Credit: Prathan Dansakulcharoenkit, Khwanduen Tippayamontree

1. Thailand SPIN Annual Event 2014
CMMI vs.Agile
มิตร ศัตรู
หรือ
ความไม่รู้ต่างหากที่หลอกเรา

2. Thailand SPIN Annual Event 2014
CMMI vs.Agile: มิตร ศัตรู หรือ ความไม่รู้ต่างหากที่หลอกเรา
CMMI และ Agile
เกี่ยวข้องกับกระบวนการพัฒนา
Software อย่างไร?

3. Khwanduen T.
Senior Consultant
PKT Consultant Co., Ltd.
email: khwanduen@pkt-consult.com

4. Prathan Dansakulcharoenkit
ScrumMaster and Agile Practitioner
Siam Chamnan Kit Co., Ltd.,
email: prathan@sprint3r.com
twitter: @zyracuze
facebook: facebook.com/zyracuze

6. 6

7. 7
Process Areas by Category

8. 8
Process Areas by Maturity Level

9. Agile is...

10. Photo 12:12:12 12/12/12 by Mim Eisenberg http://flic.kr/p/dAAa2q
Photo History of by Mamluke http://flic.kr/p/6KgxqB

11. Kent Beck Mike Beedle Arie van Bennekum
Alistair Cockburn Ward Cunningham
Martin Fowler James Grenning
Jim Highsmith Andrew Hunt Ron Jeffries
Jon Kern Brian Marick Robert C. Martin
Steve Mellor Dave Thomas
Jeff Sutherland Ken Schwaber
On February 11-13, 2001, 17 people

12. Snowbird ski resort
Wasatch mountains, Utah
Photo by John-Morgan - http://flic.kr/p/71qqyN
talking
relaxing
eating
skiing
and ...

13. agreed
what is
means
to be
Agile
Photo by Caitlinator - http://flic.kr/p/5fps6f

14. Photo 4! by Thomas Riecken http://flic.kr/p/bma9Q5
Four
Core Values

15. individuals and
interactions
over
processes and tools
Photo by JoeInSouthernCA - http://flic.kr/p/8pRfVZ

16. working
software
over
comprehensive documentation
Photo by BISSON http://flic.kr/p/am8TTV

17. customer
collaboration
over
contract negotiation

18. responding to
change
over
following the plan
Photo Change by Gilad Benari http://flic.kr/p/68Froh

19. individuals and interactions
working software
customer collaboration
responding to change
processes and tools
comprehensive documentation
contract negotiation
following the plan
to be Agile, we value all these core values,
we just value the left one more

20. Kent Beck Mike Beedle Arie van Bennekum
Alistair Cockburn Ward Cunningham
Martin Fowler James Grenning
Jim Highsmith Andrew Hunt Ron Jeffries
Jon Kern Brian Marick Robert C. Martin
Steve Mellor Dave Thomas
Jeff Sutherland Ken Schwaber
17 people

21. NOT
they inscribed
AGILE PRINCIPLES

22. 12
Principles
Photo 12:12:12 12/12/12 by Mim Eisenberg http://flic.kr/p/dAAa2q

23. Satisfy the Customer
our highest priority is to
satisfy the customer
through early and
continuous delivery of
valuable software

24. welcome
welcome changing requirements, even late in development.
agile processes harness change for the customer's
competitive advantage

25. deliver frequently
Deliver working software frequently,
from a couple of weeks to a couple of months,
with a preference to the shorter timescale

26. working as a team
business people and developers must work
together daily throughout the project

27. motivate people
build projects around motivated individuals.
give them the environment and support they
need, and trust them to get the job done

28. talk, face-to-face
the most efficient and effective
method of conveying information to
and within a development team is
face-to-face conversation

29. measure working software
working software is the primary measure of progress

30. maintain pace
agile processes promote sustainable development.
The sponsors, developers, and users should be able to maintain
a constant pace indefinitely

31. Continuous attention to technical excellence
and good design enhances agility
excellent at quality

32. keep it simple
simplicity -- the art of maximizing the
amount of work not done --
is essential

33. self-organize team
The best architectures, requirements, and designs
emerge from self-organizing teams.

34. reflect & adjust regularly
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly

35. 4 core values
individuals and interactions
over processes and tools
working software
over comprehensive documentation
customer collaboration
over contract negotiation
responding to change
over following a plan

36. 12 principles
satisfy the customer
welcome change
deliver frequently
work as a team
motivate people
talk, face-to-face
measure working software
maintain pace
excellent at quality
keep it simple
self-organize team
reflect & adjust regularly

37. 4 core values
+
12 principles
you’re
Agile

38. agile is quick fix?

39. agile is easy?

40. agile is fast?

41. agile is no
document?

42. agile is no plan?

43. ready to use

47. Traditional v Agile
47

49. 49
Insufficient Evidences
For Agile/Scrum Implementer
For Maturity Level 2
Project Planning: Estimation effort, Project Schedule
Project Monitoring & Control: Project Closure Report
Requirement Management:Traceability Record, Change Requirement
Supplier Agreement Management: Select supplier,Agreement, Monitor
Configuration Management: CM Plan, CM Checklist, CM Record/Report
Process & Product Quality Assurance: QA Plan, QA Checklist, QA Report
Measurement & Analysis: Measurement Objective & Specification, Metrics

50. 50
Insufficient Evidences
For Agile/Scrum Implementer
For Maturity Level 3
Risk
Management:
Risk
iden/fy,
Risk
Assessment,
Risk
Monitoring
Integrate Project Management: Project Defined Process (Tailoring)
Requirement Development: Requirement Spec (Non-functional Req.)
Technical Solution: Select solution, Design, Support Documents
Product
Integra/on:
Integra/on
criteria,
Review
Interface
Verification:Verified Criteria, Peer Review:Verified Result
Validation:Validated Criteria,AnalyseValidate Result
Decision Analysis & Resolution: Guideline, Record
Organisation Process Focus: Process Improvement Plan & monitoring record
Organisation Process Definition: Organisation Process Assets
Organisation Training:Training need analysis,Training Plan,Training record, Evaluation

52. Fixed
Flexible
Features
Time Budget Features
Time Budget
Traditional Agile
Fixed vs Flexible

53. Risk vs Time
Time
Traditional
Agile

54. Agile vs Traditional Waterfall
Metric Waterfall Agile
Planning Scale Long-Term Short-Term
Distance between customer and
developer
Long Short
Time between specification and
implementation
Long Short
Time to discover problmes Long Short
Project schedule risk High Low
Ability o respond quickly to
change
Low High

55. Photo Question Mark by Farside Hues http://flic.kr/p/6P7Sod
Questions
&
Answer
&
Not Answer