure compliance in the CMMI. The context of this presentation is an agile, maturity level 5 organization called Keymind, a Division of Luminpoint.

In this presentation, we share ideas for practices that address CMMI-related quality requirements and include best practice considerations to plan, implement, monitor, and oversee quality on agile software development projects with limited personnel resources. Practical insights are provided and lessons learned are shared. These range from the importance of a quality plan, maximizing the use of existing project tools to monitor process performance, and capturing and reporting on quality results. Ideas for lightweight documentation and determining process conformance through automation are provided. Finally, we discuss ways to build quality into an agile process by extending the use of existing meetings to capture important quality data, creatively using checklists, and obtaining an external perspective.

 

Escalating Agile Practices in a High-Maturity Software Factory – María Julia Orozco Mendoza &Alejandro Alberto Ramirez Ramos 
Nowadays, agile practices have been used widely in an increasing number of organizations; however, the results are still far from what we expected in large, complex projects as in the national security sector. In our experience at Ultrasist, as a high-maturity software factory (CMMI-DEV maturity level 5), the main issue behind the unsuccessful implementation of agile practices in large organizations has been the lack of a clear path to their scalability. This inevitably affected the quality of our products, leading to stability issues.

In this presentation, we present our experience as a high-maturity software factory  in successfully implementing and escalating adoption of agile practices in “real-life” projects, with a complex enterprise architecture. We have successfully integrated agile practices into our process, taking care of the quality of the outcomes, and of the project and process escalation points.

This model was successfully deployed across 10 projects, showing a stable behavior and demonstrating the viability of scaling the adoption of agile practices into highly complex environments, with quality and stability

 

High Maturity: Slow and Steady Wins the Race – Michael Evanoo & Kriste Lawrence
Most organizations make the mistake of thinking that moving to high maturity is about drastically changing how they are operating. They believe it will cost too much or take too much time to perform all of the data analysis needed. In fact, we have found that successful high-maturity organizations move there in small steps and in a natural progression of wanting to know more, and therefore analyzing more and slowly moving toward truly managing with data objectively. This can be a very slow progression, but if it does occur naturally, it becomes truly valuable to the organization and has a lasting effect. Although the movement toward high maturity can be natural, it doesn’t occur on its own. It is critical to ensure that the right skills, resources, and data are in place at the right times and that the guiding force has a clear understanding of all aspects of high maturity. Many organizations move to high maturity quickly and either soon abandon the related activities or express concerns about high costs and little returns. This is common and unfortunate, but it is very avoidable if the focus is truly on the business and on the long term, not simply on achieving a level. Through this presentation, we’ll provide lessons from a long-term, high-maturity organization (i.e., over 10 years rated at ML5) and show the considerable value that the delivery organizations and their customers have realized from maintaining high-maturity practices over the long term.

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