the agile performance holarchy · agile performance assessment: approach as a self-organizing...
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CMMI Presented By: !
The Agile Performance Holarchy A new model for building and evalua9ng Agile Capability
JeffDaltonPresidentofBroadswordChiefEvangelist,AgileCxO.org
Copyright©2017AgileCxO.org
Agility, Capability, and Stability
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Into the storm…
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Agility and Values are Symbio9c
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• Flytheplane• Collaboratewiththecrew• StrivetoSurvive• Communicate• Dependonyourtraining• ThePilotisincommand• Sterilecockpit!
VALUES
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Capability is the Price of Admission
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• Emergencychecklist• Levelthewings• Slowtominimumspeed• Switchgastanks• Carbheaton• RadioCenter/ATC• AssignTasks• Focusoninstruments• FollowtheFARs
IF-THEN-ELSE-IFCOLLABORATION
A“hands-off”subsVtuteforFMEA,Five-Whys,orDecisionAnalysisandResoluVon
CAPABILITY
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Stability Allows us to focus on success
• Safeflight• Enjoyabletrip• Longerlife• LifeVmehobby• Easiertravel• Passitontomychildren
STABILITY
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AGILITY
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Agility is about values – part 1 Weareuncoveringbe^erwaysofdevelopingso_warebydoingitandhelpingothersdoit.
Throughthisworkwehavecometovalue:
Individuals&InteracVons
WorkingSo_ware
Processes&Tools
OVER
OVER
ComprehensiveDocumentaVon
Agility is about values - part 2
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RespondingtoChangeFollowingaPlan
ContractNegoVaVon
OVER
OVER
Copyright©2001:KentBeck,MikeBeedle,ArievanBennekum,AlistairCockburn,WardCunningham,MarVnFowler,JamesGrenning,JimHighsmith,AndrewHunt,RonJeffries,JonKern,BrianMarick,RobertC.MarVn,SteveMellor,KenSchwaber,JeffSutherland,DaveThomas
Thatis,whilethereisvalueintheitemsontheright,wevaluetheitemsonthele_more.
CustomerCollaboraVon
Core agile values*
• Openness• Courage• Focus• Visibility• Commitment
• Senseofhumor• Respect• FailFast• Transparency
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*DerivedfromExploringScrum:TheFundamentalsbyDanRawsthorneandDougShimp
Values traceability is cri9cal to stability.
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AGILEVALUES
FRAMEWORKSMETHODOLOGIES
MODELS
CERMONIES,TECHNIQUES,PROCESSES
Empirical process control framework
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Agile Traceability Example: Scrum
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TRANSPARENCY,FAILFAST
SCRUM
DAILYSTANDUP,SPRINTDEMO,INFORMATIONRADIATORS,SHORTTIMEBOXES
CAPABILITY
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CxOs“feartheircapabiliFesaren’tstrongenough.”*
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*BostonConsulVngGroup,2012
85%ofCEOsbelievebusinessprocesshelpsthemshareknowledgeacrossdivisionsandregions.*
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*McKinsey&Co.2014.
Capability maturity model integra9on
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TheCMMI®isasetofmodelsthathelporganizaVonsintheTechnology,Services,AcquisiVon,andHumanCapitalsectorsbuildworld-classcapability
Defined process control frameworks
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EarlyadoptersofCMMIwereDefense,Manufacturing,HighTechCompaniesthatleanedheavilyonDefinedProcessControlFrameworks
Growth in CMMI adoption by agile organizations
AgileorganizaVonsareoverlayingAgilityontopoftheprovencapabiliVesthatCMMIbringstotheiroperaVons.
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“Everythingisvaguetoadegreeyoudonotrealize4llyouhavetriedtomakeitprecise.”
-BertrandRussell
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TheGuidedemonstrateshowtobuildcapabilitywithinanAgileEmpirical
ProcessControlenvironmentatthePracFce,Technique,andCeremony
levelusingtheCMMI
Empirical process control framework
23SupportCategoryProcessManagement
EngineeringCategory
ProjectManagementCategory
Ceremonies & techniques should be strengthened
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TheScrumGuideidenVfiestheProcessAreasthatwillhelpyoutoimprovecapabilitywitheachAgileceremonyortechnique,andworkthroughtheimprovementrecommendaVons.
Each is evaluated for capability
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Implementa9on and evalua9on are cri9cal
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Agileceremoniesandtechniquesarecomprisedofbehaviors,andtheCMMIbreaksthemdownintospecificbehaviorsthatcanbeimproved.Thisleadstoastronger,moreresilientAgileimplementaVon.
STABILITY
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Aholon(Greek:ὅλον,holonneuterformofὅλος,holos"whole")issomethingthatissimultaneouslyawholeandapart.
TheAgilePerformanceHolarchyisahierarchyofHolons,allwhichcanstandalone,andbepartofagreaterwhole.
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PerformanceCircles-CircleofrelatedrolesandfuncVonsHolon-AstandalonesetofacVonsthatmustbeenergizedaspartofagreaterwholeEachHolonhas:-ObjecFvesinAgilecontext-AgileCeremonies-Agiletechniques
Agile Performance Levels
Asaself-organizingorganizaVon,weadoptedagileacrossallsegmentsofourteamsothatminimaloversightisrequiredtobesuccessful.
AsatransformingorganizaVon,weareconsistentlyusingagiletechniquessoallofourprojectscanbemorecollaboraVveandself-organizing.
AsanadopVngorganizaVon,wearelearningtoadoptagiletechniquessowecanbecomemoreself-organizingandproducVve.
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Leading
ValuingDescribestheobjecVves,behaviors,andceremoniesrequiredtodesignanddeploythesetofAgileValuesthatwilldriveorganizaVonalbehaviorEnabling:DescribestheobjecVves,behaviors,andceremoniesrequiredtodesignanddeploythesetofAgileKeysthatdefinetheCapabilityLevelsVisioning:DescribestheobjecVves,behaviors,andceremoniesrequiredtosetandcommunicateavisionthatiscompaVblewithAgileValuesandthedesiretohaveahealthyAgileorganizaVonEngaging:DescribestheobjecVvesandbehaviorsrequiredtobeanagile"servantleader"thatengages,mentors,andparVcipateswiththeAgilecommunityintheorganizaVonCopyright©2017AgileCxO.org
HOLON:VALUINGDescribestheobjecVves,behaviors,andceremoniesrequiredtodesignanddeploythesetofAgileValuesthatwilldriveorganizaVonalbehavior
ObjecVve:DefineandDeployAgileValuesObjecVve:AlignAgilevalueswithframeworks,ceremonies,andtechniquesObjecVve:CommunicateAgileValuestoyourteamsObjecVve:Sustain,inspect,andadaptAgileVales
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Envisioning PlanningDescribestheobjecVves,behaviors,andceremoniesrequiredtoEnvision,Plan,andachieveconsensusonproductdirecVon,defineteams,andunderstandsizingDefiningDescribestheobjecVves,behaviors,andceremoniesrequiredtodefineandprioriVzetheproductorservice'sfuncVonalityattheEpicandUserstory
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Sa9sfying
ClarifyingDescribestheobjecVves,behaviors,andceremoniesrequiredtoiteraVvelyevolvethebusinessneedsintoUserStoriesandchildstories,andtobe^erunderstandthecustomer'sneedsPlanningDescribestheobjecVves,behaviors,andceremoniesrequiredtoesVmateandplanfortheupcomingsprintoriteraVon,andtogroomthebacklogmid-sprint.SolvingDescribestheobjecVves,behaviors,andceremoniesrequiredtodesignandbuildasoluVon,andconVnuouslyimprovethedevelopmentteamDeliveringDescribestheobjecVves,behaviors,andceremoniesrequiredtoplananimplementthesoluVonusinganincrementalanditeraVveapproachCopyright©2017AgileCxO.org
Providing ContribuFngDescribestheobjecVves,behaviors,andceremoniesrequiredtoidenVfy,capture,anddeploylessonsbasedontheempiricalexperienceofAgileteamsPartneringDescribestheobjecVves,behaviors,andceremoniesrequiredtodefinerelaVonshipsandagreementsbetweenteamsandinternalorexternalpartnersandsuppliersEmpoweringDescribestheobjecVves,behaviors,andacVonsrequiredtosupportanAgileculturewithtools,faciliVes,andteamagreements
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Affirming
ConfirmingDescribestheobjecVves,behaviors,andceremoniesrequiredtoevaluateteammembersfortheiradherencetoagilevalues,frameworks,andtechniques.UnderstandingDemonstratebusinessisreceivingexpectedbenefitsofAgileadopVon
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Teaming OperaFng:DescribestheobjecVves,behaviors,andceremoniesrequiredtosupportacapableAgileteam,includingco-locatedfaciliVes,tools,teamagreements,charters,andmanagementinfrastructure.Growing:DescribestheobjecVves,behaviors,andceremoniesrequiredtoprovideatraining,mentoring,andlearningenvironmentReflecFng:DescribestheobjecVves,behaviors,andceremoniesrequiredtocaptureexperiencesandimproveperformance,includingRetrospecVves,LessonsLearned,anda_er-acVonreviewsShowing:DescribestheobjecVves,behaviors,andceremoniesrequiredtounderstandperformanceandprogressoftheproductandsupporVngteamsGoverning:DescribestheobjecVves,behaviors,andceremoniesrequiredtoprovideastrongagilegovernanceinfrastructureforbothproductandprocessperformanceOrganizing:DescribestheobjecVves,behaviors,andceremoniesrequiredtoimplementself-organizaVon,interfaceswithnon-agileteams,anddefiniVonofprojectmanagerand/ornon-Agileroles
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Agile Performance Assessment: Approach
Asaself-organizingorganizaVon,weadoptedagileacrossallsegmentsofourteamsothatminimaloversightisrequiredtobesuccessful.
AsatransformingorganizaVon,weareconsistentlyusingagiletechniquessoallofourprojectscanbemorecollaboraVveandself-organizing.
AsanadopVngorganizaVon,wearelearningtoadoptagiletechniquessowecanbecomemoreself-organizingandproducVve.
AnobservaVonapproachthatisiteraVveandincremental–likeAgile!“Backwardly”compaVblewithCMMI
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The real dividends of stability
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A_er2,500hours,over1,000landings,conVnuoustraining,learning,andbuildingcapability,we’veenjoyedalifeVme
ofsafetyandsuccess!
Download the Guide to Scrum and CMMI
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h^p://cmmiinsVtute.com/cmmi-and-agile
SPEAKER RESOURCES
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www.broadswordsoluVons.com
www.agileCxO.org
www.asktheCMMIAppraiser.com(blog)