1. CMMI and Agile Anglo-American and Rhinelandic

2. Agenda Introduction CMMI versus Agile Rhinelandic versus Anglo-american thinking Conclusions

3. Agenda Introduction CMMI versus Agile Rhinelandic versus Anglo-american thinking Conclusions

4. Inleiding André Heijstek CMMI LeadAppraiser, Instructor SEI VisitingScientist Consultant SPI My first CMMI implementation (1994) was actuallyAgile

5. Inspiration

6. Agenda Introduction CMMI versus Agile Rhinelandic versus Anglo-american thinking Conclusions

7. CMMI Model Structure Specific Goal Specific Practices Further Details Generic Goal Generic Practices Further Details Glossary ProcessArea (PA) Introductory Material Purpose Statement Overview Information ~22 Process Areas

8. AgileManifesto We are uncoveringbetterways of developing software bydoingit and helpingothers do it. Throughthiswork we have come to value: over over over over processes and tools comprehensivedocumentation contract negotiation following a plan Individuals and interactions Working software Customercollaboration Responding to change That is, whilethere is value in the items on the right, we value the items on the left more.

9. Agile and CMMI Assumptions Agile Internalcustomer Small, business system High trust Time & material CMMI Externalcustomer Large, lifecritical system Low trust Fixedprice

10. Agile and CMMI Assumptions Agile Internalcustomer Turbulent environment Small, business system Low cost of failure High trust Time & material Programming is a craft Internalised plans, qualitativecontrol Tacitknowledge Refactoringassumedinexpensive CMMI Externalcustomer Stable environment Large, lifecritical system High cost of failure Low trust Fixedprice Programming is anindustrialprocess Documented plans, quantitativecontrol Explicitknowledge Refactoringassumedexpensive

11. Agile and CMMI Content Agile HOW Focus on Project Learning in projects Short-term view CMMI WHAT Focus onOrganisation Learning at manylevels Long-term view

12. Agile and CMMI Caricatures Agile Hacking CMMI Bureaucracy Standard Applyinstead of Implement the model

13. When to usewhich? Management decision, basedon: team members and theircapabilities (personalities, experience) type of project (precedentedness, difficulty, neworfamiliar domain, complexity) environment (budget, schedule, politics, criticality) From: Boehm and Turner: BalancingAgility and Discipline

14. CombiningAgile and CMMI/PP

15. SummarybyAlistairCockburn “Ifone has strong discipline without agility, the result is bureaucracy and stagnation. Agility without discipline is the unencumberedenthusiasm of a startupcompanybeforeit has to turn to a profit”

16. Agenda Introduction CMMI versus Agile Rhinelandic versus Anglo-american thinking Conclusions

17. Rijnlands Manifesto

18. Rijnlands Manifesto Rijnlands Wie het weet mag het zeggen Solidariteit Menselijke maat Ist als vertrekpunt Teamplay Principe-gedreven Vakmanschap Weten is meten Lange termijn Anglo-Amerikaans Wie de baas is mag het zeggen Individualisme Ongebreidelde groei Soll als vertrekpunt Heroes Regelgedreven Functie-splitsing Weten = meten Kwartaalcijfers

19. Processen en bureaucratie Process Discipline Yes No Yes Common sense No From: SanjivAhuja, former COO of Telcorda

20. Types of Work Content Information Materials Prefigured Routines Configured From: Fred Nickols

21. Characteristics of type of work Adapted from: Fred Nickols 21

22. Types of software processes

23. Agenda Introduction CMMI versus Agile Rhinelandic versus Anglo-american thinking Conclusions

24. Conclusion Anglo-amerikaans CMMI “information” RijnlandsAgile “intelligence” Dependingupon the type of process, a different management style is needed

25. More questionsorremarks? andre.heijstek @ improvementfocus.com 0648476451